Thursday, November 24, 2011

Kindle version of 'What Really Matters For Young Professionals!' released today

Today I have some exciting news to share with you.

A Second Edition of What Really Matters For Young Professionals! How to master 15 practices to accelerate your career has just been released on Amazon Kindle.

In the book you will discover:

  • How to capture your stories that reflect your employability
  • How to identify your personal values
  • Why behaving in an aligned manner with your organisation’s values matters
  • How to communicate effectively with email
  • Why Dee Hock, the founder of VISA International recommends developing Servant Leadership skills
  • Why having mentors in your life is crucial for personal and career success and how to find them
  • How to stop yourself from jumping to conclusions so that you communicate effectively in the workplace
  • What Systems Thinking is and how to use it throughout your career
  • And much, much more!
Even more exciting is the price - just US$4.97.
The timing is perfect for anyone who has just finished their university year or degree.

However, the book isn't just for people who are at the start of their career - seasoned professionals have found the content of the book extremely useful for helping them to do the little things that help them to continue their success.

The book isn't just for Kindle Readers either - if you have an iPad or other tablet you will easily access apps that will allow you to read your Kindle books on those devices.

You can access your own Kindle version of What Really Matters For Young Professionals! here.

More information regarding the book, including a short video can be accessed here.

I am confident that you will find this version of the book even more value than the first. Enjoy!

Til next time, please keep learning and be the best leader that you can be!

Gary Ryan Founder - Organisations That Matter

Wednesday, November 23, 2011

RACV misses second chance, will there be a third?

In a recent post If you treat me like a number I'll behave like a human I shared a story regarding the RACV being 'happy' for me, a long term customer, to 'try out' their competitors for $70. For many years I have spent thousands each year being insured through the RACV, for both personal and business purposes.

Having discovered the their competition's 'normal' price was 25% better than the RACV's 'discounted price' on vehicle insurance, and the RACV's reluctance to see me as a human being with whom it has a long term relationship, I sought the assistance of an insurance broker to help me find a business insurance policy to replace one that was due to expire with the RACV. The one I have now purchased was just under 10% cheaper than the RACV policy.

My assumption is that RACV uses a sophisticated Customer Relationship Management System (CRMS). Such a system would have a significant amount of information about me including my entire history of insurances with the RACV.

As a result of recent events this system should include two critical pieces of information

1. I received a quote for a new vehicle insurance through my business that was not activated
2. One of my business insurance policies expired and was not renewed

I have been waiting (and wondering) if the RACV would contact me to discuss our business relationship. My assumption was that these two pieces of information would cause some sort of a 'warning' within their CRMS that something had gone wrong with our relationship.

Yesterday I received a courtesy call regarding the business insurance renewal. I explained that I had gone with another provider. To my surprise the RACV representative could not end the call quickly enough. There was no request to know why I had chosen to leave, just a polite "Thank you, good-bye". Should I have been asked I would have been happy to politely share my story, to off the RACV the gift of my feedback.


I couldn't help but think that the RACV is losing a long term customer and it either doesn't know, can't see the signs or simply doesn't care.

As each of my insurances fall due I will continue to see what the market has to offer. Already I have saved multiple hundreds of dollars through moving two policies.

Prior to my recent experience the last time I had investigated what the 'opposition' had to offer (as far as my insurances are concerned) was in 1993. Since then I had been paying my renewal notices under the illusion that I was a valued customer of the RACV. I was the classic 'loyal customer'.


The $70 improved rate that the RACV refused to provide me on the new car insurance has already cost it two policies worth several thousand dollars. Does that make any business sense at all? If the RACV had provided that $70 differential, which is clearly within its profit range because it does provide that extra 5% discount to people, then I would have continued to be a loyal customer and not researched what the opposition was offering. When I discovered the huge differential I could not help but wonder whether I had been lulled into a sense of getting a good deal through my loyalty, when in fact my discounts were being applied to uncompetitive rates. In a strange way the RACV has done me a favour through its poor service as I am now saving money by going to their competitors.


How is the RACV using its CRMS to help maintain strong relationships with its clients?
In the long term can they afford to treat loyal customers in similar ways that I have experienced?

I wonder if I will be contacted at any time to discuss our relationship?
Will the RACV do anything to try to recover this situation?


If you have a CRMS how do you use it? Does it help you to maintain healthy relationships with your customers? What would you do in this situation if you were the RACV?

Tuesday, November 15, 2011

Team members always reflect your brand in great service companies

The way team members behave, how they are attired and the way they speak should reflect a consistent brand message. Please don’t be mistaken. This does not mean that staff become robotic in their behaviour and appearance (unless that is a deliberate aspect of the brand strategy for the organisation).
Southwest Airlines are a terrific example of brand management. Their people, irrespective of role truly reflect the spirit of freedom in the way they perform their jobs. Southwest staff have fun on the job and the enjoyment positively infects their customers. In addition the way that the staff are treated by the organisation demonstrates that staff come first.
At Southwest pilots are renowned for helping ground crew load and unload baggage from their planes. Why? Fast turnaround times are key to Southwest's service and profitability, and the pilots no it and support the practice of doing what needs to be done (safely and in a fun way when appropriate) to achieve great service.

The customer is not always right. Employees, not customers, come first... “The customer is sometimes wrong. We don’t carry those sorts of customers. We write to them and say, ‘Fly somebody else. Don’t abuse our people’” (Herb Kelleher, CEO Southwest Airlines, quoted in (Freiberg et al., 1996 p.268)

Why not use this article to catalyse Conversations That Matter® in your organisation. 

Contact Gary Ryan to discover how the OTM Service Strategy® can enhance your capacity to deliver service excellence. 

Tuesday, November 8, 2011

Richard St John's 8 Secrets of Success

As a student of success I like to hear other people's perspectives and views. This three minute video from Richard St John is one of the most succinct perspectives I have seen. It's cleverly pieced together too!
I'm interested in hearing your examples for each of his 8 secrets of success. You can view the short video here.

To start things off I'm a big believer in being passionate about what you do. I love helping people get better at what they do and quite simply rejoice when they achieve the success they are striving to achieve! Recently one of my Executive Coaching clients shared how someone who they thought 'wouldn't make it' in terms of the organisational change he was catalysing had, "had her light come on and could now see what we are trying to create!". Now that's a 'Ka-Ching! Moment' that re-enfoces why I am passionate about what I do.

The energy that you receive from living your passion, in my view helps us to sustain some of the challenges that are imbedded in the other seven secrets.

What is an example that you might have of implementing one of Richard St John's 8 secrets of success

Wednesday, November 2, 2011

The OTM Newsletter is out

The most recent OTM Newsletter is out.

Contributing authors include myself, Ian Berry, Judith Haskins and Troy Simmonds.

Articles focus on providing tips and resources for senior and developing leaders who share our view that organisational success is built upon enabling people to be the best they can be.

You can access the OTM newsletter here.