Michael Specter wrote a piece in Newyorker on Richard Branson, the founder of Virgin Group. He wrote, " Branson likes to enter a market controlled by a giant ... British Airways, say, or Coke or Murdoch. Then he presents himself as the hip alternative." Branson has a passion for adventure and has circled the globe in a boat and a hot air balloon. I think that spirit comes from his courage of saying YES to taking on challenges. He has had several near-death experiences in his life and his profession, literally and figuratively.
We wonder how we can bring that spirit to our organization? I think setting a simple rule of YES and ardently implementing it can do the trick.
The rule of YES:
For starters, tell your people that they need not ask for permission to say yes to a customer request. If they want to say no, they should ask for permission. Highlight examples of how this principle delighted the customer and helped you develop differentiated products and services because of it. The apprehension that employees would misuse this rule is ill-founded. Firstly, very few customers are unreasonable. And even that minority makes such requests infrequently. Secondly, employees do not like to dole out favors unreasonably. Tim Ferris says responsibility increases intelligence.
Use the same rule yourself to pursue an opportunity. Fail quickly, fail forward, learn, and progress.
Metrics:
How many customer complaints have you ignored in the last few months?
How many customer requests for additional support or service have you turned down?
Have you evaluated all the opportunities presented to you by your customers, suppliers, colleagues, others?
Subodh
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