Roy Osing

About Roy Osing

Roy Osing is a former President and CMO with over 33 years of leadership experience covering all the major business functions including business strategy, marketing, sales, customer service and people development. He is a blogger, content marketer, educator, coach, adviser and the author of the book series Be Different or Be Dead.

How To Align Your People Plan With Business Objectives

It all starts with strategic context. Without clarity around the strategy of the organization, creating a "plan for people" and defining the role of talent management is not only difficult, it's impossible. Your people plan

By |Talent Management|

Is “Being Predictable” Essential For Remarkable Success?

You've heard these types of comments before as descriptors of an individual who attracts a positive rating from leadership and is viewed as someone with potential to go further in the organization. "He can be

By |Talent Management|

How To Create A Culture Of Successful People – It’s Magic

If every individual in an organization understood how to successfully exploit each opportunity they were given, the culture that would be created would produce sustainable success for the enterprise. Individual success would beget constant performance

By |Company culture|

Effective Employee Engagement Must Be One-on-One

Why is employee engagement critical to an organization? Many think "getting more employees involved" is the end game. That's true, but for what purpose? To make every person feel like they are making a contribution?

By |Employee engagement|

How To Create A Culture Of Imperfection

A perfect cross into the penalty area. A perfect product launch. A perfect presentation. No glitches. No deviation from the intended purpose. How often does that happen? Rarely if ever do we actually achieve precisely

By |Company culture|

Do You Have A Copycat Culture? 

The intent may be to create a highly innovative culture; employing new technologies to deliver unmatched capabilities and leading the market with cutting edge solutions. At the end of the day, however, it's ACTION not

By |Company culture|

How To Build A Culture Of Execution

Culture is the means to a strategic end - wrong culture, failed goals. What organizational culture expresses the strategic imperative to grow beyond "realistic" levels; to outperform others by orders of magnitude? Consistently beating your

By |Company culture|

5 Ways To Build A “Bully Culture”

Why would an organization be outrageous enough to want to create a "bully culture"? We all know the implications of bullying - intimidation, abuse, harassment and Intimidation. People who are bullied suffer horrendously at the

By |Company culture|

Why We Need A Culture Of “Weird”

“The best” describes a culture of individuals who conform to rules and expectations more closely than others. They spell more accurately; answer history questions more correctly and score the highest mark on linear algebra exams.

By |Company culture|

How To Have Employees That Never Leave

It starts with the recruitment process. Hire the right person and they are more likely to stay; hire the wrong one and they will likely leave at some point. These key recruitment actions will help