The Power of Extraordinary

I recently had an issue with my Kindle and I called Amazon. They called me back within five minutes and I talked to a kind human being who was gracious, empathic, enthusiastic, helpful simply amazing. My first thought was “wow”. ?

My next thought was why can’t all companies’ services and products be extraordinary? Now I realize that if every company's service and product was extraordinary none of them would be, because that would be the new standard. What I would like you to think about as a person is this: Would you say you are extraordinary? That your products are extraordinary? Would your catalog, if you had one, blow my mind? It’s a compelling question.?Here is the key, if you work on being extraordinary it will help in building self-confidence.

Why don’t I see a lot of extraordinary in the world?

I think there are several reasons why this does not happen.

1. We don’t aim to be extraordinary.

I see far too many companies that don’t aim to be extraordinary exceptional or amazing. I see companies that focus on sales revenue and operations but don’t mention as part of that focus that the goal is to exceed people’s expectations or to be amazing. Obviously, you only get what you aim for you can only hit a target if you know what it is.

2. We settle for okay.

I recently dined in a restaurant that offered handmade brick oven pizzas with fresh homemade tomato sauce and fresh mozzarella. I was excited when I ordered it based on the description of the product. Once the pizza arrived, and I took a few bites I realized that despite the billing the pizza was just okay. Not amazing, not extraordinary not “Oh my God I have to write somebody a letter about this pizza” or “I have to call a friend right now and tell them about it.” It was just okay. Someone created that pizza recipe someone made the sauce and oversaw the production of the mozzarella. Someone in that organization said, “this pizza is okay.” I believe someone in that organization should have said “Yes the pizzas are okay- but how can we make it extraordinary?” They settled for okay.

3. We don’t think it’s worth?being extraordinary.

I was once talking to a customer service manager at a call center about how long customer service reps were allowed to be on the call with a specific customer. He told me emphatically that they measured call handling times and it was a problem if a rep was on the phone with the customer for too long. I questioned whether they were measuring the wrong thing measuring the length of call instead of call satisfaction. He gave me a strange look and said “customer service is only worth so much- each customer is only worth so much.” I’m not saying that metrics don’t matter but what I am saying is often the metrics that we use are measuring the wrong thing. I don’t think that Ritz-Carlton or Zappos or Neiman Marcus think about the wrong metrics they think about the right ones. I believe when you are extraordinary the money will roll in and the sales will increase in double digits year after year. People love to have extraordinary experiences and buy extraordinary products that surprise them with how great they are. The fact that we are surprised when something is extraordinary, I think, says it all.

4. We don’t train to be extraordinary

In most cases, employees are trained to do the job to a certain level of basic competency. Based on my experience we don’t train people to be extraordinary, we train them to be ordinary and pedestrian. So, if as an organization we are to be extraordinary we have to train people in the behaviors of what ordinary looks like and give people permission to be extraordinary in their jobs.

5. We don’t reward and encourage?being extraordinary

I often meet people across the country who tell me they do amazing work. During their annual reviews, they get extraordinary ratings from their boss and are told that they are doing an extraordinary job. However, when it comes to getting a raise that person gets a raise that is on average 2 or 3%. This raise is not much more than people who are average. So in their frustration, they tell me that their extraordinary work is not appreciated and are rewarded commensurate to the level of work they do. So why don’t we reward the extraordinary? I don’t know, but I think it is a huge strategic error.

In our business and personal lives, we are all looking for the extraordinary.

Shawn Doyle is the founder and CEO of Shawn Doyle Training

shawndoyletraining.com

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