How to Stand out from the Crowd – Part 2

In my last post I was talking about an amazingly simple way to differentiate yourself from your competition.

Here it is:

Do what you say you are going to do when you said you were going to do it!!!

Sounds like an easy concept to grasp. But it is not often practiced.

Think of it this way, when someone promises to do something and fails to follow through on that promise we get frustrated.

Why is this?

I believe paster Dave Ralph said it best when he said, “Frustration happens when we have a gap between expectations and reality.”

Let me explain; When you promise to do something, you set an expectation in the other person’s mind. Whether it is your prospect, your customer, your spouse, your kids, your boss or even yourself.

When you don’t live up to that promise and come up short, you have let that person down.  They will trust you a little less and you have damaged the relationship.

But when you live up to your promise, you built that trust and enhance your relationship.

“When you exceed your customers expectations your customer will be delighted.” – Jim Clemmer

The cool thing is that most of the time you get to choose.

When you choose wisely, you will definately stand out from the crowd.

Because you will enhance your relationships, and in the case of your customers, they will buy more from you in the future, because they can count on you and when they can count on you, you become less of a risk.

The Key to Reducing Employee Turnover

Employee turnover is crippling many organizations.

Here are some thoughts on this subject from Leigh Branham, Author of the book titled: Keeping the People who Keep you in Business. (excellent book)


Which is more expensive, the cost of doing the things necessary to retain your most valuable people, or the cost of losing and replacing those people?

The companies that achieve dramatic reductions in turnover are often the ones at which the top executive or owner makes the commitment to do something about it.

When the CEO is committed, the organization usually falls in line.

If your CEO is not committed enough to retaining the right people as a long-term business strategy, it may be only because he or she has not yet realized the cost implications and long-term business consequences of continuing turnover. If you run the numbers, most CEO’s and CFO’s, of course will pay attention to them.


In my experience, I have found this to be true, because as I often say,

“The number one sport in business is watching the boss.”

And when the boss see something as important, the employees take it a lot more seriously.