The 'it' factor: Differentiating your organization

By Elaine Varelas

As the school year gets underway, I am reminded of the perpetual quest of eighth-graders everywhere: to just fit in. While the trends have changed, and today’s teens are sporting earbuds instead of legwarmers (or hip-huggers), the need to fit in is just as strong. While conformity may get you through middle school unscathed by ridicule, it can be a little boring. One thing we learn as we bump along the path to adulthood is that fitting in and following trends doesn’t allow you to make much of an impact — especially in the business world.

The same is true for organizations — the non-conformists often catapult to success while followers can fall flat. In fact, the most successful companies are often unconventional — those businesses that pioneer a new way of doing things or are the first to produce a must-have product. They have a competitive edge because they do something completely different than the rest. They strive to stick out from the crowd and reap the rewards because of it.

How can you decide what your organization’s differentiator will be? A good place to start is to review the company’s competencies and drivers. What is the most important factor in the success of your business? What makes the biggest impact on your organization? What do you want to be known for? What will take you to the next level today? In ten years? If you come up with many factors, whittle and prioritize the list. Focusing on three or five drivers is doable, but as you add more, your goals become diluted and unmanageable.

While there are a host of places leaders can focus, here are some simple ideas. Remember though, each organization must tailor its differentiator to reflect its own mission statement, objectives, and goals.

Be responsive — We live in a world where we can connect with anyone, anywhere, at any time of day. That can make it tricky for businesses to balance giving clients and customers the quick turn-around they desire with the needs of their employees to have down-time. It helps to set reasonable ground rules for everyone in the company to follow. How fast should e-mail be returned? Are employees expected to check e-mail and messages after hours? If so, how often? You should address every layer of employee/client contact — from in-person to phone, text, e-mail, and requests for additional information.

Be courteous — Rudeness may seem commonplace in our culture, which is an ideal reason for organizations to focus on courtesy. First look inside the office. Are employees polite to one another? Do company leaders value and respect employees? It’s difficult to present a courteous face to clients if employees are nasty to each other.

Be a resource — One way to set your organization apart is to be a resource for your clients on all business issues, even if they don’t directly relate to your primary product or service. Your clients will come to rely on you for your expertise and advice — launching you from the role of vendor to partner.

Be the first — Another way companies make their mark is to be the first — the first to get a product to market, to use a new technology, or offer a cutting-edge service. If you are always on the forefront, others will look to you to set the trends.

Deliver value — On the kids music front, the Jonas Brothers, a worshipped singing trio, have a fan base who refer to their younger sibling as the Bonus Jonas. Does your company offer the bonus? Do you provide exactly what your client requests and only what is stated in your contract, or do you provide extra service? By exceeding client expectations, you help to build a long-lasting client relationship.

There are many ways for companies to differentiate themselves from the others that do similar work — and doing so will become even more important in a tightening economy. By refining and improving your “it” factor, your organization can retain clients and build business in an increasingly competitive market.

Elaine Varelas is Managing Partner of Business Development at Keystone Partners, a career management firm headquartered in Boston, and has over 20 years of career development and HR experience. She also serves on the board of directors for Career Partners International, the world's largest career management partnership. E-mail her at .