Be a company that people want to work for

Does your company’s culture look more like a “culture of commitment” or more likely a toxic or abusive culture that is indifferent to employee burnout and turnover? Use this following checklist to help you answer this question:-

• A Culture of Commitment
• Views employees as partners.
• Recognizes the human needs of all employees.
• Invests in people as primary source of competitive advantage.
• Commits to long-term strategy and carry the people needed to carry it out.
• Reward system and management styles support the mission and strategy.
• Focuses on “managing the performance contract”, not in controlling the people.
• Puts a premium on employee involvement in new ideas and innovation.
• Focuses on results, not on who gets credit.
• Trust employees enough to delegate.
• Tolerate “intelligent error: and experimentation.

Which results in:-

High-performing, confident, innovative, committed work-force.

Achievement of company mission and lasting competitive advantage.

Customer Delight: Waves of Change

No Strategy is borne or executed in a vacuum, and the customer delight principle is no less subject to the environment in which it is implemented. Today’s market is far different from any of the past. It poses problems of seemingly insurmountable difficulty. In these challenging times, the attention of several writers has focused on what is being labeled “the new economy” and how it seems to be changing the rules of productivity, growth, and profitability how it is changing the very ways we conduct business. The expanding economy places a premium on retaining both high-valued customers and dedicated employees were underappreciated and often “downsized” out of their jobs. Businesses must adapt to their rapidly evolving market. The marketing department is one of the primary corporate departments that can help effect this change, and it’s capabilities to assist evolution. In general business must become three things:

1.       More” Outside-focused,” because that is where revenues come from.

2.       More long-term-oriented, because long-term customer relationships are the key to revenues.

3.       More focused on service excellence because delighting customer is the key to long-term success.

Customer delight being outside focused is very easy to spot. The focus on the customer, delighting him or her and in so doing building long-term relationships, long-term success can be easily achieved. These three things can be practiced in any business enterprise, though the outlook tends to be more prevalent in the service sector or where the servicing component can be made an important point of differentiations. Too many companies long for relationships with their customers. The truth of the matter is, it’s a one sided longing. While some do, most customers don’t long to establish a relationship with a company. The truth of the relationship goal is the marketer’s perspective that with a relationship, customers will be less likely to leave. This means that the underlying strategy is retention; establishing to help accomplish that goal.

As a long-term view of customer relationship is adopted, loyalty becomes a desire for both the company and the customers. To earn loyalty, the company has to be willing to evince long-term commitment toward its most valuable employees. Companies need to treat their employees better in order to retain them longer and to encourage them to give better service that customers are seeking. Many business organizations have begun to recognize the need of customer delight and excellence. “Your satisfaction is guaranteed.” This statement is self-evident. Dissatisfied customers are bad for business. They don’t come back and all too often, they tell their friends why. If dissatisfied customers are bad for business, then satisfied customers are good for business. Nothing is more important than satisfying the customer. Everybody talks about customer satisfaction but few companies measure it and even fewer implement it.

Why Good performers leave?

If you recruit, hire, train and manage people, you are engaged in fighting the war of talent every day. You are tired- tired of resignations on short notice, tired of new hires leaving after only a few days on the job, tired of spending so much of your time and money on recruitment and on getting new hires up to speed, tired of the disruptions in customer service created when a key person quits, tired of asking your other workers to pick up the slack, and tire of the way it feels to be “fired” by one of your employees. Think for a moment about the jobs you’ve held and why you left them. Also consider any good performer who has left your current or previous employers. In how many of these situations did the reason for leaving originate from dissatisfaction with the job or work environment?

In exit interviews, departing employees most often say they left for “a better opportunity” which is usually taken to mean “more money”. Actually, it often does mean they received a salary offer greater than what they were previously making, but there are usually deeper motivations involved. Many top performers get calls from recruiters enticing them to pursue more lucrative positions with other companies. Yet they often decline to pursue these opportunities. Why? Because they are satisfied where they are. The top performers who do pursue these invitations are usually dissatisfied in one or more key areas- growth prospects, lack of challenge or a poor relationship with the boss. We refer these as “push-factors” because they push the employee in the direction of leaving the company.

One of the key “push-factors” is the employee’s inability to see any link between performance and pay. It is demotivating to most top performers when they work harder and smarter and get better results than their peers, yet receive the same percentage pay increase, bonus or promotion. If an employee perceives no growth or advancement opportunities, even when they exist, then for all practical purposes, they do not exist. In a common scenario, an employee announces his resignation to his manager, who responds, “I’m surprised and disappointed, I had plans for you.” This often happens because neither the manager nor the employee has taken time to schedule a meeting where career options and opportunities can be discussed.

All workers need to believe that their work is centrally important to the success of the enterprise, whether the job is restaurant server, housekeep, data processor, factory worker or bank teller. This means that the employee’s manager needs to convey with strong belief, exactly how the worker’s job is central to the company’s mission. Manager must be willing to back up his statement of belief by offering viable rewards of some kind based on the employees’ actual performance. Sometimes, when employees resign, they have the reason of not being able to tolerate abusive manager. Waves of downsizings and proliferation of toxic and abusive companies have killed loyalty. It’s no wonder that younger workers than ever aspire to the dream of self-employment rather than their parents dream of working for a large corporation.

For Managers: 12 easy ways you can give and get back every day

You are a manager having hard-time in managing your employees performance? Do you find that your employees are not satisfied with your management style? Need solution! Here are twelve simple tips that you can use to get better performance from their employees:

• Smile, make eye contact, and say “good-morning” to every person you supervise. Continue to acknowledge each person throughout the day.
• Stop every now and then to ask them sincerely, “How are you doing?”
• When they speak, really listen, and don’t interrupt.
• Ask, don’t tell; say please and thank you (just like your mother taught you)
• Be generous with praise at every opportunity.
• Correct people only in private not in front of the co-workers.
• Respect, even celebrate, those on your team who are different; they bring a diversity of perspective, background, and strength that all teams need.
• When you say you will do something, do it. Honor your commitments to your staff.
• Give honest and constructive feedback and tell the truth about what’s happening in the organization.
• Trust people to do the job well without your constant monitoring.
• When one of your staff members faces a personal crisis, serious illness, or emergency so everything in your power to help the person through it.
• Act as if you are there to serve your employees not the other way around.

How to Spot the future Leaders of your business

Thinking to promote someone at work? Confused who is deserving candidate? Here are some tips to help you in you decision:

• They consistently deliver ambitious results.
• They continuously demonstrate growth, adaptability, and learning better and faster than their excellently performing peers.
• They seize the opportunity for challenging, bigger assignments thereby expanding capability and capacity and improving judgement.
• They have the ability to think through the business and take leaps of imagination to grow the business.
• They are driven to take things to the next level.
• Their powers of observation are very acute, forming judgement of people by focusing on their people by focusing on their decisions, behaviors, and actions rather than relying on initial reactions and gut instincts; they can mentally detect and construct the “DNA” of a person.
• They come to the point succinctly; are clear thinkers and have the courage to state a point-of-view even though listeners may react adversely.
• They ask incisive questions that open minds and incite the imagination.
• They perceptively judge their own direct reports, have the courage to give them honest feedback so the direct reports grow; they dig into cause and effect if a direct reports and match the job with the person; if there is a mismatch they deal with it promptly.
• They are able to spot talent and see the “God’s gift” of other individuals.

Today’s Managers or Tomorrow’s Leaders

Chaos. Uncertainty. Unpredictability. Constant change. These are all characteristics of the world in which we now live, and all indications are that the world of the future will be even more chaotic, more uncertain, more unpredictable, and in even greater states of constant and unprecedented change and flux. Such circumstances desperately call for new leaders. Indeed, “if there was ever a moment in history when a comprehensive strategic view of leadership was needed,... this is certainly it.” For almost a century, writers have attempted to describe leadership, and researchers have attempted to identify the defining characteristics of leaders. The outcome has been one very clear conclusion: “Leadership is one of the most observed and least understood phenomena on earth” It is multidimensional and multifaceted—a universal human phenomenon that many know when they see it, but few can define clearly.

Opportunities exist in all aspects of our lives to exercise leadership and to make a difference in the lives of others and in the directions of groups and organizations. Leaders do not need to be appointed or even “invited” to exercise leadership; they do it because they “care more than others think is wise; risk more than others think is safe; dream more than others think is practical; and expect more than others think is possible” It is easy to obtain the title as strong Leader when you know in your heart you are doing right thing for the “good of all”. When I was working in a bank, my manager had bunch of clients who were more inclined to follow her wherever she used to get transfer. If people follow you, and you have all the pieces of the puzzle in place as described throughout this course, you will succeed.  Leaders do not abuse their power, but build trust by using it properly.  Trust fosters collaboration, which contributes to openly sharing information, which then creates a solid team who supports each other.  Trust is based on the respect and expectations of a leader who cares and acts with compassion in a most positive way. 

The traditional qualities that may have made a leader effective in the past no longer apply in today’s world, where employees span multiple generations and countless ethnic and regional backgrounds. In the past, management typically sets rules, policies, and procedures, and employees followed them. Today many organizations seek to have leadership quality in their managers to take full advantage of their employees’ talents and abilities and to make the best use of everyone’s time. It makes sense for those who best understand work processes and improvement opportunities to make the decisions. Therein lies the challenge, because we typically do not prepare new supervisors or operations officers for their new duties, which require a completely different skill set, as well as management and leadership abilities. It is often observed that even the most clinically competent paramedic can make the worst supervisor.

A friend of mine lives in high-rise of apartment in Kathmandu. One example of "teaching empolyees" was the general manager telling employees that the doors to the resident gym must now be kept closed at all times. For years, previously, the doors had been left open unless a resident wanted privacy and chose to close them. My friend asked one of the employees, "Why are the doors closed all of the time now?" The employee replied, "I don't know, the manager just told us to."

It's disrespectful to just give directives without letting people understand the reason(s) why. There might have very well been a good reason why the doors were now to be kept closed. Had the manager taken just a few minutes to share a reason why, the employees would feel better about them and would more likely keep the doors closed? If employees are following directives out of a fear of being "written up," they aren't in a position to provide great service.

This is the exact opposite of what good managers do to be great leader. A good manager would explain why the doors now need to be closed. And, if there wasn't a good reason why, they wouldn't force the change on a whim. After speaking to an audience, I often have a manager come up to me and say, “Seema, I really want to grow and develop as a leader, but the managers at all levels above me certainly don’t. What can I do?”

I give them two bits of advice. One is that you can’t change anyone or anything above you in the company. You can’t manage the corporation from your level up, so don’t even try. The second nugget I pass along came from Tony, who was in one of the audiences I’d just spoken to. He explained that he couldn’t do much about changing anyone above him so he had decided to become an “island of excellence” within his sphere of influence. He would get so good at what he was doing that something great was bound to happen. That’s the spirit! That’s what I’m talking about!

No one is as interested in your career as you are. No one is more interested in your future than you are. Take the responsibility of becoming an island of excellence within your present company no matter what anyone else is doing. We are all working for the future. I’m excited by the changing world in which we live because the future is rich with possibilities we haven’t even considered. Someone once said we don’t grow old, we become old by not growing. The ultimate threat to our future is stagnation. Continued personal and professional growth is essential to a tomorrow that will be better than today. The managerial moment of truth comes when you realize that, as the leader, you are the trigger for change in and for the organization. The people in the organization will pay the price in time, energy, and money to grow and develop in their jobs as they see you do the same as their leader.

As leaders, we are engaged in the effort to help our people climb over their walls. Personal and professional growth can’t happen in that kind of personal captivity. Our first order of business must be to climb over our own self-imposed barriers, then help others to grow beyond theirs. We never get rid of our self-imposed barriers, but we can discover they’re on wheels. We must simply keep pushing them further and further out.

Business is changing. Although this is hardly an original observation, what few realize is the extent to which and speed with which it is doing so. What are some of the more important factors driving this change? First, the way in which business is transacted is changing. Technology—the Internet, new methods of communication, faster and more customized manufacturing, and so on—is a principal cause, but not the only one. Second, the breadth of the playing field in which business takes place is increasing enormously. A tiny bookstore in a suburb of Manila can take a sale away from Borders. Third, consumer expectations are changing, and consumers are becoming much more demanding. At the same time, employees and their expectations are changing. They expect more from work and want to contribute in different ways. 

Another important factor is that interdependence is becoming greater and much more complex. A U.S. company may have a research laboratory in Bangalore developing prototype products for Australia. The interdependence goes beyond business relationships to encompass governments, nongovernmental organizations, and other parts of the citizen sector. Last, the pace of change has accelerated so rapidly that size is no longer a protective buffer. Multibillion dollar companies often see their competitive positions erode within months.

Leadership then is a hot area for management thinkers and writers, for good reason: in this new world, our organizations—commercial, not-for-profit, and government—need leaders with different skills and a richer set of them to lead us into the future.And I know what the successful leader of the future will be like. I am not guessing. I know.Let me explain. I know this not because I am brilliant or a prescient thinker or in possession of a time machine that can reveal the future, but because I have been unequivocally told this by the people who know. The people who know are the bright graduates of some of our best business schools who are entering the workplace and are very clear about the kind of person who can command their unquestioned allegiance.

The leader blazes a trail for others to follow. In doing so, there will be markers along the way. Knowing that the organization’s future rests on the success of the people on the team, the leader seeks qualities that will lift him or her above the timely and into the timeless, thus inviting everyone in the organization to do the same. The quality of leadership is not determined by the urgency or size of the task to be accomplished. Some of the greatest leaders I’ve ever observed or read about spent most of their time dealing with common details in order to achieve their vision. What made these people great was the uncommon way they dealt with everything in their lives, whether it was an ordinary detail or a major challenge. Here are 10 qualities I believe will be in the profile of tomorrow’s leader:

1.         Tomorrow’s leader will be a remarkable builder of team spirit.

2.         Tomorrow’s leader will be self-reliant and confident and will teach team members to do the same.

3.         Tomorrow’s leader be creative and not afraid to take risks.

4.         Tomorrow’s leader will understand the value of change.

5.         Tomorrow’s leader will be fair, not afraid to challenge or be challenged.

6.         Tomorrow’s leader will be open to new ideas and perspectives.

7.         Tomorrow’s leader will possess a far greater understanding of people.

8.         Tomorrow’s leader will be organized and adept at setting and working priorities.

9.         Tomorrow’s leader will be on a continuing high personal growth curve.

10.       Tomorrow’s leader will be in balance in his or her business and personal life.

Never be less than your dreams. Someday you may look back and ask, “Did I really build my dream or is it too late?” Let me assure you that it’s never too late. In business, we realize our dreams by building up internal and external customers. An organization is alive and vital when the leader helps people grow and climb over their walls.

Leadership is not about the leader, it is about how he or she builds the confidence of everyone else. Leaders certainly need self-confidence. (“Often wrong, never uncertain,” Gillette CEO Jim Kilts cheerfully described himself.) Self-confidence helps leaders persist through problems and triumph over troubles. But self-confidence is not the secret of leadership. Leadership involves motivating others to their finest efforts and channeling those efforts in a coherent direction. Leaders must believe that they can count on other people to come through—like a high school principal's faith that inner city children can learn and that her teachers can teach them. If the people in charge rely only on themselves as heroes who can rescue any situation, while focusing on other people's inadequacies, they undermine confidence and reinforce losing streaks. In contrast, when leaders believe in other people, confidence grows, and success becomes more attainable.

The ultimate reward is not the promotions, perks, and larger paychecks. As nice as those things are, the ultimate reward is the ability to go home at the end of a day and say to yourself, “I saw someone grow again today and I helped.” That’s what it’s all about as a leader. Seeing people grow is the only experience in business that brings your heart up into your throat. When your team members see their own growth along with your matching growth as a leader, their memory of you and the difference you made in their lives will be vivid and inspiring for years to come.

References:

Hesselbein, F., & Goldsmith, M. (2006). Tomorrow's Leader . : John Wiley & Sons, Inc..

Clawson, J. (2006). Level Three Leadership: Getting Below the Surface (3rd ed.). : Pearson Prentice Hall.

Tichy, N. M., & Devanna, M. A. (1990). The Transformational Leader: The Key to Global Competitiveness . : John Wiley & Sons, Inc..

Saturate your company with the voice of the customer

You just can't create customer loyalty without putting your effort on it. Consumers buy from people they like, people they can create a relationship with. As consumers we've come to expect good customer service and when we don't we can walk right down the street to the next business or even easier yet jump online to find a company that not only wants are business, but is willing to earn it. Now, this doesn't mean that customers should walk all over you, but it does mean that you need to make sure you have done everything that you can to encourage them to do business with you.

A lot of time customers return form your business because of companies policies which they are not satisfied with. You have to wonder why a company would want to make it so difficult for their customer to do business with them. I think sometimes we need to re-evaluate our policies, strategies and identify their purpose and whether or not they are really necessary and if there are ways we can make it easier for consumers to business with us. Take a few moments and just consider your own business, are their obstacles you put in the way of consumers having a good experience with you? Perhaps a few things to consider:

Do you have a return policy that is outdated?
Do you make it difficult for customers to talk to you?
Are there processes within your business that are hard for them to understand?
Do your hours serve your customers, or do they serve you?
As you think of these things, be open minded to evaluating if you truly are a business that is centered around customer service.

Below I share with you five best practices that any business can use and they will help you in not only creating a customer driven atmosphere, but also excel in customer service.

Set the Customer's Expectations
We know that nothing impresses a customer more than when someone goes over and beyond the "call of duty" but have you set the expectation for the customer? I'm a firm believer in no surprises. Let a customer know what you are willing to do for them, what service you will provide to them. If you set the expectation and then exceed those expectations you'll have a customer for life. My favorite saying "under promise and over deliver." If you can follow that philosophy you'll never go wrong.

Listen First then Speak
Customers want to be heard. They want to know you are listening. They want to know that you have an interest in what they have to say. If they are shopping they may ask you for information or advice, use that time to direct them to the right product or service. If they are upset use active listening, let them know that you hear them and work to discover the root of the problem. Ask questions, get to the bottom of it and provide a resolutions.

Draft Customer Service Standards
Define your service standards, make sure every employee is aware of those standards. Having a clear document that explains acceptable standards will help in setting the customer's expectation and they will help in measuring your employees and create training programs to help them to excel. Create your customer service standards to be specific, concise, measurable, based on the requirements of your customer, written in your job descriptions, and used in performance reviews. You can't measure or enforce what your employees don't understand.

Treat Your Employees as Your First Customer
We've all heard happy wife, happy life - well let me do a little word play with you. Happy employees means happy customers. The attitudes and behaviors of your employees will determine your customer service and satisfaction. Employees should be put first than customers. I know this may be contrary to your current belief, but think about it. An example of a company that has demonstrated this well is Southwest Airlines, they've built a culture by instilling entrepreneurship in their employees. When your employees are happy they will look forward to work, because they are valued and appreciated. If we first treat employees like our first customer the employee wins, the customer win and the business wins.

Create Customer Touch-points and Follow-Up After the Sale
Creating touch-points beyond a sales shows your customer that you care. Follow-up with them, thank them for their business. There are so many businesses forget this step that if you remember it you will stand out above the crowds. This outreach will show that you care about their satisfaction and encourage them to not only tell others about your business but also inspire them to purchase from you. Research shows that follow-up is the best way to create customer loyalty. Use follow up to follow up to thank them for their business, share with them your menu of services and encourage add-on purchases. Can you really afford not to do it?

Originally published on marketing.about.com