Tag Archives: Accountability

Why Most of Us Won’t Achieve Our New Year’s Resolutions

Most of the talk about New Year’s Resolutions is just that – talk. Despite all of our good intentions, most of us won’t achieve our goals for the year. Research released by the University of Scranton Psychology Department reports that only 8 percent of Americans are regularly successful in achieving their resolution. 49 percent achieve occasional success, and 24 percent are never successful. So in other words, the odds are stacked against you even if you set a goal for the New Year Continue reading

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Defining a Good Change: It is More Than Results

Every change is evaluated against the result AND the damage inflicted during its implementation. Ignore the people side of the change (feelings and perceptions), and it is only a matter of time before the desired results suffer, too.

The type of change needed in today’s successful organizations is continuous. It is generated from every level, and it requires engagement and commitment from those involved. You can mandate compliance. Commitment and engagement to make change work are volunteered when you focus on more than the end result. Continue reading

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A Result to Remember: It’s Not the Product. It’s the People.

Delivering customer service – at least the way it is practiced in most companies – is easy. The customer asks you for something, and you give it to them.

Building a culture that is obsessed with serving customers is hard.

Carl Sewell’s family of auto dealerships is at or near the top for sales and service with the brands they represent for one simple reason: They are the best at sustaining a culture that serves customers. Continue reading

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The Missing Measure that Drives Culture Change

Culture change follows behavior and performance change not the other way around. If you buy into that premise, the behavior and performance you expect, enable, measure, reward, and hold people accountable for will become the habits that define the culture. The best organizations have clarity, alignment, and execution across each of these areas.

And that leads to the question of “how do you know a change is taking place?” Continue reading

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Three Lessons About Leading Change from the Debt Ceiling Chaos

There has to be something we can learn from Washington’s failure to address the debt limit, right?

There are three very important lessons about leading change you can take from the chaos over approving the federal budget and raising the debt ceiling.
Continue reading

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Deliver the Best Customer Service

Don’t worry about the sale. Just take care of the customer. Give the customer the best customer service you can deliver, even if the customer isn’t buying, and eventually the sale will come. Continue reading

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Hey Boss, who is really running your business? Grow a pair and find out!

This week we feature a guest blog by New York Times best-selling author, Larry Winget. It is based on his new book, Grow a Pair.

I can’t recommend this book enough. Buy it now, and then buy another copy for that person you know needs to grow a pair. Continue reading

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How Powerful is Your Hunch?

Great work leads to great results. In this guest blog, David Sturt from the O.C. Tanner Institute shares what was learned from research about how great work happens. This is fascinating info. Continue reading

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Another Book About Change?

Why did you write a book about change?

The host of a recent radio interview was being polite and, I suspect, genuinely interested. But the question is an important one—a quick search on Amazon.com found over 150,000 book titles that have something to do with change.

Let’s assume that some of those titles are duplicates for hardcover, paperback, Kindle, etc. That still leaves thousands of books written on the subject. Aren’t those enough?

The short answer is, “No.” Continue reading

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Connect with People Where They Are

Scott Keller and Carolyn Aiken, consultants at McKinsey & Company, suggest that 80 percent of what leaders care about and talk about when trying to enlist support for change does not matter to 80 percent of the workforce.

To gain the commitment for the change that you want, you must connect with people where they are. You do that by making the change relevant and real. Continue reading

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