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.
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.
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?”
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.
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.
Don Draper, the fictional advertising guru on the television show “Mad Men” says, “Change is neither good or bad. It simply is.” Good luck convincing your team of that. We all want the change we introduce to be accepted based on the inherent trust of followers that we have the [...]
“When will things get back to normal?” That question has been asked countless times since the economic meltdown of 2008. Most people want to know when the job market will bounce back; the economy will return to something close to sustained growth; uncertainty will subside; or the rate of change will slow to a more manageable pace. But, what if this is it? What if instability, rapid change, and uncertainty are the new normal? And, what if I’m wrong and things bounce back quickly? If you can succeed now, you will crush it then.
Your long-term success will quite possibly come down to a simple question: Are you a dodo bird or a coyote? Learn if you have what it takes to thrive in a world of constant change.
The old-fashioned view of mentoring is someone outside a learner’s chain of command who equips that learner with new skills and knowledge. It is an archaic expert to novice or smart to unwise philosophy. The goal is the transfer of information or expertise, much like pouring knowledge into the head of a passive learner. It is the model that antiquated teachers used to teach facts students only recalled long enough to score favorably on the test.
You own your logo and marketing message. Your customers own your brand relevance in the marketplace. And when your customers say you are irrelevant, no amount of advertising, positive press, or sales promotions will convince them otherwise. Two iconic American brands are proving that every day.