leadership – Page 91 – Doug Dickerson on Leadership

Is Your Customer Service Performance Sustainable?

Posted September 8, 2012
by dougdickerson

If the world is cold make it your business to build fires – Horace Traubel

In a recent Gallup Business Journal feature, Scott Simmons and Christie Fraser reported on the state of customer service in the hospital industry. Notable in their findings: hospitals try to deliver the best healthcare outcomes and good customer service, but many are falling short. They say that the key to turning things around is by improving service demands that truly has a focus on the patient.

Be it the hospital industry or any other business where customer service is essential to survival it is important to look at how customer service is delivered. But it is imperative to look at that service through the eyes of leadership to determine if your performance is sustainable. Leadership expert John Maxwell says that everything rises and falls on leadership. He’s right. So does customer service.

The findings in a recent Bellingham Biz Review article revealed that “Companies can lose business because of dissatisfied clients. Did you know that only two to four percent of dissatisfied customers ever complain to a business regarding a poor experience? Conversely, they tell upwards of 20 people about the bad experience.” Ouch! If the customer is the life blood of your business doesn’t it stand to reason that intentional service-based leadership skill is a priority? Simply put, you need to EQUIP your team. Here are my five principles that can help you chart the course going forward.

Educate everyone. An essential component of any successful service-based business is team members who are knowledgeable. To that end, your customer service team should undergo product training for the benefit of the customer; leadership training for theirs.

Peter Drucker said, “Management is doing things right; leadership is doing the right things.” Essential to good customer service is good management. Essential to outstanding customer service is good leadership. When you combine the two through intentional leadership education you have the making of a powerful team.

Question everything. The purpose here is not to foster skepticism but to constantly evaluate processes and outcomes and to be sure that every advantage you need is in play. Malcolm Forbes said, “The smart ones ask when they don’t know. And, sometimes, when they do.” To fully understand whether your service performance is sustainable and going in the right direction you have to ask.

Understand expectations. At the heart of the customer service experience is a set of expectations that are in play. The only way to know the expectations of your customers is to know the customer. Knowing that is the easy part. Staying informed and ahead of the curve is another creature. It is important that your team knows that your customers are not transactions; they are people. In his highly acclaimed book, The Fred Factor, Mark Sanborn says, “Customers don’t have relationships with organizations; they form relationships with individuals.” He’s right. When you take care of customer expectations you will not have to worry about profits.

Insist on excellence. Great customer service is the by-product of a culture of excellence that flows out of leadership. If you want to know whether or not your customer service performance is sustainable then this is there you will make the discovery. Make it your practice to strive for excellence in all areas of service and your performance will soar.

Prioritize execution. In the end it is what you deliver that counts. Smart leaders know how to prioritize the daily demands that service-based performance requires. Consistency is a key component to your overall operation. When everyone knows how to prioritize and deliver with excellence then your potential is unlimited.

When you put these EQUIP principles into play within your organization you can position your team for great returns. One of the most meaningful long term benefits is that of customer loyalty. The Bellingham Biz Review article concluded with this insight: 20 percent of customers generate more than 80 percent of revenues and profits. Wouldn’t it be great to know what makes loyal customers return again and again?

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Are You a Difference Maker?

Posted September 1, 2012
by dougdickerson

Make a difference about something other than yourselves. – Toni Morrison

In an interview with Open Forum (http://amex.co/SDQOLd), Johnny Rocket’s CEO John Fuller offered some fascinating business insights. Fuller says that one of their guiding principles is to be a difference maker verses a care taker. He explained that he wants people to feel that they can influence the department they are running in a proactive way. By this he means that if they are just a care taker and doing what someone else did before, or just doing the same thing, then they are not thinking and are not passionate about making it better.

Now in 32 states and 16 countries, this key concept among others is part of the formula for the success of Johnny Rockets. But make no mistake; the principles Fuller shares are not exclusive to the restaurant industry. Johnny Rockets is successful because the principles Fuller lays out are grounded squarely in smart leadership.

The strength of your organization or business will be determined by how well your team members carry out the same philosophy. Do you want your team members to be difference makers or care takers? When you embrace the difference maker philosophy it will change the culture of your organization. Here are three reasons why it matters.

Difference makers go the extra-mile. Difference makers are not content to settle for mediocre service or performance. Difference makers have one goal in mind and that is to consistently deliver exceptional service without excuses.

The leadership characteristic that drives the difference maker here is passion. When your team members are passionate about delivering value, and when they care about the company’s reputation, then they will go the extra mile and see to it personally that excellence is never sacrificed.

Difference makers turn problems into possibilities. Be it the restaurant industry or any other service-based business, good customer service is the life blood of your operation. How many potential possibilities are wasted every day because someone could not see past the problem or act to correct it?

The leadership skill in play here is empowerment. Think for a moment of the positive impact that can be made when team members are empowered to resolve problems and act in good faith on behalf of the organization. Face it; we are human and we all make mistakes. Do not make matters worse by not empowering your team to do the right thing, the right way, and right now. When you empower your difference makers you are unleashing the power of leadership.

Difference makers are the future of your organization. When difference makers are trained and understand the vision and expectations of your organization it is the best long term investment you can make. People are the most appreciable asset you have in the operation of your business. When you invest in them they will deliver for you.

The leadership model here is legacy. Difference makers build your brand not just for the benefit of today but secure it for the future. When you commit to the expectation of team members being difference makers you send the message loud and clear – we are not here to be care takers.

Are you a difference maker?

Doug’s new book, Great Leaders Wanted is now available. Visit www.dougsmanagementmoment.blogspot.com to order your copy today!

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Are You Proud of Where You Work?

Posted August 25, 2012
by dougdickerson

They are happy men whose natures sort with their vocations – Francis Bacon

According to a survey reported on in People Management (http://bit.ly/MmCPet) the number of employees who are ‘proud’ to work for their organization has fallen from almost half of workers at the start of 2012 to just two-fifths.

A survey of 1,114 office staff, by recruitment firm Hyphen, suggested that question marks over the reputations of some employers may have dampened employee engagement. The number of women disenchanted with their employer has grown to more than a quarter (27 percent) compared with only 17 percent who admitted they were not proud of their firm at the beginning of the year.

At a time when employee engagement is as critical as ever this survey sheds new light on the need for employers to be engaged with their employees and to step up in their leadership roles. It is simply not enough to be aware of employee disengagement. It is incumbent upon those in leadership to understand why.

Zain Wadee, managing director at Hyphen said the findings made a strong case for employers to invest in engagement, adding that organizations and managers must work hard to foster a strong culture of inclusivity at work in the coming months.

Engagement is critical to the life of your business or organization. When team members feel valued, respected, and included it goes a long way in creating a positive work environment. Here are three simple tips to help get leaders engaged with their employees and boost morale.

Walk among your people. It is when you get out from behind the desk and the safe confines of your office that you learn what is truly going on in your organization. The only way to build employee engagement is by personal engagement.

It is when your team sees that you are with them not just in words but with your presence that you can begin to turn around the engagement deficit. Your “open door” policy should not be designed for your team members to come in to your office, but for you to get out. Walk among them and get to know them.

Listen to your people. You have now taken the first steps to engagement by coming out of your office. Now is your opportunity to learn from your team. Engagement that will build the morale of your organization begins by listening to your people. It is when you demonstrate genuine interest in what they are doing that you can reclaim the pride of your people.

Listening to your people builds relationships. It shows that you place value in their opinions and builds the kind of relationships that will see you through good times and bad. Think of the positive benefits you can reap when you gather informally with a group of employees around the table in the break room and simply have a conversation? When you respect your employees enough to listen to them they will take pride in where they work because you have taken pride in them.

Respond to your people. When you walk among your people and listen to them, you are in better position to respond to their needs. It is easier because you have built relationships, placed value in their opinions, and have taken personal responsibility about the importance of engagement.

Having pride in where you work matters. Meaningful engagement is a matter of priority for those in leadership. You will never get to the next level of success in your business if your people have no pride in their work. When you have pride in your people they will have pride in you. This is the beginning of how you create a positive workplace culture.

Are you proud of where you work?

* This article originally appeared in the International Business Times where I am a contributor.

Doug’s new book, Great Leaders Wanted is now available. Visit www.dougsmanagementmoment.blogspot.com to order your copy today!

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The Language of Leadership

Posted August 19, 2012
by dougdickerson

A warm smile is the universal language of kindness. – William Arthur Ward

An entry in Reader’s Digest relates the story of an individual calling for information about one of his credit cards. He stated, “I got the following prompt: ’Please enter your account number as it appears on your statement.’ Then the system said, ‘Please enter your five-digit zip code.’ After that, he got the third message, ‘If you would like your information in English, press one.’”

That story is a reminder of the barriers of communication and how language plays such a relevant role in our everyday lives. As a leader, the words we speak and the manner in which we convey them is a matter of importance. The way in which you and your team communicate with each other and your clients is a reflection of your leadership vocabulary.

This truth was recently brought home to me in two unique ways. The first experience was in a fast food restaurant chain where my family and I had dinner. The behind-the-counter staff was exceptionally friendly and greeted us with a warm smile. Throughout our stay the hospitable employees communicated a friendly and professional attitude that ensured that our decision to eat there was a good one.

The other experience occurred at an automotive service center. I was there with my father-in-law and when he went to pay for the services rendered he asked the representative if that was their best price for an eight-year customer. The young man replied, “Well, you paid me every time you came in didn’t you?” Even if the price was not going to change it was clearly not the answer either of us expected and it was not delivered in a tone that demonstrated appreciation toward a loyal customer.

Many comparisons have been made highlighting the differences between management and leadership. And while there are valid defenses and needs for both, I have come to realize this one truth: Good management needs good leadership just as much as good leadership needs good management. And the language of leadership is crucial to both.

As a leader you need to find your voice, but it is imperative to speak the language of leadership. When you and your team members speak the language of leadership it will change the culture of your organization. Not sure where to begin? Here is a primer to help you build your leadership vocabulary.

The language of leadership is positive. How well you communicate and what you communicate is a reflection of your core values. While organizational structures and operations vary from place to place, the ability of a leader to communicate in any environment is imperative. From the two examples I cited it’s obvious which one spoke the language of leadership.

Surround yourself with any successful leader or organization and you will find this common characteristic among each one; a positive outlook, a positive attitude, with positive outcomes. Negativity is easy enough to come by but when you make positive language a focal point of your leadership practice you can change hearts and minds one positive thought at a time.

The language of leadership is polite. William Feather said, “Politeness is an inexpensive way of making friends.” When you make it your practice as a leader to be polite you are expressing another degree of leadership competence that will always be in style.

When politeness is the centerpiece of your language as a leader, it will not make all of your problems go away nor will it eliminate the difficult decisions you have to make in order to run your organization. But when you speak with politeness towards others it then becomes the benchmark by which all language is measured.

The language of leadership is passionate. Most successful leaders I know are passionate. But not only that, they speak with passion. That is something you cannot fake or manufacture. The language of leadership is filled with passion and a desire to make that passion known.

Nelson Mandela said, “There is no passion in playing small-in settling for a life that is less than the one you are capable of living.” What a powerful truth. When you tap into your passions and begin to communicate them you are speaking the language of leadership.

The language of leadership – are you speaking it? What would you add to the list?

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Are You A Believer?

Posted August 11, 2012
by dougdickerson

It’s okay to let those you lead outshine you, for if they shine brightly enough, they reflect positively on you. – Billy Hornsby

Last year MarketTools, Inc. conducted a survey on employee satisfaction. The results revealed that most employees may not feel appreciated. Nearly 50 percent of employees surveyed have considered leaving their jobs. And 21 percent have applied for another job in the past six months.

According to the study, salary was by far the leading cause of employee dissatisfaction, cited by 47 percent of study participants. Other leading causes of dissatisfaction cited included workload, lack of opportunities for advancement, and the employee’s manager or supervisor. The study also found that 72 percent of surveyed employee’s companies do not have a formal program to regularly solicit feedback, or the study participants weren’t aware of such a program.

Exercising due diligence in hiring the best and brightest by companies is smart. But it is equally important that the same considerations be given to doing the right things that will keep them there. While there may be some dissatisfaction among the ranks over certain issues, the real difference maker is leadership. A strong leader sets the tone for the climate of the organization. When a leader believes in his people it can change that culture in a positive way. Here are four ways a leader can do it and why it matters.

Leaders are believers in the vision. One survey I read recently said that as many as 40 percent of employees do not know or understand their company’s mission. That is a disturbing percentage and it goes directly to the heart of leadership and why without it you are at a distinct disadvantage. If your vision is not known internally then it will be of no value to anyone externally. If your team is clueless then so are your customers.

When leaders believe in the vision of their organization and communicate it on a regular basis it gives your team the fuel they need to succeed. Sharing the vision of your organization is a necessary ingredient in establishing the right climate and is a minimizer of unnecessary negativity. Leaders not only believe in the vision of where they are going but willingly share it.

Leaders are believers in his people. The most appreciable asset you have as leader is your people. It’s a simple rule of leadership – loyalty to the leader always precedes loyalty to the vision. When you honor, respect, and empower your people you will have little worries about their loyalty to you.

Building your business or organization takes hard work and commitment. While it is important that your people buy-in to your vision it is equally important that as the leader you buy-in to them. Believe in your people and they will believe in you. Never miss an opportunity to express your confidence and to encourage your people. Where would you be without them?

Leaders are believers in your purpose. Similar in nature to vision; believing in your purpose goes deeper. In general, vision revolves around a shared set of goals and objectives for the organization. On the other hand, purpose has more to do with the dreams and aspirations of the people.

As a leader when you believe in the individual goals of each team member- goals that may transcend those of the company, you are exercising a high standard of leadership that few attain. The mark of leadership at this level signals your unselfish commitment to the purpose of investing long term in the life of others. Believing in the purpose of your people is the beginning of fulfilling your destiny.

Leaders are believers in destiny. The formula of V (vision) + P (people) + P (purpose) = D: destiny. As a leader you face many challenges as well as opportunities. Achieving your destiny is not by accident or happenstance. It is a combination of all parts of the formula working in harmony to see it come to pass.

I believe you can achieve your destiny. I believe when you apply this formula with your faith that your destiny is within reach. Your destiny awaits you. Are you a believer?

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Five Leadership Lessons from Gabby Douglas

Posted August 5, 2012
by dougdickerson

Leadership is the capacity to translate vision into reality – Warren G. Bennis

One of the emerging stars of the 2012 London Olympic Games is Gabby Douglas. If you missed her performances with her teammates, the Fab Five, you missed quite a show. Douglas won the gold medal in the all-around contest and in the process gave NBC some of its highest ratings.

The poise of Douglas during the competition and in her interviews has revealed an impressive level of maturity beyond the 16-years of her youth. That she will emerge as a role model for young girls and aspiring gymnasts is a given. But her observations and reflections after winning gold are lessons not just for her generation but also for leaders in the boardroom. Here are five leadership lessons from Gabby Douglas and why they matter.

Dream big. In a first-person column for ESPN, Douglas said, “When my mom first took me to [Lin] Chow’s gym two years ago, she told him I wanted to be an Olympic champion someday. He told her he would do his best. He jokes now that he wasn’t so sure he could do it.”

Douglas’ dream was to be an Olympic champion. Through dedication and hard work she made her dream come true. In leadership, the difference between those who dream and those who achieve is found in the work ethic. Gabby had the right work ethic; all successful leaders do. What is your big dream?

Work through the pain. Growth and accomplishment don’t come without setbacks, sacrifice, and pain. Gabby writes, “When I first got here to London, I was in some pain from a tweaked muscle. I was feeling a little down. But Chow reminded me that everyone has pain.” Successful leaders also know pain but understand that it’s part of the growth process.

Gabby had to work through the pain to get to the gold. It’s what successful athletes and leaders do. The old adage, “No pain, no gain,” is a reminder to persevere and reap the rewards. Don’t give up.

Be teachable. World class athletes such as Gabby Douglas would not compete at Olympic levels without the guidance and tutelage of a superior coach. And without being teachable, Gabby would not have won gold. Gabby writes, “He (Chow) pushed me so hard, and some days I would wonder, ‘Why do I have to do this?’ In the end, though, he believed in me and all the hard work really did pay off. He and his wife Li have shaped me into a better gymnast than I ever thought I could be.”

Whether you are a seasoned athlete or CEO, each level of competition and success is characterized by a willingness to learn. Raw talent has its limits, but with an open mind and teachable attitude there are no limits to the accomplishments you can achieve. Never stop learning.

Be a team player. In her essay Gabby said, “Tonight I didn’t think about avoiding mistakes-that’s what gets you into trouble. Instead, I just thought about going out there and representing Team USA, my coaches, my family and myself as I best I could. I just wanted to enjoy the moment.” Did you notice her priorities? It was team, coaches, family, and finally, self.

It’s when you think and act like a team member that you realize your full potential. Individual accomplishment is achieved in harmony with the team not with your defection from it. Give your all to your team.

Give credit where credit is due. In her first tweet after winning gold, Gabby said, “Let all that I am praise the Lord; may I never forget the good things he does for me.” Successful Olympians and leaders by nature are thankful people. In the aftermath and celebration of winning gold, Gabby had the presence of mind and wherewithal to give credit where she felt it belonged.

How about you? As a leader, it’s easy to get caught up in the excitement and celebrations of the moment and forget to thank those around you. Who are you thankful for and when was the last time you expressed it?

It takes discipline to keep the essentials of leadership front and center. Thanks to 16-year old Gabby Douglas, we’ve now been reminded why it’s important.

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Service-based Leadership

Posted August 2, 2012
by dougdickerson

You can start right where you stand and apply the habit of going the extra mile by rendering more service and better service that you are now being paid for. – Napoleon Hill

Service-based leadership is the life-blood of your organization. In his best-selling book, The Fred Factor, Mark Sanborn writes, “The best Freds are true artists at taking ordinary products or job responsibilities and services and making them extraordinary. They are real-world alchemists who practice the art and science of ‘value creation.’” He is right. Do you have a culture of service within your organization? Here are three tips to help you turn that picture of service-based leadership into a practice.

Re-create your culture. In a recent survey by Consumer Reports, consumers revealed their most irritating customer service gripes. Topping the list? Not being able to get a human on the phone, rude salespeople, many phone steps needed, long waits on hold, unhelpful solutions, and no apology for unsolved problems, just to name a few.

If you are going to re-create your current culture and transform it into a service-based leadership culture, you must change your point of view. This is done when you quit your navel-gazing ways and look at your operation through the eyes of your customers. Solicit their feedback and audit their responses and see how you measure up. Re-creating the culture within your organization begins when you shift the focus off yourself and onto those you serve.

Refocus your priorities. Service-driven leadership begins with fundamental shifts in attitudes and actions. This is characterized by making sure that your core values are clear to everyone within your organization and practiced with everyone outside of it. If your values are not clear internally do not expect any help from those you serve because they will not know either.

The responsibility for service-based leadership rests with the leader at the top of the organization. Ken Blanchard said, “True success in servant leadership depends on how clearly the values are defined, ordered, and lived by the leader.” How clear are your organizational values?

Re-claim your purpose. What is the true meaning or purpose behind what you do? Billy Sunday said, “More men fail through lack of purpose than lack of talent.” He’s right. The secret of service-driven leadership is found in your purpose. When your purpose and passions are clear so is your mission.

Without purpose you may find yourself like Alice in the fairy tale Alice in Wonderland. In a conversation between her and the Cheshire Cat, Alice asked, “Would you tell me please, which way I ought to go from here?” “That depends a good deal on where you want to get to,” said the cat. “I don’t much care where,” said Alice. “Then it doesn’t matter which way you go,” said the cat.

Which way you go matters. Service-based leadership is deliberate, focused, and is crucial to your success. Service-based leadership is simply servant leadership principles lived out in the marketplace. In order to get ahead you must be willing to serve.

What do you think?

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Understanding the Power of Competition

Posted July 31, 2012
by dougdickerson

I have been up against tough competition all my life. I wouldn’t know how to get along without it. – Walt Disney

The Olympic Games are underway. Are you enjoying them? If you are like me, you are a competitive person; especially in sports. I do not like to lose and will play my heart out to win. That, I suppose, is what competition is about; no one plays to lose. But in business, do you understand the purpose of competition? When you understand the purpose of competition then you will understand why it is good. Here are three observations to help you understand the power of competition.

Competition brings focus. When you are focused on the tasks at hand you have little time to worry about other things. Don’t lose focus of what’s really important. Rather than worry about who your competition is and what you can’t control, focus on your priorities and what you can control. Tune out your distractions so that you can concentrate on your objectives and achieve your goals.

Competition is a neutralizer. The lesson here is simple. Smart leaders will neutralize their competition not by obsessing over them, but by training their own teams to be better. The by-product is that they outsmart them. How? Through strategic planning, focused leadership, and excellence in customer service.

Competition is a motivator. Healthy competition is a good motivator. Whether the forum is in sports, business, or academics, etc., competition will motivate you to be your best. The secret is not to be distracted by the competition so as to lose your focus, but to allow it to bring out your best qualities that will give you a competitive advantage.

Competition is good and competitors make great teachers. The key for you is to learn from them, respect them, but never be intimidated by them. Let them bring you focus, neutralize them, and let them motivate you to be your best.

What do you think?

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4 Reasons Why You Need Patience…Right Now!

Posted July 28, 2012
by dougdickerson

It is not necessary for all men to be great in action. The greatest and sublimest power is often simple patience. – Horace Bushnell

A recent story in Business Management Daily about the success of online shoe retailer Zappos brought my attention back to one of leadership’s most needed and personally challenging virtues – patience. Like many, I am not always a patient person and continually need improvement which is one reason why the success of Zappos caught my eye.

That Zappos excels in customer service is a given, but when asked why more organizations are not like them CEO Tony Hsieh said, “Patience.” Hsieh says most firms won’t put in the time to build employee morale and customer service. “It’s whether you’re willing to make that commitment,” he said.

We have been taught from an early age that patience is a virtue, but to what end? To be sure, patience in employee relations, business negotiations, and in achieving strategic goals is important. Let’s look at the value of patience and how it can be a game changer both personally and professionally.

Patience builds your reputation. A well-rounded leader is set apart from the rest of the pack by mastering skill sets that lead to success. At times, many of us are driven more by impatience; with ourselves and others, than by the virtue of patience. Our impatience can be our demise. Thomas Edison said, “Many of life’s failures are people who did not realize how close they were to success when they gave up.” Building your reputation as a leader in these challenging times requires patience. Managing your reputation as a leader begins by mastering the skill of patience and not giving up.

Patience gives way to remarkable results. Part of the Zappos success story comes from strong employee engagement. Hsieh says, “The No. 1 focus and priority for the company, even though we want the brand to be about customer service, is company culture. Our belief is that if you get the culture right, most of the other stuff, like great customer service, will just happen.” Developing a culture of employee engagement like Zappos can only be realized through patient dedication. Building your brand and reputation takes times; it doesn’t happen overnight. Successful brand leadership begins with patience and a commitment to the due diligence necessary for excellence.

Patience leads to positive recognition. Ultimately, there is a reward for the virtue of patience. The reward may be greater sales, increased customer satisfaction, stronger profits, or a promotion. Whatever the measure of realization looks like for you it is the dividend of patience and hard work. But this realization begins with understanding the causes of impatience.

Vic Lawrence at selfgrowth.com says the most basic reasons for impatience are: lack of control, lack of understanding, lack of planning, lack of communication and unrealistic expectations. When you claim control of these issues you can claim the rewards that patience can deliver.

Patience is your most formidable resource. Many people in business are looking for a leg up on the competition and ways to improve company performance. Sharp business plans and the best talent money can buy are no substitutes for the virtues needed to guide you in the right direction.

Patience is not easy to come by and when it matters most you want to be the leader who is making smart decisions based upon sound principles rather than knee-jerk reactions. Patience is one virtue that will serve you well. I just wish it didn’t take so long to learn.

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A Postcard from the Beach

Posted July 24, 2012
by dougdickerson

John Wooden once said, “It’s the little details that are vital. Little things make big things happen.” In life and leadership that is so true.

My family and I are currently in the middle of a vacation at the beach. Over the years I have enjoyed beaches in the Caribbean, Central America, and the Mediterranean to name a few. But when you live along the coast as I do, a long fancy trip to some distant isle is not necessary.

Leadership is about the big picture (vision), details (execution),and most importantly; people (relationships). And when it all comes together it is a beautiful thing.

As I have observed the ebb and flow of the tides, sunrise and sunset walks, I have come to once again appreciate the beauty of the journey. Remember, it’s the little things that make a big difference.

What little moments are you thankful for?

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