Even as a consultant, when I hear the term “Best Practices”, the hair on my neck stands straight up and tingles. Even though I come from Retail and IT industries where the term is very common, I have been less that convinced that they are 100% good for any organization.
The term “Best Practice” is used in many industries to denote the “Best” way to do something, either physically, socially or economically. The basic definition of the term is commercial or professional procedures that are accepted or prescribed as being correct or most effective.
In today’s market place I am finding clients and consumers are all eager to look for the same thing from their providers, i.e., getting an excellent experience with your firm every time, not just once. Your key to being successful in business today is being able to anticipate and meet your customer’s needs and desires in a way that exceeds that of your competitors. It also is necessary for you to proactively be concerned with your customer’s successful implementation and continued use of your service or products. This means staying on top of your customer attitudes and expressing gratitude at every possible point in the relationship. This methodology will allow you to raise your product or service to the level of excellence and out of the commodity category.
Anthony Robbins states: “The biggest mistake organizations make is that they fall in love with their business or products and not with their clients.”
Do you realize that bad work relationships or dissatisfaction within the work environment, are costing companies in this country $360 Billion per year.
You may be asking yourself how that is possible, however all you have to do is examine stress-related health expenses, productivity losses and the costs of high employee turnover to understand the issue. Remarkably this adds up to an estimated $360 Billion per year. Where would you begin to plug this hole in the proverbial bucket? Having been a leader for nearly 40 years, I can honestly tell you that we need to focus on the leadership not necessarily the workers, although we will touch on their level in a future discussion.
15 Questions to Evaluate Your Team’s Alignment and Performance Level
Despite a plethora of books about building effective teams, leading and participating on teams remains a significant challenge in most workplaces. Following are fifteen questions team leaders and participants should be asking in order to maximize their team performance:
When talking with various small businesses I have come across some interesting stories around the premise of providing value to others having residual benefits for them, even though they had not intended for it to be a recognized effort. As I digested the topic I thought about what it would take to provide value for customers, employees and network members. Here are five ideas for making this part of your business DNA and reaping future benefits:
Many leaders today will speak about culture within their companies only when forced to and others aren’t there to listen. Culture is that internal force around which all of your processes, practices and ethics revolve. Culture is critical in today’s business environment and needs to be brought up every chance you have when discussing your future.
Corporate culture should remain the same across geographical regions and empower the people to be high performers. If you have the right high-performance culture, it will make for a high-performance company. You should have a very visible “Company Way” of doing things, a way that can be recognized by employees, management and customers regardless of where the company is located.
ONE COMPANY- One Culture should be your mantra however many leaders dilute the culture by not having the fortitude to infuse the full nature of a high performance culture into the DNA of their company. Offices are decorated differently, logo guidelines are not enforced, color palettes are not provided, communication methods are loosely driven and programs that drive respect are missing from the daily patterns.
There are a number of basic elements necessary for a sustainable high-performance culture:
Most meetings DON’T work! I do not have hard facts to support this premise but in 2010, someone estimated there were 11 million meetings held every day in North America. This calculates out to over 3 billion meetings per year where two or more people congregate to supposedly accomplish something. For fun, let’s assume each meeting is 30 minutes long resulting in approximately 90 billion minutes or 1.5 billion hours spent in meetings each year.
When we add dollars to the equation, it really becomes scary!
With a minimum hourly rate per person of $25 per hour and an average of three people per meeting, we can extrapolate an hourly cost of $75 per hour. Granted these are hypothetical but they do make the point that meetings are costly; 1.5 billion hours X $75 per hour = $112.5 BILLION per year.
Ron McIntyre, coauthor of Together Works: The Ultimate Guide to Effective Ecollaboration, introduces an excerpt from chapter one of the Kindle book released on February 6, 2014 in Amazon. These are the first three myths of seven that form a foundation from which the authors discuss very practical tips for engaging in effective ecollaboration.
“Before looking in detail at the Keys to successful ecollaboration, we need to separate some facts from fiction. There are a number of myths about ecollaboration, positive and negative. Therefore, before sharing the benefits of our collective experience and insights, we will examine those myths to set a clearer basis for what follows. You will find direct and indirect references to these myths throughout the book.
Today, all companies deliver a Customer Experience. However, many times it isn’t always what the company intended. At the call center, it is often a poor customer experience with unmet expectations.
Does your company deliver the promised customer experience?
Do you have a document outlining what the Customer Experience is supposed to be?, No, that’s not surprising, few companies do. It is not a good excuse but all of us who don’t have a Customer Experience model in place are in good company.
According to a recent Forresters’’ report; while 90% of executives said that the customer experience was very important or critical, only 11% consider themselves to be very disciplined in their approach to customer experience. How many times does your customer go away with a bad experience?