| Does a leader need to be the smartest
person in the company to achieve growth and customer satisfaction?
No.
In fact, being the smartest person in the company can
actually impede growth. Some leaders just can't get over "themselves." Yet
unfortunately when you suggest that they could be the problem, it's often met with one of
the following responses:
- Confusion (i.e. you talking to me?)
- Dismissive (i.e. you have no idea what you're talking about)
- Shock (i.e. how dare you talk to me that way)
- Anger (i.e. you're out of here)
After all, they are the smartest person in the company.
They know the problems, they know what needs to be done, and they will do it.
We have a (perhaps unwelcome) secret to share.
No one is that smart. No one can do it all exceptionally
alone (at least for long.) And talented employees want to contribute and show their
talent.
The greatest risk in this self-delusional thinking is that
your brightest employees will actually be the ones that bring you out of the recession
stronger. Limit their chance to do so-- dim their opportunity-- and your great employees
will leave, with the remaining employees just doing just what they are told, and the
replacement employees will be less talented.
Whom does this adversely affect outside of the leader and
your employees? Your customer. Who benefits? Your competition!
It is essential for leaders to understand that customer
service is the lifeblood of their business. (Yes we are aware that cash is king and
without positive cash flow the business ceases to exist. Without satisfied customers,
however there is no cash. And without satisfied and engaged employees there are no
customers - satisfied or not!) So let's see take a critical look at what the most
successful corporations, organizations and companies are doing different.
Why Nordstrom, Zappos, Apple and Netflix Ranks High in
Customer Satisfaction.
Are the companies listed above perfect? Of course not. Are
they serious competitors? Absolutely. How are they differentiating their customer service
from others in their industry? They are using an employee-centric approach to heighten
their customer service. The premise of "The Service-Profit Chain" (first
developed at Harvard University by James L Heskett) speaks to this approach. It's premise
is simple: highly satisfied customers drive growth and profitability, and highly equipped
and satisfied employees will better satisfy customers to drive that growth. Otherwise
said, employees with the skills and power to really serve their customer have an increased
employee satisfaction, productivity and loyalty which in turn leads directly to increased
service to the customer, meaning greater customer satisfaction and loyalty, which of
course, leads to greater revenue. Most simply stated, satisfied employees are a critical
contributor to customer satisfaction!
We see this as an employee driven profit model - and it's
"people centric", which to us is the heart of your business.
Results Our Clients Are Achieving Using A People-Centric
Model
One healthcare software consulting company survived the
recession relatively unscathed. Another grew over 38% percent during the heart of the
recession. How? By providing personalized and highly focused customer service.
As small businesses re-surface post-recession and look to
differentiate themselves and grow, improving customer service through a people-centric
approach will be an important strategy to adopt.
So, when leaders start to think about growth- they should
start first with their customers and how to provide value, and realize that it's their
employees that are the golden egg. Then the conclusion is inescapable: prepare and support
your employees to provide outstanding service and your customers will reward your efforts.
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