When an employee’s work seems lacklustre, or office morale is low, remind them of who their work helps.
Giving someone a concrete picture of their work’s impact can be self-affirming as well as motivational.
Studies have shown that cooks feel more motivated and work harder when they see people eating their food, for example.
Even if the results of your employees’ work aren’t so tangible, giving them specific names and stories of those who’ve benefited from their efforts can offer a window into the good that their work does.
So take time to talk about the customer who is able to make more sales (and therefore a better living) thanks to your company’s software, or the parent who’s driving a safe car thanks to diligence on the assembly line.
The key is to make a direct connection from the employee to those who benefit from their work.
Executive Search 2.0 is transparent by design and speedy of execution with 100% customer centricity.
Free whitepaper download: http://bit.ly/2hRdT4N
I recall the very first conversation I had with Patrick Mataix when I asked him how he entered the world of executive search. I quickly realized I had encountered ‘a meeting of minds’ moment based on an ethical dimension seldom encountered in my traditional world. Here was someone with whom I passionately wished to work.
It was soon established that CEO Worldwide was born out of Patrick’s frustration with the headhunters and consultants he encountered as co-founder and COO of Vistaprint (NASDAQ: CMPR).
Exasperation at their inadequate answers and relaxed approach to deadlines – as much as their lacklustre candidates.
He went on to say that it seemed the recruiters were almost mocking all the time and energy he was investing in developing the business internationally: raising funds, opening subsidiaries, acquiring and restructuring businesses.
He was permanently looking urgently for managers in France, UK, Germany, the US…
All of his problems boiled down to quickly finding the right person, in the right culture, with the right profile, at a reasonable cost; to either help him do things faster and more efficiently, or run a portion of other fast growing business.
While meeting C-level executives, he could clearly see that he was not the only one wasting time and money in endless, costly and infuriating processes, that were highly inadequate for the pace of their international development.
IT WAS TIME FOR A CHANGE
He founded CEO Worldwide in 2001, because as an entrepreneur, he recognized that cross-border executive recruiters could not keep putting themselves before clients and commanding ridiculous fees for the privilege. It was not sustainable then and certainly isn’t now as ‘digital’ enables productivity gains – particularly in terms of financial savings and time-line – to directly flow to the client effectively handing back control. The client is front and center of the CEO Worldwide service culture.
Since then CEO Worldwide have placed 1000s of candidates who have truly revitalized businesses in multiple sectors across the world.
Our purpose continues to be to offer the C-suite a way of hiring ‘…the best certified executive talent on the planet.‘ at speed, without any up-front financial commitment and for a flat fee unrelated to the agreed remuneration and specific for each region. We do this by constantly adding pre-selected top performers meeting or exceeding our clients’ requirements. For those that are INVITED to the CEO Worldwide community we seek – free of charge – to accord them unrivaled opportunity to showcase their skills both by written word and via a dedicated YouTube platform.
Richard Rumelt of UCLA has shown that there is an intriguing paradox
at the heart of management today.
When he asked a sample of Chief Executives of US corporations to describe the qualities of those business leaders that they admired more than any others, the answers he got all dwelt on “first-mover” attributes such as insight, contrarian thinking, bravery, and decisive action.
But when he asked them to describe the moves they themselves were making in their own companies, the answers he got were the old perennials of 360 feedback, cost reduction, outsourcing, shared services, margin improvement, customer relations management, six sigma and process re-engineering.
He described these practices as “doorknob polishing” in contrast to what he saw as the “predatory leaps” courageously made by the leaders they most admired.
Do you lead courageously or just polish the doorknobs?
Trevor B. Lee – EP International
We provide C-suite services in the field of talent acquisition, development and retention.
Yes! They have moved from being a minor player to play a lead role.
Specifically two undeniable truths have emerged, placing the Enterprise firmly in the spotlight:
Consumer behaviour drives commerce – which the Enterprise depends on
The Enterprise has to adapt to the new order or perish
Social Media burst in to visibility thanks in large part to the explosion of the web, galvanising consumer opinion across disparate individuals and communities, who otherwise were unlikely to be known to each other. But Social Media itself is only a single dimension of the burgeoning Consumer Behaviour ecosystem. Consumer Behaviour has always been in evidence, be it nurture, environment, responses to advertising, disposable income, peer pressure or need, to name but a few examples. These components and more, had been islands of influence, but are now inextricably linked and are creating a massive energy field that the Enterprise has to embrace. Likened to Pandora’s box, once opened, there is no turning back, the Consumer Behaviour ecosystem will only become more deeply integrated and influential.
Four years ago, some, 250,000 people watched ‘United Breaks Guitars ‘ on YouTube, before United Airlines saw fit to do the right thing for Dave Carroll; but was that really any different to the Libyans gathering in Martyrs’ Square to demand Gadaffi be overthrown? A protest yes, but not a consumer decision influencing mechanism. The question is, would ‘United’ have done anything without the aggregated power of consumers unknown to each other, committed to see fair play being applied?
Consumers have always had choice and now they have significant voice, backed up by influential muscle, no longer can Corporates adopt a dismissive or reactive culture. Choices for the consumer are becoming far more granular, across the full spectrum of products and services they consume, right down to the basic utilities flowing into one’s home, the consumer can now choose which supplier and the type of product/service being provided. So how do they decide? No longer the billboard, the clever TV advertising campaign, the most ‘liked’ supplier on Facebook, or other sensory receptor open to supplier manipulation – the consumer has taken control and sovereignty.
Consumer Behaviour is all about the consumer exercising independent choice, which multiplied out by us all (we are all consumers), awards business to enterprises. It can be transitorily fickle such as when we all boycotted Starbucks for a few milliseconds when we discovered it was not paying taxes – but it can’t be tamed. Like water rushing downhill, there is not only the inevitable direction to it but significant energy, which provides the opportunity for that energy to be used constructively, but is all too often interpreted destructively or obstructively. It is the role of the enterprise to invest far more urgency and resources than they have done previously, in understanding how to work with these new forces.
Taking a simple example. If an insurance business interacts with its customers through theirpreferred channels, using competent resources, it will almost certainly provide a better experience, for customer and company alike, ultimately leading to a reduction in costs. Reduced costs offers bigger profits. But wait. If you are communicating in a way the customer wants, they are likely to be happier. A happy customer is way more inclined to increase loyalty, reducing churn and more disposed to promote the company, encouraging others to your product/service. It gets better still, happy customers complain less, meaning your customer service operations can deal with real problems rather than noise. Fewer, more focused queries, will – with quality staff – deliver higher staff morale and that in turn reduces staff turnover, promoting lower costs (decreasing the need for recruiting and training) and driving a more experienced workforce.
It is easy to see how doing the right things and doing things right for customers/consumers positively impacts so many functional areas in a business, with the potential for a virtuous circle of benefits, and all from a shared constructive cultural disposition toward Consumer Behaviour.
Nick Rowley’s blog hosted by: Trevor B. Lee, EP International
Nick leads the Marketear Limited team in helping companies’ transition to a truly customer focussed approach.
He invites you to open a direct dialogue if these truths resonate in any way with your experiences and current challenges.