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January 22, 2013 By Pensare Group Leave a Comment

Exceeding Expectations – Giving Too Much?

loyalty_street“Here is a simple but powerful rule … always give people more than they expect to get.”  -Nelson Boswell

We talk about the importance of creating loyal customers.  It’s certainly one of the most important goals of any company because a loyal customer will return to you again and again.

And, more importantly,you’ll have a loyal customer who will tout you to others – providing the most effective … and inexpensive … marketing there is.

So what do you do to create loyal customers? We know that it requires much more than providing satisfactory goods or services. And while doing it faster or better than the competition will help build loyalty, it simply is not enough.

The key to loyalty is to surprise your customers. Give them more than they expected to receive – and be consistent about it.

Exceeding expectations is more than just going the extra mile … its taking customers down a road they didn’t even know existed. In other words, it’s not a formula, rather an ability. An ability for members of the organization to actively listen, empathetically understand the situation, and wisely deliver a response that the customer values. Surprise your customers. Give them more than they expected to receive – and be consistent about it.

A few years ago I was planning a trip for my family to Italy. As this was a major excursion for us I decided to meet with a travel agent who specialized in Italian vacations. She spent a great deal of time with me, chatting about what I was looking forward to doing and seeing and the kinds of experiences that my family valued. We planned to focus our limited time on the major destinations – Rome, Venice and Florence. But as I talked with the travel agent about our love of the countryside and how we hoped to avoid tourist traps, she came up with a completely different itinerary that included small towns and seaside villages I’d never even heard of. We had the time of our lives, and the travel agent had a client for life … and the word of mouth exposure that goes with it.

Surprising your customers requires thinking outside the box and being creative.

But most of all it means listening to their needs and wants and adjusting your offering to provide them with the best possible experience. And if you don’t have the decision power to deliver, find someone who does!

Do this and you’ll create loyalty … and a lifelong customer who will bring others who value being listened to and understood.

Filed Under: Alignment, Performance, Productivity

November 1, 2012 By Pensare Group Leave a Comment

One Good Question is Worth a Thousand Half Baked Answers

mp900387691It was roughly two years ago when a highly intelligent, and successful prospective CEO client of ours slammed his papers on the boardroom table and pronounced “I cannot lose one more client to the competition”.  Imagine our surprise, given the only question we had asked at this early point in a preliminary meeting was very simply this: “What has been critical to your success and growth over the last few years?”  Naturally, questions raced through our heads: Were we having two entirely separate conversations?  Had we lost him to an unrelated train of thought?  It can be a challenging moment for a consultant, when it appears your prospect has left the station, so to speak, without you.

That concern proved entirely unfounded. This well timed question prompted some serious thinking and a response that went straight to the core of the main challenge facing this CEO.  How do we strengthen the value we bring to our clients and retain ALL those customers we fought so hard to land in the first place? Our query about success drivers had led the CEO to quickly make the connection between his core values surrounding customer service, his company’s track record in the early years in meeting client needs and delivering beyond expectations, and the company’s more recent experience with service delivery challenges and client loss.

We have had the good fortune of working with this CEO and his team from that day to this, implementing a customer focused, management driven, employee supported strategy with one end goal in mind: customer loyalty.  We have worked with every member of the company (from the front desk, to the management team to the warehouse fork lift operators) and it has been a real joy to watch that culture of “service beyond expectations” lead to rapid revenue and profitability growth.

This change does not happen overnight however.  In working with their operational managers who deal with the clients every day, we worked extensively on asking questions with one major obstacle to overcome. Questions are harder to deliver than answers. Why? First, because many believe that when we ask questions, we somehow undermine our own “expert” status and we may (even worse) look stupid.  Solving that resistance to questions can be worth millions (literally). Ask yourself this question – how many questions do I ask in a conversation with my prospective (and current) clients?  Then ask yourself, when I am preparing for a meeting, how much time do I devote to preparing what I am going to say as opposed to questions I might ask? You’ve heard this before – God gave us two ears and one mouth, and they should be used in that proportion. Implementing this pearl of wisdom and strengthening your questions will have a lasting and highly profitable impact on your business!

Filed Under: Customer Loyalty, Performance, Personal Development, Productivity, Purpose, Questions

September 30, 2012 By Pensare Group Leave a Comment

Networking: Your Best Self-Marketing Tool

istock_000008140633xsmallWhen it comes to making professional contacts, the term networking is being thrown out all over the place these days, and it’s easy to confuse virtual interactions with the real deal. Just so we’re clear: “Friending” on Facebook or inviting others to join your LinkedIn page have their place but they are no substitute for professional networking by attending events and following up with those you meet. Effective networking simply involves establishing a meaningful connection.

It helps to start in an environment where you have something in common with others, for example, professional associations or philanthropic organizations. Try a local alma mater group where you might run into someone you know. Great connections often come from a referral from a friend, so don’t hesitate to ask others what they would recommend.

Networking should be an integral part of your professional life. But there are ways to do it well and get the most out of your networking experiences. Here are my top tips for making the most of networking:

#1 Know why you’re there. You’re there to meet people. So meet people! Reach out and introduce yourself, but take the time to get to know each person you meet. It’s not about the number of cards you walk away with, rather the number of people you meet who would want to invite you to a follow up call or lunch. Consider setting goals that focus on the most productive outcomes such as being invited to lunches or encouraged to follow-up next week. Another goal could be getting to know something substantial and personal about X number of people at an event.

#2 Make friends first. The biggest mistake you can make at an event is seeing everyone in the room as a prospect then wasting their time and yours with non-productive follow-up lunches or calls. People know when they are a target, and they will resist you. First seek to know the person – make a friend so they want to do business with and help you. As you know, creating strong relationships takes an investment of your time and theirs.

#3 Be selfless. This is an attitude, and an important one to adopt. Go into every networking situation with the mindset of “How can I help you?” instead of “How you can help me.” This attitude is particularly important on a follow-up call or lunch. Appreciate the fact that someone is giving their valuable time to you. Assume they see the time they give to you as an investment – so make theirs a wise one by giving them something they need. Of course, thank your contacts for their time before and after a meeting. But, more importantly, find a way you can help them. This gives you a natural and welcomed way to follow up yet again while continuing to strengthen the relationship. Be overt about helping if you have to. What’s wrong with asking “Is there anything I can help you with?” Giving first is a clear way of creating the most meaningful connections.

#4 Look everyone in the eye whenever you can. When you go into a networking event assuming everyone’s a prospect your eyes give you away because they focus on reading every name tag that floats by. If you make a connection with someone, then focus on having a conversation with them. And if you really want to remember their name, introduce them to 1 or 2 people you know.

#5 Meet in person. Remember, when you’re seeking information or help from someone in your network, you’re more likely to make a stronger impression and get more out of the connection if you meet with them face-to-face rather than communicating by phone or email – it’s your time to shine, take advantage of it by presenting yourself with poise and confidence, and reinforce your position with positive body language. Whether you’re looking for a job lead, feedback, a reference or information about generating new business, you are more likely to get what you need if you’re face-to-face. The reason is simple: It’s harder to say no to someone when you’re looking him or her in the eye. Networking should be integrated as a part of your job description. Whether you put it on your weekly to-do list or approach it informally, it’s important to regularly and consistently work to grow and strengthen your network. Make building relationships your highest priority – this approach will lead to more established contacts and friendships that can have a positive impact on every aspect of your
professional life.

Filed Under: Efficiency, Networking, Productivity, Sales

June 17, 2012 By Pensare Group Leave a Comment

To the Moon (High-Performance Cultures)

istock_000019512143_extrasmallIn the early 1960s, President John F. Kennedy stated that he wanted to send a man to the moon and bring him back safely by the end of the decade; a pretty lofty goal. Senator George Smathers from Florida agreed with the “lofty goal” part. So, before voting to secur e funds for the initiative, he wanted to make sure he made the right decision. He visited Cape Canaveral to do a bit of detective work on his own. After much time, observation, questioning and exploration he still had not made a decision.

At the end of the day he saw a worker cleaning up and asked what her job was. Her reply was simple, “I’m part of a team that’s going to send a man to the moon and bring him back safely by the end of the decade.” Decision made!

This is an example of strategic alignment at its best. Everyone knows the organization’s charge, and all of the stars are in alignment (strategic intention: systems, processes, leadership, management, expectations, authority, responsibility, individual empowerment and supportive behavior). But what happens when the stars are misaligned; when the systems and departments are out of sync? What happens when a department exists for the good of itself and individuals behave selfishly rather than for the greater customer and organizational good?

The simple fact is that the more an organization’s systems and processes are aligned with its strategic intention – and all of the employees support this alignment behaviorally – the greater the opportunity for success.

In fact, if the plan is sound, it’s almost impossible to fail no matter how ambitious the organization or that plan is – even if that includes sending a man to the moon.

By Grant Stewart, Performance Matrix LLC.

Filed Under: Alignment, Planning, Productivity

April 23, 2011 By Pensare Group Leave a Comment

Caught in the Middle: What is a Mid-level Manager to Do? (Part I)

istock_000019568042_extrasmall-resized-600

 

Despite the fact that there are signts that the economy is turning around, not everyone is rejoicing. Though we often think that terminated employees are a recession’s only casualties, middle managers often shoulder the stress of a shaky economy more than any other workplace employee.

All too often, organizations overlook or dismiss the middle manager’s quagmire. However, this level is more important than ever to an organization’s viability.

Middle Management’s Quandary – Like being the Middle Child

The middle manager (MM) often parallels the middle child in a family. The oldest children (or senior level executives) are privy to information often withheld from younger family members. They also receive other advantages such as their parents’ and younger siblings’ adulation, first crack at the family resources and more opportunities than subsequent children. Older siblings (senior executives) are pressured by their parents (board of directors, shareholders, clients and the public) to live up to sometimes lofty expectations. Many of them succeed. Equal numbers look to their younger siblings (particularly the middle ones/middle management) to deflect the pressures placed upon them and pass undesirable responsibilities onto them.

The babies in the family (or those working under middle management) try to keep up with their older siblings. They also covet the MM’s privileges but haven’t put in the time yet to earn them. Often, they receive the desired attention when they misbehave or entertain through their antics. Frequently, they are left out of the information loop and as a result, become frustrated. In these instances, the youngest turn to their closest siblings (the middle children) to vent those frustrations. What’s more, these middles are expected to “fix” things when they go wrong.

The “middle child syndrome” isn’t limited to children per se. Today’s corporate MM suffers from similar feelings regarding his or her position in the pecking order. Sure, they have more advantages (i.e., higher salary and better title) than lower level workers. But they also have fewer perks than top

management. Worse, MMs rarely receive the glory yet shoulder more responsibilities than the most and least senior managers combined.

Help Middle Managers Succeed Because You Can’t Succeed without Them

First, recognize the situation that MMs are in – caught in the middle. Yes, they get more pay because of their increased responsibilities, but remember they were most likely promoted to their current position by demonstrating aptitude in their technical area of expertise (e.g., accounting, IT). They more than likely have not been trained to delegate effectively, connect their action with corporate priorities or ask the questions necessary to ensure the teams makes the highest and best use of their time.

Second, remember MM can often be a thankless job; akin to a no-man’s land. Doing the right thing for an employee is not always rewarded at the top – and vice versa. This “reward system” can often lead to great confusion and sometimes political methods to manipulate an outcome rather than achieve it through open persuasion and discussion.

Third, someone new to MM will make mistakes. Managing people and getting things done through others is complicated. Where are we actually trained in these skills? Yet, this powerful and permanent teaching method – learning from mistakes – is often rewarded with reprimand or removal of responsibilities.

It’s a wonder that MMs do successfully matriculate to senior management.

How Senior Management Can Leverage MMs Fostering Success

Here’s what smart executives recognize and incorporate to ensure their MMs help them succeed:

Identify those employees whose personal values are consistent with the organizational values. Inconsistency between what the organization rewards with regard to work ethic and approach is a common point of contention. Getting results is important, but MM also represent the company with their teams and with clients.

Mentor so that they can hone the skills to effectively step into middle management roles. Opportunities include maximizing their time; fostering appropriate delegation skills; and mastering effective communication-both listening to others and articulating their own ideas.

Treat them with respect and enable their learning. Embrace their mistakes and help them learn. Enable them to succeed. You’ll create highly loyal employees who are motivated beyond their paycheck.

Allow them to stretch their big picture/strategic thinking muscles. The more top management allows mid-level executives to do so, the more skillful they’ll be at managing/dealing with both upper and lower level employees. Rather than dictating from the top, bring the MM into the fold to help create and implement strategic plans. The more invested in the plan the MM is, the more likely he/she will be able to successfully carry out the company’s mission.

Encourage proactive thinking among MMs and give them the leeway to make decisions on their own. Doing so encourages them to circumvent problems, reduce the amount of time they spend reacting to complaints and problems from the top and the bottom as well as customers. In fact, creating a cultural shift in how MMs respond to the aforementioned can drastically change not only the workplace environment but how successful the organization will be overall.

Ensure that your MMs have a vested interest in the organization’s strategy. It falls under the “what’s in it for me” category. If your MM sees an opportunity to hone and/or acquire new skills that will help him/her move up, they’ll be more likely to reinforce the strategic plan during difficult times, rather than react in the moment.

Get personal. It’s easy to forget that the workhorse MM is a person with family, friends and interests apart from the business. Acknowledging this aspect of the MM’s life will go a long way towards making sure that they are content and have the energy and dedication to carry out their responsibilities well. Moreover, if you provide your MM with specifics that will personally fulfill them, they will return the favor with efficiency, productivity and happy employees.

Finally, think of the MM as the mother of the family. As long as you acknowledge the MM’s efforts, listen and respect them when they want to be heard, and support them to ensure that the organization is a well-oiled machine, the home/workplace will then be a happy one.
———————–
This article was first published as a guest blog by Bryan Malickson, The Title Attorney, http://www.thetitleattorney.com/.

Filed Under: Efficiency, Performance, Productivity

April 23, 2011 By Pensare Group 1 Comment

Mid-level Managers – The Secret Engine of Growth (Part II)

iStock_000020656499_ExtraSmallEnter any car dealership and chances are that you’re quickly dazzled by the shiny models on display. The chrome glistens. The leather entices with that brand new smell we all love. The vivid reds convey excitement and the metallic neutrals exude elegance and success.

Unless you are a true car aficionado, you probably won’t give the engine much thought. In fact, most buyers won’t even bother to look under the hood. But beyond the glitz andsparkling alloy wheels, the engine is the most vital part of the car. Without it, you won’t go anywhere. The same can be said for the mid-level managers (MM). An organization that lacks strong MMs won’t get very far.

Why MMs Are More Important than Ever

A strong management team is essential to a successful organization. Culling middle management from within the company yields high-impact results. Yet in reality, MMs are often hired from outside. Why? I’m not sure. Developing staff from within must seem more daunting than hiring someone from the outside with, in theory, the right skillset. The more I think about it, this approach is silly. When was the last time you highlighted your shortcomings on your resume? Seems like an unfair comparison, doesn’t it?

Making a commitment to develop MMs from within not only underscores the corporate philosophy, branding and culture but also boosts morale and motivation by reinforcing the values the company rewards – a visualization of personal future success. Employees naturally see their future career opportunities within the company, unless they do not share the same vision.

Where Do You Start?

When developing MMs, technical skills alone are not enough – yet that’s how MMs identify their own success. MMs must be given the opportunity to expand beyond their technical abilities, learn new methods and grow beyond their current capabilities. If you’re a manager responsible for MMs, focus on helping them:

Exercise diplomacy. Middles are well-known for their ability to appease others, yet often defer to senior managers during difficult situations. Help MMs by exploring alternatives and developing an approach that works for that MM; keeping in mind your approach may – or may not – be natural or comfortable to the MM.
Be adaptable. Middles, by nature, must be flexible since they can be overlooked, discounted, bumped into a new role at whim or expected to shoulder unrealistic burdens. Help Middles adapt by understanding how they see the situation. Allow them to borrow your knowledge rather than just telling them what to do.
Look at the big picture. The most successful MMs explore all aspects of a problem and look at all potential solutions before implementing a plan. This ability to think strategically is essential to a strong MM, yet many need permission to think so broadly.
Bring out the best in your team. A good MM allows the team to participate in decisions then rise to the occasion and meet/exceed their expectations. Good MMs are enablers, but for time efficiency we often skip the enabling process. Create a safe environment where teams can develop ideas, act upon them and then follow up understand the effectiveness of their decision-making. Growing together creates solidarity and trust – a cornerstone of teams that excel.
Focus on results. In the same vein as ego, a strong MM does what it takes to achieve the results that align with corporate objectives. Sometimes, that means setting aside agendas or ideas about how the results will be attained. Let others figure out the how. Who knows, you might learn something new.

Why Bother?

While it is important for MMs to be proactive within their positions, it behooves the organization to be just as hands-on in ensuring that they have a strong middle management team. Why? The reasons are plenty:

Reduce costs. Workplace stress and burn out costs organizations more than $300 billion annually in absenteeism, health care and stress-reduction programs, according to 2004 New York Times article. Bolster your mid-section and you’ll see a boost in your bottom line.
Improve morale. An inefficient, unstable workplace only compounds the duress MMs face. When MMs are valued and supported, they are better equipped to ensure that their employees are happy and well-cared for, which improves morale across the organization.
Higher productivity. Happy workers are busy workers. Better morale among MMs and workers translates into greater productivity.
Better employee retention. Successful MMs retain loyal employees. According to the U.S. Bureau of Labor Statistics, 23.7% of U.S. workers voluntarily left their jobs in 2006. As a result, direct replacement costs on a departed employee can reach as high as 50-60% of his/her annual salary, according to a Society of Human Resource Management report. What’s more, strong MMs also attract highly qualified employees who desire to work in a positive, successful environment.

Filed Under: Alignment, Efficiency, Productivity, Uncategorized

August 23, 2009 By Pensare Group 1 Comment

When the Stars Align – Your Organization Does Too!

starsThink the stars have to align to achieve better efficiency? No, but you do have to align all the efforts in your organization if you want to succeed. You know that noise your tires make when you’re tires aren’t all going in the same direction? that’s how an organization sounds to both customers and employees when things are simply not aligned.

Intellectually, we all know the importance of a good strategy, yet so many organizations fail to have one, or they have one but it sits on the shelf with limited following. Clearly, when the organization is aligned to deliver against the vision, it possesses competitive advantage that is hard to match in any industry.

Alignment is so underrated. Having the people, process, and planning all targeting the same direction is a mechanism for growth, particularly those in a responsive market. For those in a sluggish environment, it can be the difference between being in business and being out of business.

Alignment ensures your resources are properly allocated. It keeps hidden costs down, improves productivity, and accelerates customer and employee satisfaction. Need we also mention alignment brings predictability to profitability and growth?

More importantly, alignment isn’t that hard to achieve yet few excel. It can be difficult to initiate in an organization where misalignment has taken over in defense of personal agendas and philosophies on where the organization should direct it’s efforts. After all, organizations are made up of people who in lieu of a good strategy create one on their own. We’re all very driven by objectives – yours if you give them to me, but mine if you don’t. When the objectives that drive my decisions are not aligned yours, we create inefficiency – and it’s costly inefficiency.

Here’s a fun exercise. Calculate on average for a given employee the number of hours wasted on doing the wrong things, talking about things that aren’t relevant to achieving strategic goals, re-doing work that could have been done correctly. Now multiply that by the number of people in the organization who do those inefficient things.

Many of these costly issues hide under the label “poor communication.” Start with communicating clear direction and expectations. And, if you haven’t sat down to do a strategy, it’s only a couple hours of your time and could have hundreds of hours of staff time. Still need an incentive?

Filed Under: Alignment, Efficiency, Performance, Productivity, Strategy

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    • Caught in the Middle: What is a Mid-level Manager to Do? (Part I)
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