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The new science of leading, energizing and engaging PDF Print E-mail
Written by Susan Fowler   
Tuesday, 04 November 2014 14:47

Every leader knows the statistics. The vast majority of their employees – as high as 70 percent, according to Gallup – are not engaged in their work. Leaders understand the bottom line consequences of a disengaged workforce, so they implement engagement strategies to boost survey scores, believing that increases in productivity, morale, innovation, safety and retention will follow. This approach seems reasonable, and leaders are held accountable for the results. The problem? Most engagement strategies employed by organizations simply don’t work.

 

Most of the current approaches to engagement have not caught up to the science of motivation, resulting in short-term practices that undermine the long-term engagement they hoped to generate. Building upon the latest scientific research on the nature of human motivation helps to explain why traditional approaches don’t work.

Last Updated on Tuesday, 04 November 2014 14:50
 
Average is not an option! PDF Print E-mail
Written by Marvin Montgomery   
Monday, 03 November 2014 09:23

If you were not able to attend the 2014 COSE Small Business Convention at Kalahari you missed an opportunity to hear some excellent keynote speakers like Bill Taylor co-founder of Fast Company.

Last Updated on Monday, 03 November 2014 09:25
 
What’s the first step in the process of hiring a new salesperson? PDF Print E-mail
Written by Dave Harman   
Saturday, 01 November 2014 00:00

Just imagine you have fired your sixth salesperson in 12 months and you are about to explode in frustration thinking about starting the hiring process for the seventh time in less than a year. Given the definition of insanity as doing the same thing over and over again and expecting a different result, you might be open to a different approach to the hiring process. If that is indeed the case, where do you start your journey to improve the hiring process? As the Cheshire Cat said to Alice, “If you don’t know where you are going, any road will get you there.”

Last Updated on Monday, 03 November 2014 08:52
 
Road map for implementing a successful customer experience program PDF Print E-mail
Written by Harry Bunn   
Friday, 31 October 2014 00:00

Implementing a customer experience program (CEP) is not a simple matter. The value comes from extending the current customer satisfaction program into one in which customer centricity is built into the culture and the strategies of the company, and using the output of experience measurement to take actions. There are many pitfalls and not the least is attempting to move too rapidly to a complete solution. Sound implementation and the ability to harness all the opportunity of “getting it right” requires a measured approach with interim checkpoints to achieve the benefits that you are hoping for. It requires a road map.

 

There is also a lot of upfront work to design the most relevant framework, which is why a road map needs to be developed (and followed) for a phased implementation, with each step reinforcing the concept and building support.

 

Even before the first step, the CEO must embrace the concept fully. If not, don’t bother attempting a full-blown CEP; just continue to use your existing, lower-impact customer satisfaction program.

Last Updated on Monday, 03 November 2014 08:43
 
Identify your employees by The Theory of 21 PDF Print E-mail
Written by Chuck Reaves   
Thursday, 30 October 2014 07:59

“For every person who will say yes, there are 20 who will say no. For a positive response you must find the 21st person.” – The Theory of 21

 

The CEO of an electronics company had an idea. He was a solid businessperson but was not as well versed in electronics as some of his engineers. He came up with an idea and did not know if it was feasible. He asked two engineers to explore how it could be done so he could test the feasibility of the idea becoming a new product line.

 

One engineer made an appointment, and delivered a formal presentation to the CEO explaining why the idea would not work. He had color charts and graphs and even some data that suggested no one would want the product even if it were to make it to market.

Last Updated on Thursday, 30 October 2014 08:05
 

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