After every interaction you send me an sms survey which i diligently answer. After every interaction you try to sell me a bundled package and i tell you that I don’t want it. I am happy with your service but i dont want the bundle. And yet you try to sell it to me every
Leadership ‘Til You Die Posted on September 17, 2012 An overused, ubiquitous term with entire bookstore shelves dedicated to unraveling the mysteries of its magic. And…an evolving ideal for dealing with real world problems that people must work to resolve or improve with the help of and for the good of others. We know the
I called one of my team members from a business trip and started the conversation with, “are you sitting down, because I am going to read you the riot act.” I proceeded to go off for a bit on something I was not happy with (the fact that I remember this story, but can’t remember
If If you can keep your head when all about you Are losing theirs and blaming it on you; If you can trust yourself when all men doubt you, But make allowance for their doubting too: If you can wait and not be tired by waiting, Or, being lied about, don’t deal in lies, Or
Qi Gong meditation teaches us to Sense, Surrender and Smile. That is good advice for how we can approach situations in general. Sense ( be aware of) the factors that are occupying you and your schedule. Surrender ( dismiss) the uncontrollables and focus on the priorities that you can impact now. Smile. Have fun! Have
Communicate. Not only to share your vision, but perhaps more importantly to stay grounded and in touch with your organization. Your people are the face to the customer, they create and deliver your product. And the closer they are to the customer, the more important that you speak to them and hear what they have
You have defined your strategy. You have built a robust business plan with your key levers clearly articulated. You have created a communications plan and it is being deployed. And yet, the organization does not seem to be rallied around the key levers. You worry that the daily execution of your organization has not shifted
Lewis Grizzard has a great saying to illustrate common sense- “Don’t squat with your spurs on.” Often we try to create best in class processes and systems for our organisation. We benchmark and take the best of the best and look to implement that. Thats a recipe for disaster. You can’t , and more importantly,
*Count to ten before you respond *Put that angry email aside until tomorrow, and reread it with a clearer mind *Don’t send anything you wouldn’t want your mother to read *take a deep breath These are some of the tips I’ve heard to prevent those sudden outburst we see in the office, on the phone,
Ever had one of those big transformational projects that starts out with a clear focus and mission, and somehow ends up getting bogged down with complexity and lack of definition? How does that happen? How is it prevented? Most often, when your company decides to embark on a major initiative, the goals are clear. Typically