For many years, I’ve gone on record saying that the reason you and I, as customers, consistently receive predictably poor customer service is because exceptional customer service is voluntary; employees don’t have to deliver it, and most don’t. It’s true. While there are things that employees have to do, providing
I was talking with my daughter about a friend of hers who had applied to work at the reception desk of a local health club. Her friend anxiously rehearsed the organization’s mission statement in order to recall it during her job interview. She got the job and later shared that,
I routinely ask groups of managers, by a show of hands, how many would consider themselves to be a purpose-driven leader at work. I see a lot of hands. Next, I ask how many would consider themselves to a values-driven leader at work. Sensing a trap, audience members are more
Whenever I present to managers about articulating and revealing guiding statements, organizational purpose, or core values to frontline staff and connecting them to their daily work activities, I get the question, “What if they don’t buy in to these corporate ideals?” Now, you might ask, “Why on earth would they
Over three decades of working in training and development has taught me, among other things, that many managers are skeptical about the return on investment from most training programs. So-called “soft skills” training on topics like customer service and conflict resolution are likely near the top of that list. Some
In May I read the 2017 Qualtrics Hotel Pain Index Study, made some notes, and had every intention of writing a June blog post in response to the study. In my defense, that was about the time that summer break began for our four children. So, without further ado… The
Q. Steve, in your latest blog post, you asked: “Do you have any employees who perform incomplete work or avoid undesirable work entirely? If so, consider ways to reframe the employee’s job assignments as contributions to a higher purpose.” Can you provide an example? A. Sure. Let’s say you manage
For many years, I’ve gone on record saying that the reason you and I, as customers, consistently receive predictably poor customer service is because exceptional customer service is voluntary; employees don’t have to deliver it, and most don’t. It’s true. While there are things that employees do have to do,
I recently read the book Not Everyone Gets a Trophy: How to Manage Generation Y by Bruce Tulgan and was reminded of this generation’s reputation of entitlement. As the title suggests, children from this generation who played sports generally received medals or trophies for participation rather than merit. Although the
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