organisational behaviour

How To Cause Customer Centricity by Shaping the Work Context (Part 1 of 3)

The Challenge

Imagine that you are the CEO of InterLodge. You face a big problem: your share price has been falling for some time. You need to do something to deal with the issues of high costs and low profitability. You find that the occupancy rate and the average price point per room are too low. And the surveys suggest that Interlodge’s customer satisfaction levels are well below where they should be.

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Trust Isn't About Keeping Score

How is low trust impacting your organization? Your business results? 

I've written about trust at least a dozen times in the past. In response to my recent post, A Culture of Distrust, Richard Fagerlin reached out to me about his book Trustology: The Art and Science of Leading High-Trust Teams. He wanted to get my thoughts on his stance on trust.

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What Does It Take To Generate “Total Customer Satisfaction”?

Let’s assume that you are a member of the leadership team for your organisation. Circumstances are such that you decide that your organisation needs to focus on customers and generate “total customer satisfaction” on the assumption that satisfied customers buy more of your stuff at higher prices thus generating higher profits. How would you go about it? What approach would you take?

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Listen with the Right Intent

When you listen to customers or to employees, do you really listen? Or are you already anticipating your response or your reaction before they're finished talking?

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George Orwell’s Insights Into Customer Service, Customer Experience, and Customer-Centricity

What Is The Weak Point Of Many Organisations?

In a few days I had grasped the main principles on which the hotel was run …….

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That's How We Do Things Around Here

How can a story about a few monkeys challenge the way we think about how and why policies, processes, and cultures are created?

When a colleague asks you why you do things a certain way, do you find yourself responding, "I don't know. We've always done it that way?"

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Mazism 2: It Comes Down to People and Relationships!

This conversation follows on from an earlier conversation: Mazism 1: There Is Always A Price, It Is Always Paid. 

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Connect Internal Culture to External Cultural Movements

From What Great Brands Do: By connecting internal culture to broader cultural movements, great brands create futures in which they thrive and grow.

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Customer Service or Lip Service?

In your company, is "customer focus" just a poster on the wall? Or is it a way of doing business?

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How To Create a Culture of Change

Tony Hsieh, the phenomenally successful CEO of Zappos likes to say that, “your brand is your culture” and believes so strongly in preserving his that he offers new recruits $1000 to quit. Anybody who doesn’t fit in will happily take the money and run.

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