Self Leadership : Few People Manage their lives and Careers well
The Failure Rate of Executives points in the same direction: Each executive is picked for proven competence and has been highly successful in previous jobs. This suggests that either their jobs have become undoable (systems failure) or they have lost the ability to self manage.
All of us, even those of us with modest talents, must learn to manage ourselves, develop ourselves, and place ourselves where we can make the greatest contribution. Great achievers always manage themselves. But they are rare exceptions, so unusual both in their talents and accomplishments as to be considered extraordinary.
Now we all must stay mentally alert and engaged during a long working life, which means knowing how and when to change the work we do.
I invite you to ask seven questions :
1.What are my Strengths?
Most people think they know their strengths. They are usually wrong. Often people know what they are not good at. Yet, a person can perform only from strength. You can’t build performance on weaknesses, let alone on something you can’t do. You need to know your strengths to know where you belong. It is also essential to remedy your bad habits- things you do or fail to do that inhibit your effectiveness and performance. Comparing your exceptions with your results indicates what not to do.
In areas where you have no talent or skill, you should not take on work, jobs, and assignments. It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.
2.How do I best perform ?
Few people know how they get things done. Indeed, most of us do not even know that different people work and perform differently. Too many people work in ways that are not their ways- and that almost guarantees nonperformance. For Knowledge workers, How do I Perform ? May be a more important question that What are my Strengths ?
3.What are My Values ?
This is not a question of ethics. With respect to ethics, the rules are the same
for everybody, and the test is simply to ask yourself, “What kind of person
do I want to see in the mirror ? “ But ethics are only part of a value system.
To work where the value system is unacceptable or incompatible with your own condemns you both to frustration and nonperformance. To be effective, your values must be compatible with the organization’s values. Your strengths and the way that you perform rarely conflict; however, there may be a conflict between your values and your strengths. What you do well may not fit with your value system. In that case, the work may not appear to be worth devoting your life to. Values should be the ultimate test.
4.Where Do I Belong ?
Some people know early where they belong, but most people do not know where they belong until they are well past their mid-twenties. By that time, however, they should know the answers to the three questions: What are my
Strengths? How do I perform ? what are my values? And then they should decide where they belong. If you have learned that you don’t perform well in a big organization, you should not work in one. Knowing where you belong enables you to say to an offer or assignment, “ Yes, I will do that.” Knowing where you belong transforms you into an out-standing performer.
5.What should I Contribute?
Today you may have to ask, what should my contribution be? To answer this question, you must address three elements: What does the situation require ?
Given my strengths, performance style, and values, how can I make the greatest contribution to what needs to be done? What results have to be achieved to make a difference? Since it is rarely fruitful to look too far ahead, ask, ”How can I achieve results that will make a difference within 18 months?” The results should be hard to achieve- they should require ”stretching”, but be within reach. The results should be meaningful, visible, and measurable. From this will come a course of action: what to do, where and how to start, and what goals and deadlines to set.
6.Am I responsible for relationships ?
Managing yourself requires taking responsibility for relationships. This has two parts. First, you have to know the strengths, performance modes, and values of your co-workers and boss. Second, you need to communicate effectively. Most conflicts arise from not knowing what other people are doing and how they are making, and what results they expect. They have never asked or been told.
7.What will I do next ?
Today managing yourself often leads to a second career. You may start one in a different line of work, or develop a parallel career on the side. Few people manage the second half of their lives well. Most just “retire early on the job.” But men and women who see a long working-life expectancy as an opportunity both for themselves and for society will become leaders. Since you can expect to experience setbacks, having a second interest is vital.
Managing yourself well, demands that you think and behave like a CEO.
Wednesday, September 1, 2010
Sunday, August 1, 2010
2010: What will be the Patterns and their Implications ?
It’s what makes you unique and gives you advantage : Strategy
Strategy is not aspiration, action, deals, importance, vision, mission, learning, values, change, agility, growth, price, best practices, operations, acquisitions, or structure.
Strategy is what makes you unique, gives you a distinct competitive advantage, provides direction, builds brand reputation, sets the right goals, add superior performance, defines a market position and creates a unique value proposition. In formulating strategy, you have to choose what to do (and what not to do), what customers to serve, and what needs to meet at what price. Strategy often requires a different value chain with reinforcing structure and sustaining systems.
Barriers to strategy include capital markets with the prevailing emphasis on shareholder value, growth goals, development deals, wrong goals, wrong performance metrics, and cost accounting. Develop strategy to establish a unique market position and gain a competitive advantage.
Strategic growth is about becoming more distinctive, expanding geography, hiring the right people, and heading in the right direction.
Strategy is not aspiration, action, deals, importance, vision, mission, learning, values, change, agility, growth, price, best practices, operations, acquisitions, or structure.
Strategy is what makes you unique, gives you a distinct competitive advantage, provides direction, builds brand reputation, sets the right goals, add superior performance, defines a market position and creates a unique value proposition. In formulating strategy, you have to choose what to do (and what not to do), what customers to serve, and what needs to meet at what price. Strategy often requires a different value chain with reinforcing structure and sustaining systems.
Barriers to strategy include capital markets with the prevailing emphasis on shareholder value, growth goals, development deals, wrong goals, wrong performance metrics, and cost accounting. Develop strategy to establish a unique market position and gain a competitive advantage.
Strategic growth is about becoming more distinctive, expanding geography, hiring the right people, and heading in the right direction.
Friday, July 2, 2010
2010: What will be the patterns and their implications ?
Do you have the Courage to Ask ? Ask, “ What needs to be done?”
Peter Drucker onced Remarked, “ The leader of the past knew how to tell; the leader of the future will know how to ask.”
Why is asking so important ? Today all leaders manage knowledge workers. It is hard to tell people what to do and how to do it when they already know more than we do! Today, we need to ask, “ What needs to be done?” listen, and learn from everyone.
Leaders who ask co-workers for suggestions, listen to them, learn from them, and consistently follow-up, are seen as more effective. Similarly, customer satisfaction goes up when service reps ask, listen, learn, and follow-up. When people ask us for input, listen to us, learn from us, and follow-up, our relationship with them improves. If this is so obvious, why don’t we do it ?
As a rule, leaders don’t ask ! One reason is an inflated ego. When I ask leaders to rate themselves relative to their peers, about 85 percent of them rank themselves in the top 20 percent ! And the performance of the company has little to do with their assessment.
When we succeed, we tend to attribute good results to our own motivation and ability and attribute poor results to environmental factors bad luck, or random chance.
When we over-rate our own performance and knowledge, we easily justify not asking others for their input.
However, the main reason why we don’t ask is fear. I once asked a VP of Customer Satisfaction, “ Should your employees be asking their key customers for feedback- and then listening, learning, and following-up to ensure service keeps getting better?”
“Of Course!” he exclaimed.
“If you believe in asking so much, why don’t you do it?” I inquired.
“ Because I am afraid of the answers, “ he ruefully admitted.
We don’t ask because, deep down inside, we are afraid of the answers.
My Suggestions:
As a leader, start asking key co-workers for their ideas on what needs to be done. Thank them for their input, listen to them, learn as much as you can, incorporate the ideas that make the most sense and follow-up.
As a Coach, encourage the people that you are coaching to ask, listen and learn from everyone around them. Be a great role model, then ask the people you coach to learn in the same way.
Improving interpersonal relationships doesn’t have to take a lot of your time. It does require having the courage to ask for people’s opinions and the discipline to follow-up and do something about what you learn. Who do you need to ask, “ What needs to be done?” When are you going to start asking?
Peter Drucker onced Remarked, “ The leader of the past knew how to tell; the leader of the future will know how to ask.”
Why is asking so important ? Today all leaders manage knowledge workers. It is hard to tell people what to do and how to do it when they already know more than we do! Today, we need to ask, “ What needs to be done?” listen, and learn from everyone.
Leaders who ask co-workers for suggestions, listen to them, learn from them, and consistently follow-up, are seen as more effective. Similarly, customer satisfaction goes up when service reps ask, listen, learn, and follow-up. When people ask us for input, listen to us, learn from us, and follow-up, our relationship with them improves. If this is so obvious, why don’t we do it ?
As a rule, leaders don’t ask ! One reason is an inflated ego. When I ask leaders to rate themselves relative to their peers, about 85 percent of them rank themselves in the top 20 percent ! And the performance of the company has little to do with their assessment.
When we succeed, we tend to attribute good results to our own motivation and ability and attribute poor results to environmental factors bad luck, or random chance.
When we over-rate our own performance and knowledge, we easily justify not asking others for their input.
However, the main reason why we don’t ask is fear. I once asked a VP of Customer Satisfaction, “ Should your employees be asking their key customers for feedback- and then listening, learning, and following-up to ensure service keeps getting better?”
“Of Course!” he exclaimed.
“If you believe in asking so much, why don’t you do it?” I inquired.
“ Because I am afraid of the answers, “ he ruefully admitted.
We don’t ask because, deep down inside, we are afraid of the answers.
My Suggestions:
As a leader, start asking key co-workers for their ideas on what needs to be done. Thank them for their input, listen to them, learn as much as you can, incorporate the ideas that make the most sense and follow-up.
As a Coach, encourage the people that you are coaching to ask, listen and learn from everyone around them. Be a great role model, then ask the people you coach to learn in the same way.
Improving interpersonal relationships doesn’t have to take a lot of your time. It does require having the courage to ask for people’s opinions and the discipline to follow-up and do something about what you learn. Who do you need to ask, “ What needs to be done?” When are you going to start asking?
Monday, June 7, 2010
2010: What will be the Patterns and their Implications ?
Crisis Leadership : Seven Strategies of Strength
A Crisis is an extreme event that may threaten your very existence. At the very least, it causes substantial injuries, deaths and financial costs, as well as serious damage to your brand or reputation. Yet, those individuals and organizations that have successfully weathered major crises have learned the major lessons that crises have to teach, and they have emerged even stronger and better than they were before.
Unfortunately, most executives are prepared at best for limited crises, mainly fires and natural disasters. A few organizations may even be prepared for direct threats to their core business, such as food contamination or product tampering, but even this situation is not common. Furthermore, those businesses that do prepare for such crises are doing so mainly in their primary industries, as in the food and pharmaceutical industries.
In the book , why some companies Emerge Stronger and Better from a Crisis, Ian Mitroff presents seven essential challenges that all organizations need to face and overcome if they are to survive today’s threats. In meeting and overcoming these challenges, successful crisis leaders have learned, even if they have not completely mastered , seven essential lessons. Learning these lessons can help you to anticipate, plan for, and survive the crises that are an evitable part of life and business.
Seven Essential Lessons:
1.Right Heart.
2.Right Thinking.
3.Right Soul.
4.Right Social and Political Skills.
5.Right Technical Skills.
6.Right Integration.
7.Right Transfer.
Crisis leadership is not just good for business-the economic bottom line-it is also good for the existential, emotional, and spiritual bottom line. No person, business, organization, institution, or society can survive for long without crisis leadership.
A Crisis is an extreme event that may threaten your very existence. At the very least, it causes substantial injuries, deaths and financial costs, as well as serious damage to your brand or reputation. Yet, those individuals and organizations that have successfully weathered major crises have learned the major lessons that crises have to teach, and they have emerged even stronger and better than they were before.
Unfortunately, most executives are prepared at best for limited crises, mainly fires and natural disasters. A few organizations may even be prepared for direct threats to their core business, such as food contamination or product tampering, but even this situation is not common. Furthermore, those businesses that do prepare for such crises are doing so mainly in their primary industries, as in the food and pharmaceutical industries.
In the book , why some companies Emerge Stronger and Better from a Crisis, Ian Mitroff presents seven essential challenges that all organizations need to face and overcome if they are to survive today’s threats. In meeting and overcoming these challenges, successful crisis leaders have learned, even if they have not completely mastered , seven essential lessons. Learning these lessons can help you to anticipate, plan for, and survive the crises that are an evitable part of life and business.
Seven Essential Lessons:
1.Right Heart.
2.Right Thinking.
3.Right Soul.
4.Right Social and Political Skills.
5.Right Technical Skills.
6.Right Integration.
7.Right Transfer.
Crisis leadership is not just good for business-the economic bottom line-it is also good for the existential, emotional, and spiritual bottom line. No person, business, organization, institution, or society can survive for long without crisis leadership.
Saturday, May 1, 2010
2010: What will be the Patterns and their Implications ?
Bring Strategy to Life: Shift people’s mental model
Why is implementing strategy so difficult? How can leaders implement a new strategy more quickly and effectively? What does it take to make the strategy stick?
Strategy is about altering the future—putting the organization on a new trajectory. Why do so few strategic initiatives deliver? Excessive attention is focused on strategic decisions: What markets, investment, products, services, and business model? While initiating a strategy is based on such decisions of senior managers, the success of strategy depends on the daily actions of many people. So, the key to effective execution is having people internalize strategy as a new mental model of the business and then to change their daily thinking and actions, making decisions about priorities, consistent with the strategic direction.
Success depends on strategy taking on a life of its own with many people. Until strategy is enacted, it is just an idea. How can we enable people to internalize sensible ideas, stop taking old actions, and start taking new actions.
Six Elements of the Game :
1. The Game
2. Playing Field
3. Winning and keeping scores
4. Rules
5. Playbook
6. Players
When using the framework and language of The Game, people internalize what needs to be done to succeed with the new strategy, new ways of doing business, the new model. How decisions are made, and how the implementation of the new strategy will benefit all.
To realize its full potential, any strategy must take on a life of its own with all players. Contrasting the old strategy (old game) with the New Game enables people to internalize the shift. The new game requires an emerging environment, a new definition of winning and keeping score, new rules, new ways of doing business, new ways to succeed, and new opportunities.
Why is implementing strategy so difficult? How can leaders implement a new strategy more quickly and effectively? What does it take to make the strategy stick?
Strategy is about altering the future—putting the organization on a new trajectory. Why do so few strategic initiatives deliver? Excessive attention is focused on strategic decisions: What markets, investment, products, services, and business model? While initiating a strategy is based on such decisions of senior managers, the success of strategy depends on the daily actions of many people. So, the key to effective execution is having people internalize strategy as a new mental model of the business and then to change their daily thinking and actions, making decisions about priorities, consistent with the strategic direction.
Success depends on strategy taking on a life of its own with many people. Until strategy is enacted, it is just an idea. How can we enable people to internalize sensible ideas, stop taking old actions, and start taking new actions.
Six Elements of the Game :
1. The Game
2. Playing Field
3. Winning and keeping scores
4. Rules
5. Playbook
6. Players
When using the framework and language of The Game, people internalize what needs to be done to succeed with the new strategy, new ways of doing business, the new model. How decisions are made, and how the implementation of the new strategy will benefit all.
To realize its full potential, any strategy must take on a life of its own with all players. Contrasting the old strategy (old game) with the New Game enables people to internalize the shift. The new game requires an emerging environment, a new definition of winning and keeping score, new rules, new ways of doing business, new ways to succeed, and new opportunities.
Sunday, April 4, 2010
2010: What will be the Patterns and their Implications ?
Who will Lead Now ? Prepare to set up
CEO jobs are dramatically hard. Background, experience, education, and talent may not prepare you for the never-ending-on-public-display-globally-pressured-quaterly-earnings-report work that comes with leadership at the top.
About 40 percent of CEOs fail within 18 months. These odds, plus demands placed on leaders, have caused a downturn in senior executives who want the top position ( from 50 to 35 percent in the last four years). Moreover, CEO turnover is at a five-year high.
Who will lead companies in the future ? this question has caused a leadership succession and development frenzy. Boards are more anxious about finding executive talent whenever they can.
In his book, Searching for a Corporate Savior, Rakesh Khurana, professor at Harvard University, suggests that looking outside for a CEO successor is part of a growing “ irrational quest for charismatic Chief executives” ( selection of outside CEO’s has gone from 6 to 50 percent in recent years). Fearing boards may be focusing on the qualities of presence, personality, and media appeal rather than character and competence, he gives seven guidelines for finding successors; abandon hope for a corporate savior; translate company strategy into operational terms; identify skills required for key activities (activity/competency mapping); assess internal candidates; test and choose from a short-list; and calibrate goals, milestones, and compensation to drivers to success. Khurana favors internal development of candidates, but acknowledges that developing home grown talent is not the only course.
After reviewing 276 companies that have good track records at developing home-grown talent, The Corporate Leadership Counsel defined seven Hallmarks of leadership Success:
1.)A Culture of Development.
2.)Enforcing Development.
3.)Recruiting Senior Executives.
4.)The Power of Meritocracy.
5.)Full Business exposure for rising executives.
6.)A Focus on leadership skills in successor identification.
7.)Succession Management.
Companies that are great at developing future leaders invest much time in cultivating a candidate pool. As managers gain the requisite training, coaching, on-the-job experience, they join an internal pool of high-potential candidates. But what separates the good processes from great ones is an emphasis on self-development.
All this leads me to conclude: Work harder on developing internal talent. You can improve your odds beyond 50-50 by doing the hard, but rewarding, work of developing more leaders internally. While I believe companies must regularly look outside for talent, having an effective process for developing leaders ensures that you will have great candidates when the time comes to add or replace executive talent.
CEO jobs are dramatically hard. Background, experience, education, and talent may not prepare you for the never-ending-on-public-display-globally-pressured-quaterly-earnings-report work that comes with leadership at the top.
About 40 percent of CEOs fail within 18 months. These odds, plus demands placed on leaders, have caused a downturn in senior executives who want the top position ( from 50 to 35 percent in the last four years). Moreover, CEO turnover is at a five-year high.
Who will lead companies in the future ? this question has caused a leadership succession and development frenzy. Boards are more anxious about finding executive talent whenever they can.
In his book, Searching for a Corporate Savior, Rakesh Khurana, professor at Harvard University, suggests that looking outside for a CEO successor is part of a growing “ irrational quest for charismatic Chief executives” ( selection of outside CEO’s has gone from 6 to 50 percent in recent years). Fearing boards may be focusing on the qualities of presence, personality, and media appeal rather than character and competence, he gives seven guidelines for finding successors; abandon hope for a corporate savior; translate company strategy into operational terms; identify skills required for key activities (activity/competency mapping); assess internal candidates; test and choose from a short-list; and calibrate goals, milestones, and compensation to drivers to success. Khurana favors internal development of candidates, but acknowledges that developing home grown talent is not the only course.
After reviewing 276 companies that have good track records at developing home-grown talent, The Corporate Leadership Counsel defined seven Hallmarks of leadership Success:
1.)A Culture of Development.
2.)Enforcing Development.
3.)Recruiting Senior Executives.
4.)The Power of Meritocracy.
5.)Full Business exposure for rising executives.
6.)A Focus on leadership skills in successor identification.
7.)Succession Management.
Companies that are great at developing future leaders invest much time in cultivating a candidate pool. As managers gain the requisite training, coaching, on-the-job experience, they join an internal pool of high-potential candidates. But what separates the good processes from great ones is an emphasis on self-development.
All this leads me to conclude: Work harder on developing internal talent. You can improve your odds beyond 50-50 by doing the hard, but rewarding, work of developing more leaders internally. While I believe companies must regularly look outside for talent, having an effective process for developing leaders ensures that you will have great candidates when the time comes to add or replace executive talent.
Monday, March 1, 2010
2010: What will be the Patterns and their Implications ?
Small Remedies Reap Big Rewards: Fix your Broken Windows
What prompted me to write this article was my recent very bad experience with a Health Insurance Company of repute in India, giving me excuses for their lack of customer back-up service and incompetence. And as a Customer, I am supposed to BUY that ?
When is a DIRTY bathroom a broken window? This question could determine your success or failure. Answer that question correctly-and use that answer as a beacon-and your business could dominate its competition indefinitely. Ignore the answer, and you will soon condemn your business to failure.
The “broken windows” theory was first put forth by criminologists James Q. Wilson
And George L. Kelling, concentrating on petty criminal acts like graffiti, purse snatching, or jay walking, and how they can lead to bigger crimes such as murder. Something as small as a broken window sends a signal to those who pass by every day. That means more serious infractions – theft, defacement, violent crime- might be condoned in this area.
If a window in a building is broken and left un-repaired, all other windows will soon be broken because people perceive that the owner of this building and community around it don’t care if this window is broken: They have given up; anarchy reigns here. Do as you will, because nobody cares.
Broken Windows in Business:
That same theory applies to the world of business. If the restroom is out of toilet paper, it signals that management isn’t paying attention to the needs of its people. Perceptions are a vital part of every business, and if a retailer, service provider, or company sends signals that its approach is lackadaisical, its methods halfhearted, and its execution indifferent, the business could suffer severe- and in some cases, irreparable- losses.
When broken windows are ignored, fatal consequences can result. Small things
make a huge difference. We all bear some responsibility to stand up for what we want and have every right to expect from a company to which we give our hard-earned money.
In a Capitalist Society, we assume that a company will do its best to fulfill the desires of its customers. If the company sees sales slipping but doesn’t have data from consumers as to what made them decrease their spending, the company will not know what to fix. Still, businesses that don’t notice and repair their broken windows should not simply be forgiven because their consumers don’t make a fuss. Leaders are responsible to tend their own house- and the time to repair broken windows is the minute they occur.
Prevent Broken Windows: Broken Windows are everywhere, except at the best businesses. I invite you take the Broken Windows for Business Pledge. It’s a serious statement outlining the tenets of the broken windows for business theory:
I hereby pledge that:
•I will pay attention to every detail.
•I will correct any broken windows I find in my business, and I will do so
immediately, with no hesitation.
•I will screen, hire, train and supervise my people to notice and correct broken
windows as soon as possible.
•I will treat each customer like the only customer my business has. I will be on
constant vigil for signs of Broken Windows Hubris and never assume my business is
invulnerable.
•I will mystery shop my own business to discover broken windows.
•I will make sure every customer who encounters my business is met with courtesy,
efficiency and a smile.
•I will exceed customer expectations.
•I will make a positive first impression and assume that every impression is a first
impression.
•I will make sure that my online and telephone customer service reps solve a
customer’s problem perfectly the first time.
•I will be obsessive and compulsive when it comes to my business.
If you live up to the promises in the pledge and make them second nature, you will discover your business- and your life-running more smoothly than ever before. You will never look at a broken window-or an unbroken one-the same way again.
What prompted me to write this article was my recent very bad experience with a Health Insurance Company of repute in India, giving me excuses for their lack of customer back-up service and incompetence. And as a Customer, I am supposed to BUY that ?
When is a DIRTY bathroom a broken window? This question could determine your success or failure. Answer that question correctly-and use that answer as a beacon-and your business could dominate its competition indefinitely. Ignore the answer, and you will soon condemn your business to failure.
The “broken windows” theory was first put forth by criminologists James Q. Wilson
And George L. Kelling, concentrating on petty criminal acts like graffiti, purse snatching, or jay walking, and how they can lead to bigger crimes such as murder. Something as small as a broken window sends a signal to those who pass by every day. That means more serious infractions – theft, defacement, violent crime- might be condoned in this area.
If a window in a building is broken and left un-repaired, all other windows will soon be broken because people perceive that the owner of this building and community around it don’t care if this window is broken: They have given up; anarchy reigns here. Do as you will, because nobody cares.
Broken Windows in Business:
That same theory applies to the world of business. If the restroom is out of toilet paper, it signals that management isn’t paying attention to the needs of its people. Perceptions are a vital part of every business, and if a retailer, service provider, or company sends signals that its approach is lackadaisical, its methods halfhearted, and its execution indifferent, the business could suffer severe- and in some cases, irreparable- losses.
When broken windows are ignored, fatal consequences can result. Small things
make a huge difference. We all bear some responsibility to stand up for what we want and have every right to expect from a company to which we give our hard-earned money.
In a Capitalist Society, we assume that a company will do its best to fulfill the desires of its customers. If the company sees sales slipping but doesn’t have data from consumers as to what made them decrease their spending, the company will not know what to fix. Still, businesses that don’t notice and repair their broken windows should not simply be forgiven because their consumers don’t make a fuss. Leaders are responsible to tend their own house- and the time to repair broken windows is the minute they occur.
Prevent Broken Windows: Broken Windows are everywhere, except at the best businesses. I invite you take the Broken Windows for Business Pledge. It’s a serious statement outlining the tenets of the broken windows for business theory:
I hereby pledge that:
•I will pay attention to every detail.
•I will correct any broken windows I find in my business, and I will do so
immediately, with no hesitation.
•I will screen, hire, train and supervise my people to notice and correct broken
windows as soon as possible.
•I will treat each customer like the only customer my business has. I will be on
constant vigil for signs of Broken Windows Hubris and never assume my business is
invulnerable.
•I will mystery shop my own business to discover broken windows.
•I will make sure every customer who encounters my business is met with courtesy,
efficiency and a smile.
•I will exceed customer expectations.
•I will make a positive first impression and assume that every impression is a first
impression.
•I will make sure that my online and telephone customer service reps solve a
customer’s problem perfectly the first time.
•I will be obsessive and compulsive when it comes to my business.
If you live up to the promises in the pledge and make them second nature, you will discover your business- and your life-running more smoothly than ever before. You will never look at a broken window-or an unbroken one-the same way again.
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