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(Click on the bright blue links for more information) NOW LEARN HOW-TO LEAD RELATIONSHIPS From Your Desktop!
ThankingCustomers.com "Asking to Lead Relationships in Front-line Operations" "If you give a team member customer feedback, you focus them for a day. If you teach a team member how to "ask" for customer feedback, you focus them for a lifetime!" Would you like to get everyone on your team focused, learning, and committed towards customers in the execution of daily operations? Begin a continuous journey of involvement and participation by leading relationships and recognition - working backwards! Build follow-through for current programs without changing a single thing you are doing now! You can do it yourself - We can help! Every enterprise manages relationships through operational programs but the future belongs to those that can also lead relationships, especially on the frontlines of operations. This is one of the few sites on the web with a 'how-to' activity for leading relationships not only with customers (customer service) but simultaneously with fellow team members (teamwork), and support teams (partners) both internal and external to the enterprise. A user-centered 'best practice' which is perfect for a single team trial or WOW project for any manager or supervisor because you do not change a single operational thing you are doing now! What is the "big idea"? Our first objective is to give front-line managers a tool to provide their team members with the opportunity to participate and take ownership that can only really happen through a continuous process of asking, sharing, and assessing "How are we doing?" Also giving managers a skill to lead relationships to build appreciation, attention, involvement, participation, recognition, relationships, accountability, intentions and communication among team members as well as customers and partnering teams. Not a new idea - but an old idea brought back new! Keeping "high touch" present with hi-tech while keeping all eyes on the operation's ball. The missing link, most daily operational teams share customer feedback and even assess it but do not offer the opportunity to get everyone involved and participate in the actual process of 'asking' - needed for ownership. We do this simply by teaching front-line managers of teams how-to continuously ask (a process) the customer, in real-time, "How are we doing?" Then share and assess the feedback with everyone providing services and products to customers. Our second objective is for the operational team to lead, through the enterprise, by developing an ongoing process to thank customers, recognizing them, and demonstrating their intentions to be partners in meeting customer's needs. Working backwards to develop leadership from the frontlines up. This is accomplished by building the practice through repeating the cycle. The fulcrum of the cycle is thanking customers and asking for feedback. This site is dedicated to helping you decide if your frontline team members have the opportunity to participate in asking the question "How are we doing?" and thus owning the answers or feedback - not changing any existing customer feedback your enterprise is currently getting. Providing the "how-to" for creating a practice which any front-line manager, or team member for that matter, can use as a tool for leading relationships. Get started on a career skill for becoming a relationship "Guide" within your enterprise! At ThankingCustomers.com, our purpose is to help managers (virtually) with a unique leadership activity to compliment their existing managerial activities (free of charge!). It's not as difficult as it sounds! We suggest beginning with a single team trial as it is not necessary to change a single thing you are currently doing operationally or procedurally. An activity for
Customers are the object or "ends" in this process and focus, learning, and commitments are actions or the "means". Developing a user-centered leadership strategy by providing a tool and skill for front-line managers to take action. A "best practice" for leading relationships in daily operations to compliment existing programs for managing them. This becomes a tool for managers to lead their team members needs simultaneously as they manage the results for the enterprise. A skill to deal with the infamous caught-in-the-middle syndrome which is often unavoidable and unanticipated. We have found that the closer you get to the frontlines of an enterprise, the greater the need to for managers to lead and manage at the same time. A "best practice" for front-line teams to build and maintain relationships through learning, focus, and commitments. Creating a tool for leadership actions which compliment present managerial activities. View from a front-line leader's perspective - This week's tip: "Good to Great" by Jim Collins
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© George Reavis - george@thankingcustomers.com |
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