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A new "model" for customer retention! Leading relationships simultaneously between service providers and customers, collaborative teams, as well as their fellow team members. Demonstrating intentions and customer dialogue throughout the enterprise and its partners. The model is a do-it-yourself process which shows you how-to work backwards beginning with daily operations to build conditions of understanding, awareness, and ownership for service groups/teams. Working with enterprises large and small with a unique practice and process for "leading relationships" and "demonstrating intentions" -- important soft skills for frontline managers. The primary cost is time and attention, allowing everyone to demonstrate their passion and pride. © 2003 George Reavis - george@thankingcustomers.com
Our website connects the virtual books, workshops, classes, and coaching. Providing support and a real time how-to "Propel Frontline Leaders"©. A great career skill or enterprise tool, you may choose one or several tools to prototype your practice. Our big idea? As simple as an "asking process" (ninety-five percent non-verbal) to build long-term customer focus, learning, and commitments from everyone. A user-centered, back-to-basics leadership activity for the soft skills or people part of the enterprise. Give frontline managers a tool and career skill for leading the "people" part of the enterprise. All enterprises manage relationships. What is needed are more ways to lead relationships. An enterprise tool and career skill to compliment what you are already doing by aligning leadership throughout the enterprise and transforming managers into leaders at all levels. As a frontline manager/team leader, learn a new career skill to help if you sometimes feel caught-in-the-middle! Between accountability for daily managerial activities (programs, procedure, and policies) and responsibility to develop and motivate those you lead it can be stressful. We have a simple solution! Our "Propel Frontline Leaders" e-Handbook" will give you a career skill to help keep your job enjoyable and maintain long-term operational results without changing a single thing you are doing now! An enterprise tool for senior managers to maintain customer focus, results and understanding in daily operations! Our "Team Leadership Practice e-Workshop" is action to transform managers into leaders - without changing a single thing they are doing now. Perfect for a prototype and single team trial and the people part of the enterprise. A best practice with a forty year track record, connect with customers by building a dialogue for long-term customer focus, learning, and commitments. Experience TQL (Total Quality Leadership) a. complimentary process to provide follow-through and long-term results for existing systems, programs, and procedures.
Build a secondary asking process on the frontlines of daily operations for the express purpose of giving managers a tool and skill for getting everyone involved, participating, self-motivated, learning, focused, and committed. Our practice offers six-steps to initiate a frontline leadership activity for anyone who wants to lead and manage simultaneously. Leading relationships to provide follow-through and continuity for existing managerial activities. Managing relationships currently provides for each of these areas separately with Customer Service, Teamwork, Collaboration programs. "Asking to lead relationships for continuous customer dialogue"
Why is it needed? Managers often feel caught-in-the-middle between executing the systems/programs of the enterprise and being accountable simultaneously for the actions/participation of their team members. As enterprises become horizontal and manage to empower the frontlines this feeling becomes more significant as command and control leadership styles no longer are effective for the long-term.
Actually it is an old idea brought back new! Born in the entrepreneurial spirit of a century ago when frontline teams were a part of a continuous dialogue between themselves, customers, and even collaborative teams who helped them provide products and/or services to customers. A "best practice" with a forty plus year track record of growth. Our research indicates a significant reason for the success of large enterprises who were started by entrepreneurs resulted in part by continuing this dialogue as part of the ethic in daily operations. Some of these "people" enterprises were Disney (Walt Disney), IBM (Thomas J. Watson), Wal-Mart (Sam Walton), McDonalds (Ray Kroc) - all in different industries.
What is the Missing Link? Discover the 'Holy Grail' of leadership for frontline operations -- as simple as a process of "asking"! Working backwards to create follow-through and continuity for our current programs and procedures without changing a single thing you are doing now. What separates our site and practice
from other leadership forums? Leading relationships to compliment,
not change, your current managerial actions. Building
a secondary asking process, one for the frontlines of daily
operations, is the only way to maintain long-term focus, learning, and
commitments. The
reason the asking process is so important is one of basic human nature in
that while feedback may provide support for learning, it is the asking
process that initiates as well as continues all learning throughout ones
lifetime -- when you ask the question you then own the answer.
© 2003 George Reavis - george@thankingcustomers.com . |
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