The practice creates a secondary asking and thanking process at the frontlines  which consists of actions more than words.  The primary purpose is not to get additional feedback (although that may happen as well) as much as it is to use the process to lead the activities of long-term customer focus, learning, and commitments for everyone in daily operations.  This is accomplished through maintaining everyone's attention, self-motivation, involvement, and appreciation.  Moving everyone (associates, partners and customers) towards full engagement--involved with their hearts and minds.

The pyramid shows the foundations needed to achieve long-term results or continuous improvement.  A blueprint for leading accountability and the alignment of culture and results.

Keys:

*  Working backwards to lead a foundation in daily operations (Experiences, Beliefs, Actions, and Results)

*   Relationships or the 'people' part of the enterprise which can be led by frontline activities.  Frontline managers building and maintaining relationships for Teamwork, Customer Service, and Collaboration--simultaneously!

1)  Lead Workplace Experiences  (Working backwards from the bottom of the pyramid or the frontlines of daily operations)

Asking & Thanking Processes (95% non-verbal)

"Propel Frontline Leaders" - a team leadership practice for building relationships in three areas simultaneously:

1. Between associates and customers (Customer Service)

2. Between associates themselves (Teamwork)

3. Between associates and partners both internal and external to the enterprise (Collaboration)

Build Soft Skills -  Dialogue, Celebration, Enthusiasm, Pride, Empowerment, Enjoyment, Sharing, Acceptance, Reflection, Perception, Anticipation, Trust, Appreciation, Inspiration, Passion and Culture

2)  Foster Beliefs

Leading Workplace Relationships to compliment and continue the Management of Relationships (CRL for CRM)

Create Conditions for 

1. Awareness, 

2. Understanding, and 

3. Ownership

3)  Practice Actions

Leadership activities for follow-through and continuation with the "people" part of the enterprise. 

• Practice Cycle

  • "Asking" process, set of actions, for learning

  • "Thanking" process, set of actions, for recognition

• Customer Retention Model

• Customer Recruitment Model

Self-motivation, Involvement, Intentions, Question, Communications, Cooperation, Participation, Recognition, Accountability and Attention

4)  Celebrate Results

• Increase customer retention and loyalty by:  

  • a)  keeping all associates focused, learning, and committed to customers

  • b) complimenting existing frontline managerial activities with leadership activities

• Larger customer base increases top-line (sales) to support bottom-line (controls).  

• Aligns leadership by taking the "what" needs to be done, from senior management, and asking "how" to get it done in daily operations.  

• Lead long-term results with a tool for frontline managers to use "ends" as their "means".  (i.e. - use an enterprise program for Customer Service to lead Service as an activity and aim it towards customers)

Customer Retention & Loyalty through Building Long-term Customer: 

1. Focus, 

2. Learning, and 

3. Commitments

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© George Reavis - george@thankingcustomers.com

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