Customer Service

Turbo-Charging Transformation & Performance Improvement

Turbo-charger www.123rf.com_37618271_sIt is encouraging to know that employee ownership is becoming increasingly popular and more widespread. According to Chief Executive Magazine the number of worker-owned businesses in the US is growing around 6% per year and such businesses now account for 12% of the private sector workforce. Apparently, this is due to initiatives “to empower their workforce employees by selling their stock to an ESOP or similar worker-owned arrangement” and/or “from founders wishing to reward employees while cashing out of their business.”   

Yet, notwithstanding such developments, difficulties remain. The article identifies 2 major dilemmas:

  1. Private companies lack the public trading capability that listed companies use to motivate employees;
  2. Governance “challenges” if subsequent owners are unwilling to continue running the business.

Then, presumably as solutions to these dilemmas, the article offers two case studies. The first describes the transformation effected by a shared compensation system at Johnsonville Sausages; and the second reveals how, over 30 years,  Burns and McDonnell, grew from 600 to 5,500 employees (816%) and increased revenues from $40 million to $2.6 billion (6400%) as the result of an ESOP (Employee Share Ownership Plan.) Then, despite this example of extraordinary growth that most organisations can only dream about, the article simply concludes by identifying the upside and downside of ESOPs. So let me add to the subject.

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No Mas! It’s Time to Make a Stand!

No More 123rf.com_23101498_sYou could count all the words of Spanish I know on one hand, but “No Mas!” is a phrase I remember well (thanks to an historical boxing match last century.)  But it took on a new relevance this past week.

This stemmed from a TED talk, “How to Save the World (or at Least Yourself) from Bad Meetings” in which David Grady coins the phrase “Mindless Acceptance Syndrome” or “MAS.” As you might expect from the talk title, he is referring here to an unthinking acceptance of attendance at meetings, something he definitely sees as needing to stop.  If, like most people, your life is plagued by meetings, you will find it worth the less than 7 minutes investment of your time.  For me, though, it had a deeper significance than just meetings.

There were two primary, ultimately inextricably linked, reasons for this.

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Human Governance: Golden Rule or Platinum?


Weighing things up 123rf.com_17770089_s
Last week I wrote about The Golden and Platinum Rules in the context of Customer Experience. Today I want to discuss them in the broader context of human relations before, once again, narrowing the perspective and looking specifically at their role in the workplace. But, first let’s ensure a common starting point.

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Customer Experience: Golden Rule or Platinum

For some time now, I have been aware of the Platinum Rule. I have, however, remained sceptical and largely ignored it. After all, the Golden Rule has worked for the human race for millennia and underpinned much of what has been good. I don’t see how it can suddenly become invalid. But that is not enough: it is simply resistance to change. Finding out whether my doubts are justified requires a closer look.

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A Better Way than Worker Cooperatives and ESOPs

I have recently noticed a spate of material on the subject of worker cooperatives. The most interesting was the Forbes article “For Some, Worker Cooperatives Emerge As An Alternative To ESOPs” which made me wonder if worker cooperatives were a new trend.  If so, it certainly provides food for thought.  

The article suggests that worker cooperatives are a result of changing demographics and a means of addressing the disruptive effects of generational change. Perhaps, but their providing a solution for only “some” implies that ESOPs (Employee Share Ownership Programmes) are the only other option. While history certainly entitles both to be options, being the only two suggests rather limited thinking. After all, both have their shortcomings, which – at the very least – warrants exploring other possibilities.  

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The Power of Remarkable

Outstanding 123rf_10470826_sIt could hardly have been better timed. After writing last week about achieving the remarkable, I received a newsletter from Charles Bennett, Partner and Thought Leader at The Focus Group, illustrating what achieving the remarkable means when it comes to customer service. In it he tells a powerful story from his experience. Like any good story it inspires and demands retelling, so it is with great pleasure that I share it with you. Here it is in Charles’ own words, exactly as I received it.

 

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Achieving the Remarkable

Remarkable 123RF 48999371_sLike millions of people all around the world, I have been enjoying the spectacle of the Olympic Games. Watching top performers at the peak of their abilities is always good but the Olympics are special. They offer a unique combination of competition and camaraderie that creates a WOW! that uplifts athlete and spectator alike.

There can be no doubt about the intensity of the competition. Every athlete is striving to stretch beyond anything they have ever achieved before and prepared to endure massive physical discomfort in the process, which is what makes it such compelling viewing.  Nevertheless, the competition somehow still, ultimately, seems to become secondary. Goodwill and good sportsmanship is manifested in a way it isn’t in any other sporting arena.

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How to Effectively Align Your Performance and Rewards

As someone who aims to be an effective organisational leader, do your ever wonder why you have a performance related pay/incentive remuneration scheme? Certainly, if you are one of the nearly 15 million people who have watched "The Surprising Truth About What Motivates Us"  that is a question you ought to have been asking yourself. Or is it something you haven’t dared asked yourself, simply because performance related pay is virtually ubiquitous? When nearly every organisation – regardless of type or nature of business – has such a scheme, you would be bucking the trend and possibly damaging your employer brand if you didn’t.  

If that is the case there are still a number of criteria that you should be looking at to ensure that you have performance measures and remuneration and reward structures that optimise organisational performance. When it comes to effective performance measures and rewards you naturally need to ask yourself 3 questions.

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What Is The Future of Work?

With 3 in 10 jobs in the US held by the self-employed and their sub-contractors there is no doubt that the workplace is changing. (Source)  It is hardly surprising then that 2 out of 5 (40%) of people around the world believe that traditional employment “won’t be around in the future.” Thus the most recent issue of Management Today with its feature section on “The Future of Work” makes for interesting reading.

Some of the key points it makes warrant highlighting and further comment.

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Mastering Change

Cameleon - symbol of natural change 123rf.com 15265487_sChange is not an unnatural phenomenon. On the contrary, it is entirely natural. Life is all about change. Evolution itself is a process of continuous change. Our emergence from primordial mud reveals a permanent push for progress, and, for humans as a species, that drive persists. Continuous improvement is not the organisational phenomenon that we have come to associate with the term. It is the fundamental law of life. It permeates everything we do.

So why do we have so much trouble dealing with change?

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