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When Your Employees Put the Customer First

Picture this, a client comes into your store and the employee who assists the customer is doing whatever they can to make sure that that customer’s needs are met before anything else.

Businesses are beginning to reopen, many with safety guidelines, and the employee interacts with your customer with an attitude of pride and enthusiasm. The customer and the employee engage in everyday light banter and at some point, the customer says to the employee, “You seem to really like working here”. The employee responds, “Yeah, I really do. I love this job”.

“Why is that?”, the customer asks. “Well, they always make me feel like they value my opinion and appreciate what I do. I’ve made suggestions that they’ve listened to and sometimes they’ve even used them. Last year I had some unexpected things happen in my family and I really needed to take time off, and they were so willing to work with me and be flexible. It was such a stressful time and I’ll never forget how much I appreciate that they made it a little bit easier for me”. “So, do you think you’ll stay here for a while”, the customer asks. “Yeah, I really do”, says your employee. “They have a couple programs here, that I’d really like to take advantage of, that I think will make my career better. And I know that even if I don’t promote here, which I probably will, I’ll still be able to take those skills somewhere else. And they know that, and it doesn’t bother them at all”.

Fantasy? Not at all. This kind of work environment can, and does, exist. When you create a great company culture for your employees, and you put them first a natural segue of that is that your employees will put your customers first. Happy customers are your best advertisers.

You’ve probably seen the flip side. It really doesn’t take a lot for negative messages to get spread.  You do have to work that much harder for positive ones. People ask each other for recommendations every single day. There are web sites devoted to referrals. The goal is for your company to be the one that’s top of mind – because its good.

All of the things the employee told the customer they love about their job, and many more are elements weaved within our Company Culture Workshop. This engaging workshop helps you, and your employees, reveal what is, and what is not, happening at your organization. There’s never any pressure, or embarrassment, because what happens in the game is purely hypothetical. It’s about an imaginary company. The workshop opens up  dialogue and conversation. This helps you hear from your employees what they really feel and what they want from your organization. 

The single goal of the workshop is to help you create, or improve, a great company culture. The outcomes are ready-to-go initiatives created collaboratively by all the members of your organization.

A survey done by Columbia University shows that organizations with great cultures have turnover of only 13.9%.  That’s excellent news and something to strive for or beat.

“Company Culture” is sometimes tossed around casually in conversation, taking away the depth and importance of the words. Company Culture is a widely shared set of values and beliefs that are shared within an organization.  Like a singular “personality”. 

Any forward-thinking leader will know that company culture is not only the backbone of a business that inspires putting the customer first, but also the key source of empowerment that will help their people grow and thrive. That’s what we call having Traction not Transaction™.

We Are Nothing if We Don't Learn to Adjust

We are nothing if we don’t learn to adjust.  And the time to do it is now.

In January 2020 I booked a leadership speaking engagement with an organization to be facilitated this late spring.  Then the world found itself in COVID19 lockdown and we are stuck in its grips for an undetermined length of time.

I offered to provide the same presentation only it would be virtually instead of in-person.  “No”, they said in an email. “We only have in-person presentations.”

I responded that if they are going to train leaders to lead in tough times, whatever they may be, we have to be the ones to set the example ourselves.  If they plan to have presentations by people who can only do them in-person, and expect them to do them well, they may be surprised.

I’ve been doing presentations virtually and for on-demand recordings for years. This isn’t new to me and I’m happy to adjust to my client’s needs.  The particular presentation we were discussing was to be my Company Culture workshop – with a board game no less!

Shortly after COVID19 was a reality here in the United States I knew I needed to go virtual with my board game to have a second option for my clients.  At this writing the virtual version is in development, and would not be ready in time for this particular group. 

I was not about to let that deter me.  I set up a two-camera Zoom.  One camera, my desktop’s web cam, focusing down on the game board and the other, via my laptop on me. 

I played the game as if I was all six players and my attendees followed along with 8 x 11 printouts of the board, so they could have some semblance of the hands-on activity and still interact with me.

You know what happened? The leaders in the group understood I was pinch-hitting the best I could under the circumstances and they still had a full workshop and the game playing experience.  Of course, it wasn’t quite the same.  It still worked.  They were evolved enough to adapt.  Which is exactly what successful business leaders do.

I’m honored to have had a front row seat to them standing up, brushing the dust off and saying, “Bring on the next challenge!”  The time is now to re-engage with your employees.

We’re here to help you make that adjustment. Need to brainstorm how? 

 

 

What is Your Company Culture Going to be After COVID19?

Apr. 20, 2020 by Stephanie Angelo, SPHR, SHRM-SCP

It’s not easy to imagine what the world might look like after COVID19. While the virus will pass, unemployment is rising, and questions remain about the economy. And then there’s the inevitable strain and stress that will come with returning to the workplace.

Sure, some employees will return with a renewed sense of drive and purpose. However, not everyone will be happy, and some workers might even feel resentful that you let them go. Maybe you have similar concerns about the future of your business?

The truth is, nobody knows how this situation will play out, and this is exactly why forward-thinking leaders are using this time to plan ahead and rebuild their company culture.

Why Company Culture is the Key Enabler Post COVID19

In a recent survey, the National Small Business Association stated that more than 35% of small business owners are worried about the financial security of their business. It’s true, many business owners are likely stressed about letting staff go these past couple of months. Most businesses are also struggling to pay wages, while uninspiring forecasts bring little more than anxiety and pain to an already troubled balance sheet.

But what’s this got to do with company culture?

Well, employees tend to work better when their values and needs are aligned with those in the workplace. Establishing a great company culture helps create an environment in which employees can feel this way about their work. Company culture is also the birthplace of productivity and the source of “belonging” that coworkers feel between one another. And when employees are tasked with keeping things fresh or coming up with innovative ideas, it’s the company culture that brings and holds everything together.

Moral of the story: Company culture is the key enabler for a greater sense of togetherness and an increase in productivity and profit in the workplace.

About Using Company Culture to Thrive Post-COVID19

Employers need to think about what they are going to do when they bring people back to the workplace. Whether this refers to existing staff or new employees, it’s important to realize that things have changed, and it will never be “business as usual” again. In many ways, we might even compare this situation to 9/11 and how those attacks not only heightened the need for surveillance but also changed airport security forever. For this reason, a progressive mindset will be needed in the wake of COVID19 and creating a good company culture can help employees navigate and thrive during the uncertain times ahead.

Creating a company culture is also not as formal as it may sound and something that can inject enthusiasm into the workplace. For instance, I recently developed a board game that is part of a company culture workshop I run. You can participate in these workshops in person or online, and the board game is all about creating a company culture that helps your people thrive. This game is friendly, fun competition that prompts safe conversation. It gets everyone talking about new ideas in a positive environment and creating programs that will make your company a great place to work.

Final Thoughts

“Company Culture” is sometimes bandied about and used as a buzzword which can detract somewhat from the meaning. However, any forward-thinking leader will know that company culture is not only the backbone of a business but also the key enabler that will help their people grow and thrive long after COVID19.

Transparency: Active Awareness

By Stephanie Angelo, High Stakes Mastermind Groups and Roger Wolkoff, All About Authenticity 

 

“Can I share something with you?”

“I need to get this off my chest.”

“I need to tell you something I can’t tell anyone else.”

Depending on the context of the situation, and your personality, these questions can be either innocuous or terrifying. Let’s say it’s your closest friend and it’s just the two of you sitting in a private corner of your favorite bistro. In this case, you may think the questions are on the harmless side.

Now imagine that the person asking the question is a co-worker and it’s just the two of you on your way to a meeting. Re-read the questions in this context and note how you react, paying attention to your feelings. Startling? Awkward? Uncomfortable?

Context Matters

The concept of transparency is at the heart of each of the questions. We face conversations and situations involving some degree of transparency every day. The issue is, then, what level of transparency is appropriate, and when?

We find at the two ends of the transparency spectrum complete closure and total openness. Some people are open books, while others remain complete mysteries. And everything in between. Therefore, transparency may be straightforward on the one hand and more demanding on the other.

Which leads us to time and place; when and where transparency is appropriate. Let’s focus on the scenario that involves work and co-workers.

The Nature of Work and Transparency

Much writing exists about transparency character traits and leadership, particularly at work. Research tells us that “…trust must be mutual and reciprocal” (Bandsuch, Pate, Thies – 2008). Where does that leave us in today’s workplace? First, communication is critical. Although we seemingly drown in an ever-flowing river of words and information, words matter. How we use them matters more.

But where do we draw the line when it comes to being transparent in the workplace? There is an appropriate amount of information which is necessary for us to do our work as well as build trust with colleagues.

What happens when we cross the line? Many of us are familiar with the acronym TMI – too much information. You likely have experienced someone holding up their hand to stifle the conversation when they have heard more than they are comfortable hearing.

What’s Considered Inappropriate

There is such a thing as too much transparency. We tend to think of this as over-sharing. Co-author Roger worked with a colleague, Sandy, who had issues with boundaries, especially with what information was appropriate to share. Sandy shared heart-wrenching personal stories in work meetings and hallway conversations. They were stories best saved for a close friend, or in some cases, a counselor’s office.

One-on-one conversations with Sandy not to share her personal stories in open work forums were not successful. She insisted that she was being transparent. She believed it was in the scope of acceptable behavior to tell what she felt where transparency stories, even though she received explicit requests not to. She thought she was connecting and “letting others in.”

Instead of building bridges, Sandy burned them. She misunderstood the concept of transparency and failed to consider personal boundaries. She did more harm than good. Her actions came at a cost to her health and work relationships.

What’s Considered Appropriate

Consider this situation and the role transparency plays. Let’s say that you and others belong to a group and that group has a facilitator.  There is an expectation that you and your fellow participants foster a culture of trust and transparency over time. It is the facilitator’s purpose to guide the group’s conversation and control the flow of ideas.

One more caveat: the facilitator is not obligated to share information about himself or herself. The facilitator administers the rules and guidelines of how the group operates. And it’s not necessarily their role to agree or disagree with a participant’s opinion.

There are two strong dynamics at play in this situation: boundaries and context. It’s natural in many cases for a facilitator to have personal role-based rules within the group. When you have a group that agrees to be transparent (like a Mastermind) and a facilitator whose role it is to abide by a different type of transparency, the participants and facilitator must agree to group boundaries and expectations.

Calls to Action
  • One takeaway is to be self-aware about whom you share with and what you share with them. Be selective about what you share, and with whom you are transparent. We don’t advocate non-transparency, rather we encourage selective transparency.
  • Another lesson is to be socially aware. Consider your audience. Whether it’s solely with another person or group of people. Look for signs or cues as you’re talking. Think about the effect what you’re saying has on the person or people in front of you. Also, think about occasionally asking the person or group if they’re comfortable with what you’re sharing. We all have different tolerances for what we consider appropriate and inappropriate information.
  • And lastly, consider time and space. The age-old advice that “there’s a time and a place for everything” holds when it comes to being transparent. Set boundaries. When you find that you’re at a loss for reading a situation, find a trusted friend or adviser to help you navigate these situations.

The Dalai Lama says, “A lack of transparency results in distrust and a deep sense of insecurity.” How true. The key to transparency is awareness.

Stephanie Angelo helps companies attract, train and retain employees with keynotes and training focused on company culture of Traction not Transaction. She facilitates Mastermind Groups for business owners who hunger for collaboration with other business owners to scale their businesses.  For company culture improvement visit www.StephanieAngelo.com  Business owners learn more at www.HighStakesMastermindGroups.com

Roger Wolkoff will help you discover how emotional intelligence paired with authenticity improves communication, ups productivity, and positively influences culture. Visit https://www.rogerwolkoff.com/ to connect with Roger and work with him to help you deliver results and grow your bottom line. Roger is a keynote motivational speaker and author from Madison, Wisconsin.