11 Key Leadership and Customer Experience Mantras

This week I am attending the IQPC Customer Experience Management Conference in Sydney. I was fortunate enough to be invited to be a guest speaker during the Focus Day on Monday and presented on the subject of ‘Building Customer Experience Frameworks From The Inside Out’. The comments and quotes highlight some of my key themes and concepts that I feel are most important when developing a Customer Experience philosophy and strategy: Unless your business sees Customer Experience as a culture, not a tool, then your customers will feel the pain of what is not being provided by your customer-facing employees. Leaders should create a culture of employee engagement, empowerment and buy-in that ensures your customers benefit. When we get our leadership mantra right…our employees care about their roles and our customers ‘feel’ the difference. The so-called soft-skills that differentiate management from leadership are most commonly the key to driving the change in our employees that we are looking for. Leadership is not a tick-the-box exercise. Effective leadership, relationship-building, coaching, connecting, understanding employee motivations, empowerment are all possible – but they take considerable strategy, Read more about 11 Key Leadership and Customer Experience Mantras[…]

Developing and Empowering Leaders – Richard Branson (Part 2)

Richard Branson recently stated that coaching senior managers can be difficult for various reasons, not the least of which is the difficulty in finding an uninterrupted period of time to conduct and review. In Part 1 I noted the first three guidelines Richard Branson highlighted in a recent article in the Business Review Weekly magazine titled, 7 Rules For Managers, focusing on effective leadership, coaching and empowering leaders.This post concludes the guidelines, consisting of the final four points. Who’s In Charge? It’s Up To You? A good manager provides clear roles for members of his team, which enables everyone to get on with the job of running the business. Once you’ve made these choices, do not micromanage. If you make a habit of diving in and changing a major project’s direction or otherwise intervening, your employees will learn to be dependent on you, and they will not reach their full potential. CoachStation Thoughts: Setting key objectives for yourself, your team and business is important to ensure a focus on the aims and strategy is maintained. Providing context and standards allows Read more about Developing and Empowering Leaders – Richard Branson (Part 2)[…]

Developing and Empowering Leaders – Richard Branson (Part 1)

Richard Branson recently stated that coaching senior managers can be difficult for various reasons, not the least of which is the difficulty in finding an uninterrupted period of time to conduct and review. Branson and his senior leaders spend time together each year at his home on Necker Island to discuss the opportunities and challenges the Virgin business group and leaders currently face. I am certain this is a great opportunity to solve the business issues, share and learn from each other, however equally sure this is only part of the development story for individuals and future of the Virgin group and other companies in general. Sharing and learning from others is one aspect of coaching and leadership development, however knowing something or having additional information about a situation or about oneself does not equate to a change in behaviour or enhanced skill in application. The purpose of this blog is to draw upon and respond to a set of guidelines Richard Branson highlighted in a recent article in the Business Review Weekly magazine titled, 7 Rules For Managers, focusing Read more about Developing and Empowering Leaders – Richard Branson (Part 1)[…]

CoachStation: Coaching and Leadership

Leadership Credibility: The Right To Lead?

A few questions that I have been recently pondering. How do you know that you have leadership credentials? What gives us the right to lead others? How do we know if our leadership is effective – how is leadership development success measured?   I had a coffee last week with Steve, someone who I was meeting with for the first time. Overall the meeting went well and we discussed many thoughts, concepts, real-life scenarios and philosophies regarding work culture and leadership. We covered background information and work history, along with discussion about values and motivations. Overall, it was a fantastic discussion and I felt a natural level of affiliation with Steve as we held many similar views. During our chat though, he asked a great question. Considering my passion for leadership development it is a great point – possibly the most relevant question to be asked and it is something that I have thought about since. What qualifications or credentials do I have that allow me to focus on leadership development? I explained that I have formal qualifications and regularly Read more about Leadership Credibility: The Right To Lead?[…]

Strategic Thinking and Leadership

Do you truly understand the difference between strategic and tactical thinking and application? If so, do you understand enough about the similarities and differences to create aligned goals, apply meaningful actions and ensure that one leads effortlessly to the other? Many a plan or process has failed due to a lack of clear direction and early identification of the problem to be solved, leading to a poor concept of the strategies required. The subject of strategy is vast and complex. This blog highlights that there is power in understanding what strategic thinking is and its necessary alignment to the tactical tasks and practical choices we make every day. In this instance, a useful definition of strategy is, “A word of military origin (which) refers to a plan of action designed to achieve a particular goal. In military usage strategy is distinct from tactics, which are concerned with the conduct of an engagement, while strategy is concerned with how different engagements are linked” (1). This is a relevant point – although business is obviously different to the military, the context of Read more about Strategic Thinking and Leadership[…]

Expectation Setting – Who Cares?

Does an employee have the right to clear expectations? Or, is it the employee’s responsibility to ask if they are unclear about any aspect of their role. As leader’s should we just expect that the clarity and details will come in time – it’s not like there is an expectation of high performance on day 1..or day 10..or day…? Or, is there never an expectation of high performance? There should be! Earlier this week I read a blog on the Leaders Beacon website (thanks Colleen Sharen) providing insight into expectation setting. It got me thinking. How well do we as leaders really set clear expectations? Do we induct our new employees effectively? Is this even on the radar of leaders or central to business planning and strategy? Do we consider business requirements, measurement and regularly review these aspects for our longer-tenured team member’s? Fair questions for leaders…not so great a reality. Expectation setting is more than providing a broad brush-stroke of requirements as highlighted in a position description document. It is also not simply a high-level group of role requirements that Read more about Expectation Setting – Who Cares?[…]

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