Monthly Archives: March 2012

Info Exchange – The Power of Professionalism

Welcome to the Loyalty Factor Information Exchange, a bi-weekly service providing summaries of major publications and books on various management and customer relationship topics. 

 Loyalty Factor has been instrumental in helping companies:

  • Increase Customer Satisfaction by 20 – 33%
  • Increase Revenues by 50% in 18 months
  • Increase Manufacturing Production by 200% in 18 months
  • Simplifying mergers and acquisitions

Our information exchange this week highlights the book, “The Power of Professionalism: The Seven Mind-Sets That Drive Performance and Build Trust” by Bill Wierma.

The Power of Professionalism

When only 17 percent of employees believe their leaders have the organization’s best interests at heart… When only 18 percent of Americans trust lawyers completely … When the Google search “Has U.S. business lost its way?” yields 159 million hits … Something is very, very wrong. Is it any wonder that cynicism is at an all-time high and trust at an all-time low?

 

The solution according to the authors is professionalism. They state professional ideals build trust. And trust is the foundation for both personal and organizational success. With trust, people tend to be more confident, proactive and hopeful. Without trust, people tend to be more skeptical, withdrawn and pessimistic.

 

In The Power of Professionalism, Wiersma outlines the seven mind-sets of trusted professionals.

 

1. Deliver results. Equal importance should be given to delivering the right results in the right way AND to sustainable outcomes.

 

2. Realize (and act like) they’re part of something bigger than themselvesmeaning they put the interests of the organization (a client) ahead of their own.

 

3. Know things get better when they get better. The result they are continually learning and growing personally and professionally.

 

4. Hold themselves to exacting standards:

  • Have a personalized core set of values
  • Do what’s right over what’s expedient
  • Stay focused and avoid pointless drama

 5. Practice Personal Integrity:

  • Authenticity and honesty
  • Delivering on one’s commitments (both explicit and implicit)
  • Refusing to violate the trust others have extended to them

 6. Aspire to Emotional Consistency.

  • Respect when it’s difficult to be respectful.
  • Maintain objectivity.
  • Manage their egos.

 7. Reveal value in others meaning being comfortable in one’s own skin and not threatened by others.

 

Understanding the importance of trust is one thing: building it is quite another.

 

Professionals build trust!

Authentic Leadership

 

According to Bill George who wrote the book True North, authentic leaders not only inspire those around them, they empower people to step up and lead. The authentic leader brings people together around a shared purpose and empowers them to step up and lead authentically in order to create value for all stakeholders.

 

The journey to Authentic Leadership is:

 

  • Self Awareness
  • Values and Principles
  • Motivation
  • Integrated Life
  • Knowing your Authentic Self

 

Self Awareness: When you know yourself, you can find the passion that motivates you, and the purpose of your leadership. Leaders who know themselves well become comfortable in their own skin, act consistently in different situations and gain the trust of others.

 

Values and Principles: Being centered on your values is not easy, but it is essential to true leadership. When you have a clear understanding of your values and their relative importance, you can establish the principles by which you intend to lead.

 

Motivation: There are two types of motivation: extrinsic and intrinsic. Extrinsic motivations are measured by the outside world, and include winning athletic competitions or making money.

 

Intrinsic on the other hand stem from a personal sense of meaning of ones life. This can include personal growth, helping other people develop, and making a difference in this world. As individuals grow in their leadership capabilities, they tend to pursue roles that are in tune with helping others and making a difference.

 

Integrated Life: Authentic leaders are constantly aware of the importance of staying grounded: spending time with family, close friends, getting physical exercise, practicing spirituality, and doing community service.

 

In our next installment we’ll explore more of the center item – Knowing Your Authentic Self.

  

Dianne Durkin is president and founder of Loyalty Factor, a specialized consulting and training company that enhances employee, customer and brand loyalty for some of the nation’s most prominent corporations and many smaller businesses. Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people.  www.loyaltyfactor.com

Info Exchange – Change the Culture, Change the Game

Welcome to the Loyalty Factor Information Exchange, a bi-weekly service providing summaries of major publications and books on various management and customer relationship topics. 

 
Loyalty Factor has been instrumental in helping companies:

  • Increase Customer Satisfaction by 20 – 33%
  • Increase Revenues by 50% in 18 months
  • Increase Manufacturing Production by 200% in 18 months

Our information exchange this week highlights the book, “Change the Culture, Change the Game: The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results” by Roger Connors and Tom Smith.

 

Mastering the ability to accelerate culture change is an essential core competency for every leader who wants to keep his or her organization competitive and focused. Organizational culture is defined as the way people think and act. 

For the change process to have maximum effectiveness, accountability is key. With accountability, people at every level of the organization embrace their role in facilitating the change and demonstrate the ownership needed for making true progress, both for themselves and their organization.

In this book the authors state “Beliefs about how work should get done affects what people do.” They outline three essential change components:

  • Experiences which foster beliefs
  • Beliefs which influence actions
  • Actions which product results 

According to the authors, if you:

  • Change people’s beliefs about how they should do their daily work,
  • Help them adopt the new beliefs you want them to hold,
  • You will produce the actions you want them to take! 

Effective leaders understand that beliefs drive people’s actions in the organization. When people see leaders reinforcing beliefs, everyone gets the message that “I ought to be doing that too,” which directly affects culture change.

To enroll an entire organization in change the authors state:

  1. Start with accountability – clearly define results.
  2. Get people ready for the change – Describe the process.
  3. Begin with the top and then proceed to enact teams.
  4. Engage and Involve Individuals – when people are co-creators of the culture it will be easier to implement. 

In summary:

  • Experience fosters beliefs
  • Beliefs influence actions
  • Actions produce results

 

Traits of Outstanding Leaders

Great Leaders Move People: Powerfully, Passionately, and Purposefully.


According to a global study conducted by the Harvard Business Review, only 15% of companies in North America andAsiabelieve they have enough qualified successors for key positions. The picture is slightly better inEurope, but even so, fewer than 30% of European companies felt confident about the quality and amount of talent in their pipelines.

 

In regions where companies are focused on growth strategies or emerging markets, they found the supply of experience managers is even more limited. This shortage is expected to continue for another two years. It is therefore critical for companies to develop their future leaders. Developing leadership  skills will make the difference in creating very successful and very profitable companies.

 

There are a number of traits of outstanding  leaders and it would be difficult to highlight all of them. I categorize them in five primary areas: 

Sets the Challenge

•  Creates and communicates a vision or goal that compels others

Engages People in the Possibilities

•  Speaks to the possibilities in a clear and concise fashion

Creates Trust

•  Encourages others to take risks through honesty, integrity, openness and reliability

Distributes Power

•  Values innovation

Celebrates Successes

•  Recognizes performance, rewards results

 

Ideally, through these behaviors a leader helps others be the best they can be.

 

Dianne Durkin is president and founder of Loyalty Factor, a specialized consulting and training company that enhances employee, customer and brand loyalty for some of the nation’s most prominent corporations and many smaller businesses. Dianne’s proven expertise lies in helping companies quickly get to the core issues and outlining their impact on the organization’s profits, productivity and people.  www.loyaltyfactor.com