Monthly Archives: July 2015

Touch Points

Portrait of a happy young car mechanic holding wrench with car on hoist in background. Horizontal shot.

This morning on NPR they were talking about car recalls and the impact recalls have on corporate success.  Despite having more than 2.5 million recalled vehicles and only 200,000 repairs thus far, GM has not seen a decline in their stock value.  Really quite remarkable considering there have been 13 deaths associated with this particular recall.

Why aren’t these recalls impacting the bottom-line for car dealerships?  First, corporate pays for the repairs on the vehicles.  Second, each time a customer comes back to the dealership for a recall repair, the service department has another touch point – another chance to make a positive impact with the customer.

Service departments can dazzle the customer with their kindness, honesty, efficiency, customer-centric response.  It is these experiences that will bring the same customer back for oil changes, inspections, minor repairs and HOPEFULLY, the big jobs!

Bad news in business (like that of a recall) can easily be turned into something positive.  Keep the focus on the customer and your customer loyalty might actually increase.

The Environmental Crisis, Part II

How can leaders ensure their business “weathers the storms” of the environmental crisis?  Sustainable operations, coping with a shortage of natural resources and their rising costs will drive the need for innovation, creativity, and change.

The main challenges for business leaders include:

  • Transformational thinking – Strategies, structures, decision making, operations, cultures, processes and procedures must all evolve to minimize environmental impact. Innovation will be necessary on a massive scale.  Creative, strategic and conceptual thinking will be critical leadership skills.
  • Execution – Change initiatives rarely fail at the conception stage; successful execution is what so often eludes organizations. Leaders with a track record in delivering business change will be prized.
  • Visionary Communication – As agents of transformation, leaders will need to inspire employees to strive to achieve the new, sustainable organization. And they will need to spell out with total clarity what it means in practical, everyday terms for individuals’ roles and performance.
  • New forms of collaboration – The intellectual power to deal with climate change will be beyond any one leader or even organization. Collaborations across functions and with external partners will become essential.  Competitors will be forced to come together to find shared solutions.

treemindDianne Durkin, founder of Loyalty Factor, has a plethora of leadership programs to help guide your leaders through this transition.  Contact Loyalty Factor at dmdurkin@loyaltyfactor.com to schedule a personal consultation with Dianne Durkin to receive a free proposal for a leadership program specifically created for your organization.

The Environmental Crisis, Part I

climatechange

 

In Leadership 2030 Georg Vielmetter and Yvonne Sell highlight six megatrends facing businesses as we move into the future.  They believe the megatrend with the most profound impact is the environmental crisis.    The five essential points of the crisis are:

  1. Climate change is real and almost irreversible.
  2. Critical resources are being depleted. Peak oil supply from conventional sources was reached in 2006.  Water shortages are becoming increasingly drastic.  Rare earth minerals – essential to modern technology – are becoming scarcer, more expensive, and more difficult to reach.
  3. The implications for business and leaders are potentially catastrophic. At best, this means drastically reduced margins and at worst, deep global recession and social turmoil.
  4. Carbon footprint moves from social responsibility to the bottom line. Organizations will need to embed environmental awareness into their processes and decision making in order to create a culture and operations that minimize environmental impact.
  5. Leaders will need to think transformationally to achieve this, communicate a clear rationale for such radical change, and ensure that they execute the vision.

How should businesses respond to this environmental crisis?  Leaders will need to create sustainable operations and cope with rising costs of resources that are drying up.

To learn more about the six megatrends facing business leaders today, contact Dianne Durkin today at 603.334.3401 to book her to deliver her newest topic “Transforming your Leadership to Conquer Future Trends”

Change-Friendly Leadership: How to Transform Good Intentions into Great Performance

Most attempts to change fall flat.  Around the world, countless change efforts are underway in all kinds of organizations, spearheaded by leaders with good intentions.  Despite the good intentions, the majority of these programs will fail.  Why?

In Change-Friendly Leadership, Practitioner Dr. Rodger Dean Duncan shows that humanness, approachability and friendliness are necessary, but often overlooked, elements of making change successful.  Effective organizational change requires the active, mindful participation of the people affected by the change.  A Change-Friendly foundation for effectively engaging people’s heads, hearts and hopes is necessary to create lasting change in your organization.

The big deal about change is usually not the strategy, structure, or systems.  The core is feelings.  In the world of human commerce, nothing changes unless and until people’s behaviors change.  And the kind of behavior that results in lasting (sustainable) change must accommodate people’s feelings – feelings that involve trust, confidence, passion and all those things that make us human.

You can rent a man’s back and hands, but you must earn his head and heart.

  • Effective change requires genuinely engaging the brains of the people expected to embrace and even champion the new state of affairs.
  • Effective change requires engaging people’s feelings – not merely making a business case for action, but making a compelling psychological case for action.
  • Effective change requires engaging people’s earnest hopes: their heartfelt aspirations, even their sense of self.

Leading effectively is a challenge under the best of circumstances.  It’s especially so in an environment of change and transition.  In such an atmosphere, people need comfort and confident direction, not a drill sergeant.

 

Guiding principles that can help:

  1. Be a gardener. Go for growth. Successful leaders invest energy in growing rather than   They create a nurturing environment and they cultivate with care.
  2. Lead the whole person. Some managers seem to regard people as They try to motivate only with salary and benefits.  Successful organizations lead the whole person :
  • Heads: They want to grow, develop intellectually, learn, and stretch their comfort zones.
  • Hearts: They want to be treated with kindness, respect and dignity. They want good relationships and to feel appreciated.
  • Spirits: They want meaning in life, to be inspired, and to feel they fit.

Three characteristics of an effective leader are:

  • Character: the person’s integrity, motives, principles and values. Character is what a leader is.
  • Competence: the person’s skills, gifts, talents and ability to deliver on promises. Competence is what a leader does.
  • Cause: the person’s reason for leading, vision, goals and “end game.” Cause is what most often motivates and inspires.

Behaviors and relationships in place of titles and stature are the foundation of the Change-Friendly framework.   It is based on the power of the Four Ts: Think-Friendly, Talk-Friendly, Trust-Friendly and Team-Friendly.

To learn more about creating and/or transforming your environment to a Change-Friendly one that will create outstanding performance.  Contact Dianne Durkin at Loyalty Factor @ 603-334-3401.  Loyalty Factor specializes in building employee loyalty, customer loyalty, and brand loyalty for some of the most successful companies worldwide.