| "Do what you do so well that they will want | | | | Teamwork and Customer Service. |
| to see it againand bring their friends." | | | | |
| | | | Talking Points for addressing team members: |
| - Walt Disney | | | | |
| | | | Leadership |
| What is your organization striving to | | | | |
| achieve? | | | | - Teach/Coach/Expect - talk about the |
| | | | importance for all managers to be hands-on in |
| - Big Profits? | | | | teaching and coaching employees - only then |
| | | | can they justify holding employees |
| - Big Growth? | | | | accountable to meet all expectations. |
| | | | Leader's take ownership and are accountable. |
| - Big Stock Price? | | | | |
| | | | - Motivation - It's a personal choice every |
| - Big Accolades/Recognition? | | | | employee makes every day when they walk in |
| | | | the door. It's not our responsibility to |
| - Some other Big Result? | | | | motivate employees, but it is our |
| | | | responsibility to hire self-motivated |
| All of the above? | | | | individuals and then provide a working |
| | | | environment that supports and inspires |
| Okay, just so we are clear - all of the above | | | | employees to want to consistently improve |
| goals/outcomes are NOT bad things to | | | | their skills. |
| experience. | | | | |
| | | | - Support/Lead a Growth Environment - Every |
| However, we all must realize as leaders that | | | | 90 days we must grow. Businesses either grow, |
| all these wonderful "outcomes" are actually | | | | or eventually die. We will grow by |
| the result of good leaders staying focused on | | | | anticipating and meeting our customers needs, |
| the fundamentals. | | | | improving current relationships and |
| | | | developing new ones. |
| Leaders clearly know that if they are able to | | | | |
| execute the fundamentals well - the rewards | | | | Teamwork |
| are virtually inevitable. | | | | |
| | | | - Definition of "FUN" - Fun in our |
| Ask yourself the following questions: | | | | organization is defined as when we realize |
| | | | achieve our goals after working extremely |
| - Can I expect to achieve sustained Big | | | | hard. The thrill of victory is only a thrill |
| Results without strong Leadership? | | | | if the prize is hard-fought. When we are |
| | | | creative in finding solutions, plan |
| - Can I expect to achieve sustained Big | | | | appropriately and then put forth monumental |
| Results without great Teamwork? | | | | effort toward achieving our vision - the |
| | | | feeling we then experience is: FUN! |
| - Can I expect to achieve sustained Big | | | | |
| Results without delivering quality Customer | | | | - Energy/Enthusiasm > Experience - While |
| Service? | | | | experience is certainly valued in our |
| | | | company, it's been proven that individuals |
| Answer to all three questions above? - NO! | | | | who are highly energetic and enthusiastic can |
| | | | more quickly gain experience and do a |
| Sound too elementary? Perhaps - but the point | | | | phenomenal job. To the contrary however, |
| here is that a great leader will ensure that | | | | experienced individuals who do not possess |
| "The Big Three" topics - Leadership/Teamwork | | | | the energy and enthusiasm for their job, |
| Service, will always remain central to their | | | | should go somewhere else to work. Those |
| overall message when speaking to Employees, | | | | without a passion for their work should go |
| Customers, and/or Shareholders. | | | | work for any one of our competitors. |
| | | | |
| It's too easy to lose sight of the | | | | Customer Service |
| fundamentals once you create momentum and | | | | |
| start experiencing growth and get a taste of | | | | - Every Employee Takes It Personal - When a |
| success. | | | | customer leaves to do business with a |
| | | | competitor, you should take it personal. |
| But know this - the minute you take your eyes | | | | Taking it personal means you care. Talking it |
| off the things that created your initial | | | | personal means you are disturbed enough to |
| success, you are sure to experience shorter | | | | change what you are doing so that next time |
| gains and potentially a downward spiral. | | | | you win the business. Taking it personal |
| | | | ensures you get to the top and stay on top. |
| So how do you ensure you stay focused on the | | | | How "disturbed" are you? |
| fundamentals? (aka: The Big Three - | | | | |
| Leadership/Teamwork/Service) | | | | - We Have The Advantage! - We have the secret |
| | | | weapon. We have something that none of our |
| Make "The Big Three" part of your every day | | | | competitors can claim to possess. We have |
| CULTURE! It's actually easier than you might | | | | "what makes the difference". |
| think. | | | | |
| | | | What is IT you say? Simple, WE HAVE YOU! YOU |
| Read on for a sample blueprint of a Leader's | | | | are the key to the success of this |
| message that is clearly staying focused on | | | | organization. YOU make the difference with |
| the fundamentals. | | | | each customer interaction. YOU are my secret |
| | | | weapon - and I truly value and appreciate all |
| "Well done is better than well said" | | | | that you do. |
| | | | |
| - Benjamin Franklin | | | | "In business you get what you want by giving |
| | | | other people whatthey want - the way they |
| Consider using the following real life | | | | want it." |
| Leader's Notes example as a blue print for | | | | |
| how a Leader can clearly communicate the | | | | - A. |
| importance of "The Big Three" - Leadership, | | | | |