Training Industry Magazine - Leadership 2015 Special Edition - (Page 35)
A favorite example of this was the experience of a
hotel in Southern California that had a history of
poor guest ratings. When new owners took over
the hotel, they felt the poor ratings were mainly
because of the aging, dilapidated condition of
the property. They decided to put millions of
dollars into refurbishing the hotel.
Management decided not to tell the customers
about the renovations, which would take nine
months to a year. They felt that if the customers
knew the extent of the renovations, they would
move their meetings to other locations.
The general manager brought all the hotel
workers together and said, "It will be tough
sledding around here for the next 12 months
or so. The noise and inconvenience may not be
popular with our guests. Do whatever it takes
to recover from any inconvenience caused by
our remodeling. If you want to send someone a
bottle of champagne, do so. If you want to hire a
babysitter for them, do it. Do whatever it takes to
recover from this trying situation."
With that strategy in place, the hotel entered
the remodeling phase. To the amazement of
management, during the renovations their guest
ratings were the highest they had ever received.
Even though things were bad for the guests,
their memories of their experience with the hotel
were formed by the customer-oriented staff who
recovered quickly when things went wrong.
Management had empowered their frontline
people to be all-out recovery experts. The results
showed in highly satisfied customers.
TREATING YOUR PEOPLE RIGHT
The third step in leading at a higher level is all
about treating your people right.
These days, your organization is evaluated on
how quickly it can respond to customer needs
and problems. "I'll have to talk to my boss"
doesn't cut it anymore. Nobody cares who the
boss is. The only people customers care about
are the ones who answer the phone, greet
them, write up their order, make their delivery
or respond to their complaints. They want top
service and they want it fast. This means that
you need to create a motivating environment
for your people along with an organizational
structure that is flexible enough to permit them
to be the best they can be.
If you don't empower your people and treat them
right, they won't take care of your customers,
and in the long run, you won't get your desired
results. People who are treated poorly tend to
pass that on to their customers.
Empowerment means letting people bring their
brains to work and allowing them to use their
knowledge, experience and motivation to serve
customers. Leaders of the best-run companies
know that empowering people creates positive
results that are just not possible when all the
authority comes from up the hierarchy.
THE LACK OF A CLEAR VISION IS THE MOST
COMMON REASON MANAGERS FALL SHORT OF
BECOMING GREAT LEADERS.
PRACTICING SERVANT LEADERSHIP
The fourth step in leading at a higher level is to
practice servant leadership.
If it's not in service of a shared vision, leadership
can become self-serving. Leaders begin to think
people are there to serve them, instead of the
customer. Organizations can become self-serving
bureaucracies where leaders focus their energies
on recognition, power and status, rather than the
organization's larger purpose and goals.
Life is all about the choices we make as we
interact with each other. We can choose to be
self-serving or serving.
My wife Margie likes to say, "Leadership is not
about love - it is love. It is loving your mission,
it's loving your customers, it's loving your people,
and it's loving yourself enough to get out of the
way so that other people can be magnificent."
Life constantly presents leaders with
opportunities to choose to serve others. That's
what leading at a higher level is all about.
Ken Blanchard is co-founder of The Ken Blanchard
Companies. He is the best-selling co-author of
"The One Minute Manager" and 60 other books on
leadership. Email Ken.
TRAINING INDUSTRY MAGAZINE - LEADERSHIP2015 I SPECIAL EDITION I WWW.TRAININGINDUSTRY.COM/MAGAZINE
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Training Industry Magazine - Leadership 2015 Special Edition
Table of Contents for the Digital Edition of Training Industry Magazine - Leadership 2015 Special Edition
Perspectives on Leadership
Table of Contents
Infographic
A Leader's Guide to Influence
Frontline Managers as Leaders
Employee Engagement for a Distributed Workforce
Accelerating Leadership Development
Employee Engagement for a Distributed Workforce
Leaders Leading Leaders
Are You Creating a Training Course of Designing a Learning Experience
Developing Mid-Level Leaders
The Magic of Asking for Feedback
Leadership Development vs. Employee Engagement
Leading at a Higher Level
Competencies as We Know Them are Dead
Building Great Leadership Through Continuous Learning
Maximizing the ROI of e-Learning
The Difference between Leadership Development and Leadership Formation
What's Online
Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover1
Training Industry Magazine - Leadership 2015 Special Edition - Cover2
Training Industry Magazine - Leadership 2015 Special Edition - Perspectives on Leadership
Training Industry Magazine - Leadership 2015 Special Edition - Table of Contents
Training Industry Magazine - Leadership 2015 Special Edition - 5
Training Industry Magazine - Leadership 2015 Special Edition - Infographic
Training Industry Magazine - Leadership 2015 Special Edition - 7
Training Industry Magazine - Leadership 2015 Special Edition - A Leader's Guide to Influence
Training Industry Magazine - Leadership 2015 Special Edition - 9
Training Industry Magazine - Leadership 2015 Special Edition - Frontline Managers as Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 11
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 13
Training Industry Magazine - Leadership 2015 Special Edition - Accelerating Leadership Development
Training Industry Magazine - Leadership 2015 Special Edition - 15
Training Industry Magazine - Leadership 2015 Special Edition - 16
Training Industry Magazine - Leadership 2015 Special Edition - 17
Training Industry Magazine - Leadership 2015 Special Edition - Employee Engagement for a Distributed Workforce
Training Industry Magazine - Leadership 2015 Special Edition - 19
Training Industry Magazine - Leadership 2015 Special Edition - Leaders Leading Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 21
Training Industry Magazine - Leadership 2015 Special Edition - Are You Creating a Training Course of Designing a Learning Experience
Training Industry Magazine - Leadership 2015 Special Edition - 23
Training Industry Magazine - Leadership 2015 Special Edition - 24
Training Industry Magazine - Leadership 2015 Special Edition - 25
Training Industry Magazine - Leadership 2015 Special Edition - Developing Mid-Level Leaders
Training Industry Magazine - Leadership 2015 Special Edition - 27
Training Industry Magazine - Leadership 2015 Special Edition - The Magic of Asking for Feedback
Training Industry Magazine - Leadership 2015 Special Edition - 29
Training Industry Magazine - Leadership 2015 Special Edition - Leadership Development vs. Employee Engagement
Training Industry Magazine - Leadership 2015 Special Edition - 31
Training Industry Magazine - Leadership 2015 Special Edition - 32
Training Industry Magazine - Leadership 2015 Special Edition - 33
Training Industry Magazine - Leadership 2015 Special Edition - Leading at a Higher Level
Training Industry Magazine - Leadership 2015 Special Edition - 35
Training Industry Magazine - Leadership 2015 Special Edition - Competencies as We Know Them are Dead
Training Industry Magazine - Leadership 2015 Special Edition - 37
Training Industry Magazine - Leadership 2015 Special Edition - Building Great Leadership Through Continuous Learning
Training Industry Magazine - Leadership 2015 Special Edition - 39
Training Industry Magazine - Leadership 2015 Special Edition - 40
Training Industry Magazine - Leadership 2015 Special Edition - 41
Training Industry Magazine - Leadership 2015 Special Edition - Maximizing the ROI of e-Learning
Training Industry Magazine - Leadership 2015 Special Edition - 43
Training Industry Magazine - Leadership 2015 Special Edition - The Difference between Leadership Development and Leadership Formation
Training Industry Magazine - Leadership 2015 Special Edition - 45
Training Industry Magazine - Leadership 2015 Special Edition - What's Online
Training Industry Magazine - Leadership 2015 Special Edition - Company News
Training Industry Magazine - Leadership 2015 Special Edition - Cover4
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