Latest in Leadership (8)
Resilient Leadership: How to Build Resilience and Help Your Team Thrive
25 Apr 2023 Written by Susie KennedyMaking Perpetual Transformation the Norm
06 Apr 2023 Written by Susie KennedyDelivering for citizens: How to triple the success rate of government transformations
Written by Emily Catford
Delivering for citizens: How to triple the success rate of government transformations
How ‘tech-light’ days can help us focus at work- Phone-free meetings and limited email encourage creative thinking in the office
27 Jan 2021 Written by Emily CatfordAn article from the Financial Times showing how you can encourage creative thinking by having 'tech-light' days.
https://www.ft.com/content/5b732e9e-1236-11e8-8cb6-b9ccc4c4dbbb
The CEO Guide to Customer Experience
27 Jan 2021 Written by Emily CatfordFrom McKinsey Quarterly (August 2016)
THE CEO GUIDE TO CUSTOMER EXPERIENCE
Companies that create exceptional customer experiences can set themselves apart from their competitors.
What do my customers want? The savviest executives are asking this question more frequently than ever, and rightly so. Leading companies understand that they are in the customer-experience business, and they understand that how an organization delivers for customers is beginning to be as important as what it delivers.
This CEO guide taps the expertise of McKinsey and other experts to explore the fundamentals of customer interaction, as well as the steps necessary to redesign the business in a more customer-centric fashion and to organize it for optimal business outcomes. For a quick look at how to improve the customer experience, see the summary infographic on the following page.
Armed with advanced analytics, customer-experience leaders gain rapid insights to build customer loyalty, make employees happier, achieve revenue gains of 5 to 10 percent, and reduce costs by 15 to 25 percent within two or three years. But it takes patience and guts to train an organization to see the world through the customer’s eyes and to redesign functions to create value in a customer-centric way. The management task begins with considering the customer—not the organization—at the center of the exercise.
To continue reading the full article please see the attachment below.
Key ideas from the Harvard Business Review article by Robert F. Hurley
The Idea
Half of all managers don't trust their leaders. And in organizations mired in mistrust, stress, divisiveness, and lackluster productivity prevail-prompting valued employees to flee to more motivating environments.
In this Harvard Business Review article, Linda A.Hill captures the nature and sources of difficulties facing new managers. She describes the underlying misconceptions about life as a manager, and the reality. Hill says learning to lead is a process of learning by doing and happens incrementally and gradually. Coaching and mentoring support from bosses of new managers is important to reshape misconceptions.
Our experience is that two problems get in the way of this:
- New managers are reluctant to express concerns to their bosses for fear of appearing a failure.
- Whilst bosses of new managers are keen to support new managers, time is limited and pressure for results takes priority.
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