Have you ever wondered what the “secret sauce” is for how an organization gets a great reputation?
Like most delicious sauces or dishes, there may be a standard recipe, but an accomplished chef knows how to tweak the recipe to appeal to his or her unique clientele.
The same is true for creating a corporate culture that facilitates recruitment and retention of high performing employees and valued customers and vendors.
This blog is the first in a series that will take a random look at some of the ingredients that go into creating a great corporate culture.
It takes a Team
Just as a 5-Star restaurant has a chef, sous chef, and roast chef, grill chef, vegetable chef, pastry chef, etc., to coordinate and deliver a memorable meal, an organization needs a team to create a stellar experience for the customer. The meal may be outstanding, but if the service is marginal, customers may not be very forgiving.
In the corporate world, while it’s all well and good to call your person, formerly known as “the receptionist” – the “Director of First Impressions,” or your HR Director your “Chief People Person,” the buck doesn’t stop with them.
Rowing in the Same Direction
Having a great HR/People Person won’t do you any good if your managers are like Attila the Hun. Or who cares if your Director of First Impressions is fabulous but every customer interaction after that is ho-hum?
In order to create a great culture, everyone needs to be rowing in the same direction. Each department needs to be clear about where the organization is headed and how they contribute to the final destination. The only way to row in the same direction is to have solid OARs:
It’s All About Creating the Experience
Accounting and IT have to take as much ownership and accountability for the customer experience as the frontline staff.
For example, how would customers feel if their invoices were wrong? Or how would vendors feel if their payments are delayed 60, 90 or 120 days? Or what about if your website, phone systems or online presence leave customers with more questions or frustrations?
Infrastructure departments need to take ownership and accountability for the experience of their internal and external customers as well.
Missteps like these happen all the time and believe me, they can leave a bad taste in the mouths of your customers and vendors. Unfortunately, when the secret sauce has gone sour, the worst part is many organization may not know it.
Transformational Not Transactional
A good chef knows that the magic of the secret sauce is that it transforms the taste-buds. It doesn’t just keep the meat or vegetables from tasting boring or dry. It enhances the experience. And the outstanding chef knows that it takes coordination with all culinary experts to work collaboratively to transform the customer experience. Just like the outstanding chef, smart organizational leaders understand that creating a dynamic and powerful corporate culture is transformational in nature, not transactional. It raises the bar on standards of excellence and it requires a team to do it.
When the internal team is aligned and transformed to create a great customer experience, the external world will notice and reward them with loyalty and repeat business.
Do you want to be transactional or… transformational?
Raise the bar.
Be the Change.
Marty Stanley, CSP, is a national author, speaker and consultant. She has been helping organizations transform their cultures for over 30 years. www.alteringoutcomes.com 816-695-5453 858-432-6764 If you’re tired of being ho-hum, call Marty today to see how to raise the bar and be spectacular!
For more information on being a Type T leader, watch this 1 minute video.
Or order the book on How to Be a Transformational Leader in a Bottom-Line World.