Friday, August 22, 2014
The storyboarding process actually started with Leonardo da Vinci but was revitalized and developed at the Walt Disney Studios in 1929 with the creation of Steamboat Willie. Since that time it has grown in popularity in movie and animation studios and has also moved into mainstream business.
Walt Disney World itself was planned exclusively via storyboarding in about 10 days. Walt Disney and Mike Vance saw that storyboarding could be adapted effectively for business planning in a mode they termed “displayed thinking.” Displayed thinking can be used for group problem-solving and strategic planning, such as in:
· Decision Making
· Strategic Planning
· Decision Execution
· Building Consensus and Buy-in
· Processing Large Amounts of Information
· Making the Plan Visible While it is Executed
There are 13 basic steps to the typical storyboarding process. You can just as easily go through this yourself for an individual project as you can with a group for a larger project. This is outlined well by the Iowa State University Extension:
1. State the Problem.Be specific and concise.
2. Brainstorm and Post all Ideas.Each idea is written in large letters on a separate card or piece of paper.
3. Share Ideas.Participants talk about what they have written on the cards.
4. Review Each Card for Meaning.Ask for clarification.
5. Sorting By Content.In silence, participants begin sorting and grouping the items of similar content.
6. “Header Cards” Added.Participants are given several “header cards” that are larger (and a different color) than the idea cards previously used.
7. Total Group Discusses the Groupings.There may be a need to break some of the topics into smaller sub-topics.
8. “Symptoms” vs. “Causes.”The focus should be on the root causes of the problem, not causes.
9. Vote for Consensus.The group identifies the top three or four ideas.
10. Restate Header Cards Using A Verb.Replace a noun with a verb.
11. Subtier Actions.If subtier actions are necessary, post them under the header cards.
12. Assign Completion Date.Assign a completion date to each item.
13. Post Dates and Name of Person Responsible.Post dates and the name of the person responsible for each action item.
“Tell” instructions and half of them will be forgotten – tell a story and it will remembered.
Thursday, July 17, 2014
To have success with change requires flexibility and adaptability. If you can grab the reins and act as a change leader yourself, you’ll be personally helping in leading the organization to great achievements.
With change normally comes resistance. In order to lead change you need to know just what kinds of resistance there are. Here are just a few, listed in “Individual Resistance from Employees to Organizational Change”, by Dr. Chuang,Yuh-Shy:· Personal loss. Right or wrong, people are afraid they’ll lose something, particularly job security and pay.
· Loss of pride and satisfaction. A concern about ending up with jobs that no longer require their abilities and skills.
· Reduced responsibility. Jobs will be reduced to menial tasks without responsibility.
· Loss of status. Loss of job titles, responsibility, or authority.
But on the other hand, there are probably more positive things to think about than negative.
Yuh-Shy lists things such as:· Personal gain. New job titles, more responsibility, more money, and more authority.
· More security. Greater job security because of the need for increased skills. Possible salary increases.
· More status/prestige. Possibly a new title or new office.
· More responsibility or authority. Maybe new responsibility or a new supervisor who assigns more responsibility than the previous one did. This could lead to future promotions.
You know, if you really think about it, people actually love change. People constantly pursue promotions and new job responsibilities; buy personal development books and start their own businesses. They change careers, jobs, and even organizations – all in the name of change.
People love change – they just hate having to be forced to change.
You can help guide change no matter where you fall in the organizational chart. Being a change leader can put you in the position of being someone who has greater career potential. Christina Tangora Schlachter and Terry Hildebrandt, authors of “Leading Business Change For Dummies” say that you can begin to spark positive change by doing one simple thing . . . becoming proactive.
Wednesday, July 9, 2014
How many of you have ever been in the military? What’s the basic premise of boot camp? They break you down and build you back up “properly”. It doesn’t matter who you are orwhere you came from, the best way - and quickest - to build you into a military leader is to knock you back and send you on a different path which will make you “all that you can be”. The next time you Google ‘leaders’, count how many military people - and not just officers - are included.
Sometimes you don’t realize it but you might just need a reality check - kind of like boot camp. Check out the tough love, tell it like it is books by Larry Winget. In his book, People Are Idiots and I Can Prove It!, Winget lays out a list for change for you:
- Decide to change,
- Know why it is important for you to change,
- Be willing to do whatever it takes to change,
- Do whatever it takes to change,
- When you fail, dust yourself off and start again,
- When you get there, celebrate!,
- Move on, and
- Become totally committed.
Make the decision, do what it takes, celebrate (don’t forget that one), and commit. Like the old Nike slogan says, “Just Do It”.
Remember - in whatever you’re doing, or will do, you just may fail or not live up to your own expectations - you’re a leader, not a robot. A true leader will be prepared for this and will be able to “dust yourself off and start again”.
Thursday, June 12, 2014
Today I'm happy and privileged to host a blog post by Bob Thompson, author of Hooked on Customers.
Bob Thompson is an international authority on
customer-centric business management who has researched and shaped leading
industry trends since 1998. He is founder and CEO of CustomerThink Corporation,
an independent research and publishing firm, and founder and editor-in-chief of
CustomerThink.com, the world's largest online community dedicated to helping
business leaders develop and implement customer-centric business strategies.
His book Hooked on Customers (April 2014) reveals
the five habits of leading customer-centric firms.
For more information visit http://hookedoncustomers.com
In 2007, Sprint’s customer satisfaction rating was 61, worst in the wireless telecom industry by a wide margin. Fast forward five years and CEO Dan Hesse had accomplished an amazing turnaround. Sprint’s ACSI score climbed ten points to an industry-leading 71—the biggest improvement of any company in any industry—and was ranked number one in call center satisfaction.
How did Hesse do it? Given the bleak situation, he could have continued to slash costs, hunker down, and hope for a buyer to rescue the company. Instead, taking a customer-centric approach, he directed the organization to fix its customer service problems and innovate to increase value to customers.
No doubt low morale was a factor in poor customer experiences. In the commentary surrounding the "Sprint 1000" debacle (the company fired customers due to excessive support requests), many said that the calls were the result of dealing with Sprint employees who could not take care of a problem, getting transferred around, and even being dropped and having to call back. In short, customers wanted more “one and done” calls.
I’ve written previously that authority, insights, and motivation are key to empowering call center agents to improve first call resolution (FCR) and delight customers. Sprint has invested in an array of call center technologies and software applications to help agents resolve service requests more effectively. However, it’s not clear that any specific solution had a transformative impact. Rather, it was Hesse’s decision to make customer experience a corporate goal, and the use of analytics to focus on the right problems, that made the biggest difference, in my view.
I do think Sprint made innovative use of social media to empower its employees to serve as “ambassadors” for the company. An offshoot of its “Employees Helping Customers” initiative, Social Media Ninjas was launched in 2010 to help improve Sprint’s reputation using social media sites like Facebook, Twitter, and YouTube. Jennifer Sniderman, Sprint’s group manager of employee communications, said the program was inspired by discussions about “how to leverage outreach to customers as a competitive advantage.” Customers were taking to social media to vent about problems, so why not equip Sprint employees to engage and help? Sniderman said Ninjas were asked to “have an authentic conversation, talk about what you know, be friendly, help when you can, and answer questions.”
All too often, support issues are dumped on the contact center, including problems created in product development, marketing, or elsewhere. Sprint’s Social Media Ninjas program is a brilliant use of social media to unleash the influence of thousands of employees to rebuild its brand. As of December 2012, 2,700 Ninjas were helping to improve Sprint’s reputation using their personal networks to engage with customers. Inviting all employees to lend a hand helping customers also sends a message that delivering a great customer experience is everyone’s responsibility.
By 2013 employee morale had noticeably improved. On Glassdoor, one account executive employed for eight years called his experience a “wild, awesome ride” and gives Sprint management good marks for innovation, cleaning out poor performers, and listening to employees. Hesse has earned a 79 percent approval rating, significantly better than his peers at major wireless carriers.
For more information visit http://hookedoncustomers.com
Monday, June 9, 2014
Listen – Think – Empower – Create – Delight. There ya go, the 5 key organizational habits of customer-centric companies. Some of you will say, “got it” . . . and fail. Others will become curious and read Robert Thompson’s new book, HookedOn Customers: The Five Habits of Legendary Customer-Centric Companies . . . and succeed. Bob gives us an abundance of research, interviews, and examples to help you outline your path to customer-centric success.
Contrary to what it should be, customer service is quite often just a department in many organizations. It’s handled in one area by a few employees. Customer-centric organizations, on the other hand, embrace the customer throughout the organization. Bob takes a look at how various organizations do it right . . . and wrong – Home Depot, Apple, Best Western, JC Penny, Ryanair, Wells Fargo, Zappos (you’ll have to read the book to find out who’s good or not).
So many organizations focus too much just on the “hello’s” and “thank you’s”. Those are all great – and needed, but Bob sums it up well when he says, “driving consumer loyalty is not as simple as providing great service. Providing “the right stuff” at a fair price is still critical”. What’s also critical are employee efforts in creating a desirable brand. Keep in mind that your employees ARE part of your brand.
There’s no “best method” for driving loyalty but along with his years of research, Bob provides some very important questions to ask in order to know what to measure in your own research and development.
Bob Thompson is founder and CEO of research and publishing firm CustomerThink Corporation and editor-in-chief of CustomerThink.com, the world’s largest online community dedicated to helping business leaders develop and execute customer-centric business strategies. An author, keynote speaker and international authority on business management trends, he has been a thought leader in customer-centricity since 1998. Bob’s new book, Hooked on Customers, is now available on Amazon. Follow Bob on Twitter: @Bob_Thompson, and connect with him on LinkedIn.
Monday, June 2, 2014
surprise. It’s geared toward the non-profit sector and having worked there for the past 14 years it looked like it would be interesting. What I didn’t realize is how applicable it would be to most any organization.
Brian’s book helps you to stop and ask some important questions. Questions that too many organizations just don’t take the time to ask or don’t ask because they may realize they’re heading in the opposite direction.
What you’ll learn in this book, I think, is pretty well summed up on Page 2: “A nonprofit should not be perceived as a soulless corporation, but as a group of individuals who want to make a difference, to change the world, and to have an impact in the lives of people for generations to come”.
You won’t get to the best place possible without purpose, mission/vision, goals/outcomes, and strategy. Know – for sure – why you’re in business. Be specific on how to get there. Have clarity in it all. Your business is a whole lot bigger than the people at the “top” or the name on your stationary.
Raising money; communicating with donors, employees, and customers; and marketing your brand are all things that require you to “raise your voice” to be able to relay your cause. Whether a non-profit or for-profit, you’re in business for a reason. This book will give you the designs that just may help you get your culture back in line and your reputation improved.
Thursday, May 29, 2014
Don’t wait for customer service to get bad before you do anything about it. By then it’s too
Monkey see, monkey do, here’s an easy activity to do (didn’t mean for that to rhyme, but I’ll take it). Go to a few local retail stores or restaurants. Spend just a few minutes in each one, just observing the employees. You’ll be able to tell what the management is like within just a couple of minutes because the employees walk the leader’s talk.
No matter how good the stores’ customer service “program” is, it won’t be successful unless the leaders walk the talk.
You can’t just focus on the everyday business stuff – products, marketing, sales. In his book, The Customer Rules, Lee Cockerell goes on to say that, “Managers have to recognize that sustained profits depend on their ability to generate consistent, ongoing, excellent service”.
You have to keep good service in the forefront of everyone’s mind if you want it to be consistent.
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