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Happy employees, happy customers, engage and grow

I haven’t been by in a while, sorry, lots of blog gardens to tend.

Thinking about connecting engagement to chance and good service, I met Kate Davies recently. Kate is the CEO of Notting Hill Housing Trust and she is in the middle of leading a lot of change. Change designed to improve customer service through employee engagement.

The change was spearheaded by some consultation. Customers said:

1.    We (the trust) did not communicate effectively with them
2.    We often failed to complete the job properly
3.    Our repairs service was not good enough

Employees said they wanted:

1.    A personal relationship with the tenant, so trust can grow
2.    The power and the budget to deliver the service that the tenant wants
3.    Managers to manage around what matters to the customer

I did a short write up of the meeting which HR Zone has published. Here’s the link, I think some of you will find it an interesting and useful story.

http://www.hrzone.co.uk/topic/strategies/happy-employees-happy-customers-engage-and-grow/100819

Have a good day.


How do You Turn “No I Can’t” to “Yes I Can”?

I recently published a short article titled “What’s Missing?” which identified some strong links between high levels of engagement and improved financial and business performance. These connections looked rare, looked like a win-win and so I was prompted to ask why organisations don’t get these connections, and more importantly, do something meangingful about them? You can read the piece and check out the data here.

We got loads of feedback and ideas and will highlight some of these over the next few weeks. First up is a note from John Coleman, Head of Change Delivery at Co-Operative Financial Services. He said:

I have worked for a company that has seen its business genuinely transform in the last 5 years whilst simultaneously recording engagement scores from seriously disengaged through to “world class”. The key for me is simple – if people believe they can make a difference, however small, they will. If they don’t, they won’t!

What do you think, is John right? Have you any examples of this in action? Have you ever helped someone to make the fundamental shift from “no I can’t” to “yes I can”.

I think John is onto something here. Certainly when I was time trialling I knew even before the start of a race whether or not I could do well. Sure there would be things beyond my control, maybe strong winds or a punctured tyre, but if I had chosen the right training, prepared well, and most importantly, picked the right attitude, then I believed I could do well.

John used this story to illustrate belief:

A mighty storm battered the coastline relentlessly for several days. When it ended, there were a million starfish left stranded, high and dry up the coastline. A young boy wandered across the beach, picking up the starfish and returning them to the sea. A man watched for several minutes before saying to the boy “you haven’t a hope of making any difference to this, there’s a million of them”. The boy looked at him, picked up another one and threw it into the sea before replying “I made a difference to that one didn’t I”.

Looking forward to reading your feedback and ideas, have a good day.

The Spiral of Success

The Spiral of Success

Of all the great athletes I have been fortunate to meet or coach in Cricket, I have yet to meet one who isn’t consistently successful over a period of time who doesn’t have a ‘positive’ and ‘aggressive’ attitude toward life. Likewise for winning teams, they are made up of characters whose predominant mindset is shaped by this outlook on life. Not aggressive in the violent sense of the word, more an approach to life based upon seeking opportunity, taking the initiative and making their own circumstances, rather than waiting for them. The ‘positive’ side of this equation is that the individual and team actively engages and participates in making their own future, even to the point of recreating themselves where it is required. Now this is not only in sport, it is in every field of endeavour, all the great Captains of Industry have had these traits, likewise in Politics. In my field of endeavour, professional cricket, the Champions Trophy has just finished in South Africa, the England side after being thrashed in the One Day series on home soil by Australia, came to the southern hemisphere looking a decidedly broken side.

And yet, in the space of a flight down south and some dark nights of reflection, the side came out and surprised even the most optimistic of England’s supporters by playing with a refreshingly ‘positive’ and ‘aggressive’ attitude. It culminated in them making the semi finals, they then fell, but not before they looked as if they had thrown off some of the previous 17 years of inferior performance in this format of the game. (In professional cricket each format is called a ‘product’ as it is being sold to a particular TV and advertising market place. England have been woeful pretty much since the 1992 World Cup Final. )

Nothing has changed with the skill levels, the fitness or technique of the players, the only thing that has moved has been England’s attitude. From without it is not possible to pinpoint where the shift has come from, only those in the dressing room and inner sanctum of the team will really know, if I were to surmise though, I would look to Andrew Strauss and his leadership. He showed both generosity and steely focus when it was required in this competition, it will take more than one competition to shift England’s fortunes and a semi final doesn’t mark dramatic success. Yet this could be the seed of success from which England begin to build a team that will match the world’s best consistently. I flag this because I believe England may well have a Captain who has the necessary VISION and COURAGE to move the side into becoming a more successful outfit, playing a more successful ‘brand’ of cricket in this ‘product’.
Every success spiral has a beginning ……..

The Top Ten Signs Your Employee Attitude Survey Needs to Change

This is a useful short video interview with Curt Coffman (co-author of First Break All The Rules) in which he gives ten thoughts and ideas about why your employee survey needs some attention. I particularly like tip #1 where Coffman talks about surveying the same things the same way over and over and yet expecting something different. I’m also a fan of tip #9, which makes the point that if you need to ask your employees 50 questions about how they are feeling, just how far removed, disengaged have you, the surveyer become? It’s a bit too brief in parts, but had I known about this sooner, I would have shown it to a few board directors before the ensuing battles about attitude and engagement surveys.

Click the link, enjoy the vid, and pop back and tell us what you think. Are these tips any good? Got any better ones?

Doug Shaw

The Science of Motivation

So the recession is over eh? Well according to some indicators we are entering a new phase. And I wonder, what are businesses going to do with the workforce that remains? Leaders should be asked:

How are you going to motivate your people?

How are you going to get them to give the discretionary effort that’s so vital in delivering a great customer experience?

How are you going to get your people to trust you, and each other?

This feels like a rare opportunity to do something different, to apply some science to motivation. How? Well for a start, instead of returning to the tired old method of incentives (and let’s face it if we’ve learned only one thing from the banking crisis it’s that incentives drive value destroying behaviour), why don’t we try some new approaches? How about some autonomy, mastery and purpose? Here’s a link to a great talk given by Dan Pink on the science of motivation. I suggest you go get a cup of tea, and take 18 minutes to watch, listen, and then do.

Dan Pink – The Science of Motivation

Have a great day

Doug Shaw


the resource for Change Directors