Empathy With Your Team Will Drive Customer Loyalty

Companies in today’s extremely competitive environment are facing the biggest challenge of winning and building customer loyalty.

The problem does not lie in the external environment; it lies within your organization. When it comes to customer loyalty strategy majority of the organizations take their focus to the outside when actually stable customer loyalty starts from your employees.

Glückliches Business Team macht High Five mit den Händen im Büro

It boils down to treating your employees the way you want them to treat your customers. The heart of customer loyalty is usually is listening to what the customer wants and delivering to their expectations.

When the criteria lie in getting your employees to listen to your clients, it has to start with your leaders listening to their teams. Employees don’t want their leaders

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Focusing on Solutions and not Problems

Focusing on the solution is one of the most common advices and thoughts that an individual or leader has prior to encountering a problem. Despite this fact, when in the midst of a crisis, the focus on the solution aspect is usually insignificant. When the problem is given the highlight it culminates into a vicious circle of blame games, excuses and justifications. On the flip side focusing on the solution creates a surge in the brain that pushes it towards thinking of overcoming the barriers and rectifying the problems.

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The problem-focused mindset throws to the table questions of “why?”. These are deceptive questions that look like they are leading you out of a problem but on the contrary are pushing you further into them. In fact “why?” tends to sound very accusatory and would automatically trigger the other persons brain into stimulating their survival reflexes almost as though they were being physically attacked. Alternatively using “What” puts the brain

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The What and How of trust

Effective leadership is getting results in a way that inspire trust.

Results are the bottom line to building and sustaining trust. It is that bridge to credibility, sustained growth and profits which more than often can be very brutal. There may be results delivered consistently over a period of time but one dip and it is almost as if the past never existed.

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When considering results there is only two questions you need to answer. One what results are we getting? The second how are we getting those results? The barrier in most cases is giving 100% attention to

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Making More Decisions Than Ever

In the 21st century the way in which value is created has had a significant shift. We have moved from creating value in terms of manual labour to creating value in terms of creative mental labour.

Difficult choices of a businessman due to crisis

The industrial age saw the worker as a machine. Their contribution expectation was restricted to user manuals and job descriptions and nothing beyond. But the knowledge worker

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Intent Counts More Than Technique

When it comes to sales the end in mind in most cases is to close a sale and/or gain customers. This can only be accomplished when the client’s decisions are synchronized with the decisions that you are looking at wanting them to make.

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How do you make an impact on a prospective client’s decision?
To convert a prospective client to a client, it is first critical to move from the conventional format to a more unconventional approach. Over the years of development of sales there is a certain mindset

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L&D can predict Organizational Performance

Lavleen Raheja, Chairman and CEO of FraklinCovey India & South Asia speak about how L&D has emerged like a phoenix and is the classical predictor of performance.

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Few years ago L&D was only seen as a cost element in company’s balance sheet. It was never considered as an integral part of any organization. There was definitely a gap between L&D and performance and goals and most importantly to bottom line and top lines of any organization. But today I see that disconnect less and less said Lavleen Raheja at the L&D League conference. Business world has swung back and forth in the last few years between elevating the learning function to the highest levels, down to minimizing the execution gap in an organization. Raheja said how they

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Why people are the ultimate competitive advantage

Lavleen Raheja is the Chairman and CEO of FranklinCovey India & South Asia and NeuroLeadership Institute India & SouthAsia since its inception in 2002. He has an experience of 25 years with premier organizations and a wide range of leadership groups across diverse industries, including Automobiles, Retail, Banking, Consulting, Telecom, BPO and IT. In this interview, he talks about his latest book “The Ultimate Competitive Advantage”, co-authored with Shawn D. Moon and Sue Dathe-Douglass that argues that people are the key to successful organizations.

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What is the “The Ultimate Competitive Advantage” and how would you articulate the central thesis in this book?

Over the years, our research has shown that there are a lot of fallacies in how companies understand what their key differentiator is. Some companies call their IT and systems as their key, some others talk about their mission or vision. But the

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Shaping Millennials The Right Way

It is important to groom Millennials to take over responsibility in the best manner possible.

Leaders need to think differently and act differently, they need a new mindset and tool sets while leading.

A study by the Association for Talent Development found many of those born between 1980 and 2000 lacked “soft skills,” such as diplomacy and communication.

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As large a number of Millennials or Gen Y move into the into the workplace, it is believed that businesses will be encountering a leadership development crisis. The New Leader’s Council and Virtuali have published a report which underscores the impact that changes in the workplace with a growth of 30 per cent or more of millennials becoming the  majority of workers. Further, the report notes that  50 per cent of millennials are already in leadership positions.

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Scaling up Sales

How can an organization calibrate the sales team during change?

For any sales change intervention, it is important to define the business model, goals, objectives, and the right structure.

For any organization, its sales team is considered to be one of the most critical pillars and, in many cases, a great differentiator. A sales team is the face of the company and delivers the value proposition of the organization to the clients. This team is also the channel for feedback as they provide first-hand direct market observations and insights back to the supporting teams, for them to align their systems; and help in innovating new products and services according to the changing needs of the consumer.

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