When staff members struggle to adopt a new way of thinking, system, or tool, the problem is usually not the approach, system or tool itself. Often, it is the underlying need for cultural change that creates reluctance. I once managed the implementation of a new CRM system in a large organization. The software and tools worked fine. It was the change required in peoples’ process, relationships, and habits that challenged the success of this project.
When you build an uplifting service culture in a large organization, senior leaders must initiate the process. But ultimately all levels of leadership must embrace the project from the executives in the board room to supervisors on the shop floor.
This is why UP! Your Service recommends a simultaneous “top down” and “bottom up” approach to
Nintendo is one of the names in computer gaming. Whilst companies like Sega, Atari, Philips, etc. have entered and exited the console market with varying degrees of success across the last 20 years; Nintendo has held its own against all comers.
But their latest consoles aren’t having the same impact. The Wii U has lost ground to Sony and Microsoft as limited hardware fails to appeal to hardcore gamers and while grandparents were keen to get involved the first time round; it turns out they aren’t becoming addicted to the endless upgrade cycle like traditional gamers.
In my experience working with leaders of many of the world’s outstanding service organizations, I have discovered seven essential rules these leaders always follow. Some leverage the power of one rule more than another, and you may do the same. But each of these rules is essential to lead your team to success.
In this video, captured live in a Service Leadership Workshop held in Abu Dhabi in the UAE, Ron Kaufman shares examples, ideas, and suggestions for putting these rules to work – where you work.
If your company is going to pursue building an uplifting service culture, leadership must initiate and support the process. But service leadership must be extended and ultimately embraced at all levels of the organization. Let’s take a closer look at how to lead from all levels.
In my last blog post, I described the six most common reasons why customer centricity initiatives often fail. One of these is the lack of commitment demonstrated by senior leaders in the organization.
Here at five types of leaders you see most often, and their level of involvement:
I have been in the field of training, leadership, and organizational development for over 20 years. Through all these years, I have heard a one message (and complaint) from practitioners, consultants, authors and gurus: for cultural change to succeed, top leadership must support it. It’s amazing. This message is so consistent. And there is so much evidence to prove it!
Yet the issue persists as a key barrier to successful culture change.
At UP! Your Service, we work with clients around the world who want to create positive cultural change by building an Uplifting Service Culture. While these clients vary from global, multi-national organizations to government agencies, our experience shows that leadership is always a vital predictor of success.
We note three characteristics of successful personal change that also apply to leading cultural change in a large organization.
Many CEOs and senior leaders have risen to the top as experts in their industries or as specialists in technical competencies – not as experts in building a strong and sustaining service culture. This often results in initiatives to improve service being considered a frontline or a human resources issue. This is a fundamental mistake.
Building a service culture needs great service leaders and leadership teams. The power of senior leadership to set the vision, focus the entire organization, reward success and remove roadblocks, and role model correct behavior cannot be delegated to others.
Leaders and leadership teams must embrace four key roles to ensure a service culture building effort does not fail.
An excellent blog post from Tony Schwartz on Harvard Business Review encouraged us to write about successful leaders in organizations that are building a service culture.
Leaders must inspire action. Building a service culture is a strategic, long-term initiative that requires sustained focus and commitment. We apply Tony’s list of four “great capacities” of leadership to describe the actions service leaders must take to achieve great results.