May
2002
Companies invest considerable time, money, and brainpower searching for a brand promise that will differentiate them from the competition. But what good can come of this if employees can't translate the results into their customer interactions? How can companies expect employees to be brand ambassadors, if the vast majority of them don't understand what the promise is -- or what living that promise actually means?
Why does the service you receive over the telephone differ so widely from call to call? Don't these companies train their reps, monitor their quality, or supervise their work? Unfortunately, they do -- but it just makes things worse. Here's how to fix the problem.
Managers carefully consider the returns on the money they invest or spend. But they might not think about returns on the other resources at their disposal. Time is one of those resources -- and it's more critical than all the rest.
Managers and companies buy into the notion that "believing is achieving." But this false assumption produces disappointment and failure at work. So how does a company increase each person's performance? How do managers get employees to soar in the roles to which they are assigned?