January
2006
In creating their brand images, businesses typically focus on the external world. They take a walk outside the organization to see how they look through the eyes of the prospects and customers they hope to entice. But too often, those companies overlook an audience that's every bit as important as the external one: the employees who "live" the brand every day.
Already an esteemed hospital with a high-performing staff, Medical City Dallas wanted to improve the engagement of its employees. Its leaders were determined to uncover problems and identify deficiencies -- and to correct them. This effort has meant a lot to the hospital's health -- and especially to two extraordinary patients.
Every interaction with a customer -- such as a new sales opportunity or complaint handling -- is a chance to develop a relationship and build an emotional connection. HumanSigma looks at the quality of the employee-customer encounter and provides a method for assessing it and a disciplined process for managing and improving it.
Some marketers think that by using high-tech neurological equipment that traces brain activity, they can learn what makes consumers tick and create more successful ads. Setting aside its Big Brother implications, does neuromarketing even work? Marketing expert John Fleming, who has spent many hours reviewing the brain scans of Japanese shoppers, isn't so sure.
It's widely believed that those who get ahead in office politics must be dupes, stooges, or yes-people. But the reality is quite different. Gallup has found that among the most successful organizations, many people who get ahead are solid performers and highly effective in their roles. What's their secret? They use their innate talents to rise through the ranks -- and to master the politics of their workplaces.