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How will you be remembered? What do your behaviors say about you?

“Experience” is, in its purest form…Leadership BRAVERY.
It is Leadership Bravery in making choices that enable your people to rise. It is clearly knowing and living conscience-led decisions about what you will and will not do, to grow. It is leaders who model behaviors honoring customers and employees – that everyone can model across your entire organization. And it is honoring customers’ lives in how you enable them to achieve their goals, make them feel honored and respected, and in the end…earn their admiration for how you conduct yourself in business, and for the kind of people you are.

Are our employees
thriving?
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Questions Answered
DO WE NURTURE A THRIVING ENVIRONMENT FOR EMPLOYEES? Do we elevate the spirit of our people; inspiring them to bring the best version of themselves to work? Do our solutions and actions deliver congruence of “heart” – what people know is right and “habit” – what they are encouraged to do at work? Do we make it easy and a joy to deliver care, empathy and value?
1.
We make employee selection a priority. We extensively screen and select people who share our organizational values. We always approach recruiting as hiring partners…. not filling positions. We have established our own unique hiring and selection processes to find people who align with our values, so we can trust them to rise.
2.
We invest heavily in training and development to prepare and enable peak performance. We invest in prepared and enabled employees.
3.
We consider all of our people to be “Memory Makers.” We enforce all of our responsibility for creating a memory with customers in the processes we build, the solutions we develop and in the interactions we have. We give everyone the encouragement, time, information and permission to be a memory maker – no matter their role.
1.
We continuously identify and remove barriers to our people delivering value to customers. We believe in the words of our people and consistently listen to understand and elevate their role in improving customers’ lives.
2.
We prepare for our people to extend grace. We proactively identify where employees need to “make the call,” and we prepare employees to act with honor and make exceptions when warranted. We honor the dignity of employees by removing unnecessary rules and policies. We release control, so employees can innovate and solve problems.
1.
We believe that acts of admirable behavior grow our business. We coach people to take the initiative on behaviors that earn admiration and to challenge processes, actions and rules that do not. We encourage people’s initiative in these matters consistently across our organization with every leader.
2.
We reward and recognize employees for innovation, ingenuity and thinking on their feet. We reinforce our belief in employees. We celebrate taking risks, doing the right thing and making informed decisions. Our leadership models caring behavior, and it celebrates and promotes people for their human, caring behavior.
1.
We check our bias at the door. Our growth is earned through inclusive and respectful behavior. We do the work to eliminate unconscious bias with customers and actively work to remove any bias in our industry. We prepare our people to remove unconscious bias with each other.
2.
We show up as a “caring” company. We elevate everyone’s purpose – uniting all in the mission of improving lives. We guide cross-company behaviors to develop a “caring” organization. This gives us a leadership lens through which we evaluate process, people and how we enable people to rise.
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Do our customers feel
respected
& honored?
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Questions Answered
Do our behaviors and actions say to customers and partners: “We RESPECT you.” “We honor you.” Does respecting people’s time, choices, needs and requirements form the foundation for our decision making and how we run our business?
1.
We reduce “service exhaustion.” When customers need us, we solve things for them completely. We don’t run them around or give them homework. We make it easy on the customer to get their situation solved by simplifying the actions and steps required. We are on top of it and don’t make the customer have to check back in with us to find out if they are put back together again.
2.
We honor customers’ time and their clock. We show respect by running our business on “customer time.” We are built for efficiency as customers get basic services accomplished. We never make customers wait for us or wonder where we are. We give customers control of the schedule based on their needs, not ours. As a result, our customers feel like we honor their time and their schedule.
1.
We commit to honoring our customers by “knowing” them. We invest in understanding their lives and priorities and in uniting information about who they are and how they interact with us, so our customers never have to remind us who they are, what they have purchased, who they have interacted with, or how important they are to us.
2.
We enable customers to depart with grace. We give customers a seamless, simple, transparent way to depart that might earn their future return based on our treatment of them. We are humble. We learn from the experience.
3.
Our leaders care, and every day they want to know what events disrupted customers’ lives. We invest in understanding customers’ experiences – so we proactively reach out when things go wrong and encourage all to give customers options for how to communicate and reach us. We insist that we keep customers apprised and give them peace-of-mind.
1.
Across our company, we “talk straight” and have a voice of our own. We deliver “understanding” – not lingo, jargon, and extra steps and paper that burden our customer. We have consistently eased the burden of what paperwork we require and how we require it – to make customers’ lives easier.
2.
We are available to customers across all channels based on how they need us and when they need us. We remove the extra steps, being put on hold and anything that says, “our process or time is more important than yours.” We make our availability a reflection of how much we care.
3.
We don’t let the boundaries of our organization get in the way of delivering value to customers. We insist that our people connect their work across the silos– so customers are not bounced around or experience disjointed experiences due to competing metrics and goals.
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Do we enable customers to
achieve
their goals?
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Do the actions of our business prove to customers that we organize ourselves and act to help them achieve their goals? That we have their best interest at heart? Do we achieve our goals by prioritizing customers goals as mission critical to our prosperity and success?
1.
Everyone can explicitly connect their work to our purpose. We have translated our purpose to our operation and behaviors and to how we enable employees to deliver on our purpose.
2.
We have clarity of purpose for why we exist and how we exist to improve customers’ lives. Across our entire company, we all know and can state what we want to be remembered for.
3.
We fundamentally believe that, in order to grow, we must be a company united around enabling customers to achieve their goals. CUSTOMER goals, not our internal goals, are our first order of business and drive our priorities. Leaders inspire us to use customer goals to serve as our lens for decision making, investments, and in steering the course of the company.
1.
Our people are coached on the skill of listening and understanding. We constantly work to improve our clarity for knowing customers’ goals and what they want to achieve to prove value in their relationship with us.
2.
We formally document and share customer goals across the organization, so that this understanding can guide how we develop our products, our service and our people. We have a company-wide awareness of these goals that people can access, which we transparently share.
3.
We actively and continuously watch and listen to customers to understand their priorities and goals and to translate and communicate them across our organization.
4.
We regularly use our products and services and interact with customers. We eliminate detachment and cynicism by connecting to their experience.
1.
Our compensation, reward and recognition are wired into the achievement of customer goals.
2.
Across the organization, we are united in how we design experience, process, service, products and technology to deliver to these goals. Leaders stress the achievement of customers’ goals as work is presented to ensure they are always focused on helping customers achieve their goals.
3.
We have shared metrics across our operations, silos and people to enable line of sight of customer goals across our company and to drive accountability in our responsibility to deliver on them.
1.
Our customers feel that we “have” them when things go wrong. When failures occur, we act decisively and in the customers’ best interest. We speak quickly, give the facts and are accountable and responsible. This is our finest hour.
2.
We have a rigorous recovery plan ready for a company-wide customer crisis. Similar to an IT recovery plan, we have plans to respond if a large-scale customer crisis occurs – we keep our customers informed and aware.
3.
We wire customer empathy into our operations, policies and processes. We enable our employees to read the situation and extend grace when they see fit. We hire and develop good people – then trust them to make the call to ensure we meet customer goals, prove value and keep the customer.
4.
We understand customer emotions as they work with us and use this understanding to redesign existing experiences and innovate new experiences.
5.
We honor customers by starting with their life and priorities when we interact with them. Their needs drive us – not our process and paperwork.
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Do acts of leadership
bravery make us
stand out?
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Questions Answered
DO WE CHOOSE THE BRAVE PATH OF ACTIONS THAT EARN GROWTH AND ADMIRATION? Do we forge our own path, choosing the hard, conscious-led decisions about what we will and will not do to grow? Do we earn growth through transparency, fearless sharing and behaviors that prove we strive for a balance relationship with our customers and partners? Are we clear about how we want to be remembered: and that we stick to actions and behaviors that define who we are as people?
1.
We are humbled when mistakes happen. We put aside ego and bravado. We learn and change from our mistakes. We don’t make excuses or dodge the situation. We ask forgiveness and ACT. We let customers know when something goes wrong. As soon as we know of a service failure, we inform customers and prepare a swift recovery. We focus on the “what,” not the “who” — and change the actions causing them.
2.
Leaders’ behaviors inspire what they want delivered. They live our purpose and model the behaviors that we stand for personally. They make decisions aligned to our purpose and communicate them, so that everyone has a beacon to follow for their own behavior.
3.
We free people to act. We create an environment in which everyone has permission to do the right thing. We guide and enable employees to take ownership of customers with issues as they encounter them and encourage them to show their humanity and put customers back together again. All levels in our organization are given permission and celebrated for these actions.
1.
Two-way trust defines our actions with customers. We actively decide to be transparent with customers. We suspend the fear of sharing information. We fearlessly give customers information, so they can prosper with the knowledge we share. Customers feel that we trust them using our forms, reading our fine print, as we interact with them, and in working through our paperwork and contracts.
2.
We focus on earning the relationship, not making the sale. We always deliver transparency in how we price and what customers receive. Our selling experience is uncomplicated and clear, and our pricing is easy to understand. Customers describe their sales experience with us as truthful and transparent and without surprises. Truth and Transparency defines how we sell and serve.
1.
We share all the facts in every situation, so customers can decide what is best for them. We guide them through the complexity of options and pricing, guiding them fearlessly to all of the information. We walk away from goals, compensation and reward systems that require getting the customer to commit or putting our people in a position to guide customers toward a sale to meet their goals, quota or rewards.
2.
We believe in customers as an asset, not a cost center. Our decisions and choices are guided by investing in them and in our relationships with them. To that end, we remove practices that dishonor customers as assets or put them in a position to question if we value them.
1.
We charge what is fair, not what is possible. We resist the temptation to grow through charging customers more than necessary because we can. We don’t nickel and dime customers. We work to remove our dependence on fees and charges to grow financially and instead focus on growth through adding value.
2.
We honor the dignity of customers. We strive to remove policies and procedures that protect “us” from “them.” Our policies, procedures and operations are not guided by legacy industry practices. Delivering to meet customer goals and our promise gives us the courage to break from tradition.
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Clarity for how you improve lives, and your leadership behaviors and actions are what will fuse people to you. They will define how you will be remembered…How you earn admiration…and how you grow. In a marketplace that values congruence of heart (what you know is right) and habit (how you act)…the memory of how you help others achieve their goals, and who you are as people becomes the greatest currency of your brand. Let’s find yours.

How will you be remembered?

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