BY Glen Edward Quiring
Excellence is not an aspiration. It is the next five minutes. - Peters #organizationalhealth #excellence #vitality
Don't wait for excellence.
Business and Organizations alike can often feel the press of needing to raise the bar as they provide goods as services. It always feels urgent. Soon after a long winded discussion, the urgency abates and everything is "back to normal".
I am convinced this is because excellence quickly becomes abstract. The conversation inevitably moves to "if we would only do THIS thing, or THAT thing. . . ".
I can't account for why this happens but it does. The only solution for such behavior I believe is found in Peter's quote above. Excellence needs to move from a topic of discussion to the way we operate day in and day out. Excellence isn't an idea. It is a verb the impacts our strategies AND our operations.
Try this. Next time your staff begins to talk about how things "should" be done in the future stop the conversation and rearrange your meeting agenda so excellence can have it's way in the current meeting. This essentially means giving up long winded dialogues about "what we should do" in favor of what we will implement right now in the moment followed by a promise (at least an action item for the next meeting ) to measure results and followup on its impact.
Excellence can have an impact on your staff. Just don't wait for it. Just do it.
A customer ALWAYS expects an encounter with your business or organization to be pleasant.
Last month I ate at a restaurant in Albuquerque NM. The restaurant came highly recommended by a hotel attendant.
When I arrived there was no host to greet me. A waitress cruised by and motioned that I should follow her. In just a few minutes a different waitress dropped a menu on the table and zoomed off. I was able to order my meal ten minutes later, The food came promptly and was good (not great).
Would I return to this restaurant? No. Sure, I received a meal which gave me energy for the evening. Beyond that however, I didn't have a great experience. What would have made the difference in this case? A simple, honest, authentic personal greeting. Essentially, I was treated as a unit on an assembly line. But what I wanted - in addition to a good meal -- was to be received as if I were actually welcome.
Regardless of who they are, customers always want to be welcome.
Always give your customers a simple, personal friendly greeting. It will set the tone for their entire experience. It will facilitate repeat business and it will generate a loads of good will as they share their experience with others.
I recently traveled from California to Missouri and then back again. My family and I frequented restaurants, rest stops, gas stations, hotels, gift shops. Without exception, what caused us to think highly of any particular visit was our hosts attention to details designed to make our visit "nice".
Organizational strategy is a key component in vitality. Never emphasize strategy, however, at the expense of the details. Every tiny detail creates a positive experience for your guests. Every positive experience translates into a larger fan base.
Strategies are critical in war. But the battles are won with masterful handling of the details. So, invest today in the little things. It will have huge payoffs tomorrow.
Last week my family and I crossed desserts, went through mountain ranges, and cruised through valleys and plains. The diversity from one ecosystem to the next - sometimes within the same state -- was impressive.
I appreciated these diverse geographies. They were new and refreshing. When we returned to California, I realized -- like many others, I think -- that I prefer my home context. I've lived within that context most of my life. I don't think about how I live there, I just do it.
If you operate a business or lead an organization, you too are part of an ecosystem. And, interestingly enough, unlike your personal life, the life of your organization or business is highly dependent on your operating or business plan.
As we meandered through the states, we slept overnight in hotels along the way. In every case, their business plan was obvious. These plans seemed to vacillate between two extremes. On the on hand were hotels generate profit by managing (limiting) expenses -- spend little and maximize revenue. In these hotels we enjoyed complementary breakfasts of powder eggs, bacon which tasted like cardboard, and second rate cereals. On the other end of the spectrum were hotels that lived to create a good experience for their customers. The hallmark of these hotels lie in attention to the details. The swimming pool was clean, the spa was hot, treadmills worked. The staff seemed to go out of their way to provide service and the bacon was really good. For these hotels, each customer was an investment in future revenue.
Regardless of the kind of enterprise -- for profit or not for profit, government, educational or religious -- your success lie in your capacity to identify your context (your ecosystem), foster understanding of that context within your organization, and operate with intention. Work your plan so that it resonates with that context and watch your business thrive.
www.getvitality.org by Glen Edward Quiring is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.
Based on a work at www.getvitality.org.