• Employee loyalty builds customer loyalty, which builds brand loyalty. It’s as simple - and as difficult - as that.

  • If you want 1 year of prosperity, grow rice. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. – Chinese Proverb

  • It costs 10 times more to gain a new customer than it does to keep an existing customer.

  • The number one fear in the world is public speaking. “You” vs. “I” messages are powerful tools for capturing your audience’s attention.

  • People are the core strategic asset. To be successful, a company must listen, involve, encourage, nurture, support, empower, and reward all its constituencies.

  • Change is constant. To implement change you must listen, engage, and empower individuals in the change process.

  • Learn something every day. Never stop learning.

  • The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. Vince Lombardi

  • The brighter you are, the more you have to learn.

  • It is estimated that 80% of mergers and acquisitions that occur today fail to meet initial expectations.

  • Leadership IQ being equal, it is believed emotional intelligence – how we manage ourselves, our emotions and the emotions of others – accounts for 85 – 90% of what separates the most outstanding leaders from their peers.

  • 78% of consumers say their most satisfying experience occurred because of a capable and competent customer service representative.

  • No one of us is as smart as all of us – when teams function well, miracles happen.

  • 85% of business leaders agree that traditional differentiators alone are no longer a sustainable business strategy.

  • A survey of 350 executives across 14 industries, 68% confirmed their companies experienced unanticipated problems in their change process. – International Consortium of Executive Development Research.

  • Effective coaching is a key method for increasing productivity and profitability in an organization. Recent studies have shown that 85% of the workforce wants holistic coaching so that they can continually improve and grow.

  • Corporations can work five times harder and spend five times more money to gain new customers, or they can keep the ones they have.

  • Companies Don’t Solve Problems.
    People Do.

  • Leadership is being the best you can be, and helping others be the best they can be.

  • 25 of every 27 customers who have a bad experience fail to report it because they don’t believe anything will change.

  • The key to keeping customers satisfied and loyal is to value and train employees while making them an integral part of corporate success.

  • The key to building a culture based on Trust and Personal Responsibility is getting all employees to be committed to the organization’s Vision and the Values That Build Trust.

  • The great thing in this world is not so much where we are, but in what direction we are moving. Oliver Wendell Holmes

  • Personally, I am always ready to learn, although I do not always like being taught. Winston Churchill

  • First, people don’t grow and change much unless they’re in a supportive environment where people know what they want to do and encourage them to do it.

  • 70% of organizational changes fail and these failures can be traced to ineffective leadership.

  • 50 – 70% of how employees perceive their organization can be traced back to the actions of one person – the leader.

  • "High performing organizations are constantly focusing on improving their capabilities through learning systems, building knowledge capital and transformational learning throughout the organization.” - Ken Blanchard

HR.com - The Evolving Workforce

January 22, 2006

HR.com

By Penelope Trunk, Globe Correspondent

Here's one of the hottest topics in management training: How to manage the current crop of 20-somethings. Really. Baby boomers are sitting in seminars for hours trying to demystify the alien ways of the new workforce.

But what about the opposite situation? One of the most classic pieces of career advice is to manage up: manage what your boss thinks of you; steer your boss's plans for you; get your boss to supervise in a way that works well for you. Younger workers need to know how to manage their baby-boomer bosses.

Managing up will not be easy. You're dealing with someone so different from you that he or she needs a PowerPoint presentation to understand your emoticons. But there's hope for you because managing up has always been a generational challenge.

"All generations are angered that the next generation is not like them," says Lynne Lancaster, coauthor of "When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work."

Once you've established you can reliably meet your boss's weekly and monthly goals, you can let your boss know about your own goals.

"To a boomer, meaningful goals might be a reserved parking space and a new title," reports Laura Shelton, coauthor of "The NeXt Revolution: What Gen X Women Want at Work and How Their Boomer Bosses Can Help Them Get It." You need to make sure your boss understands that you have shorter-term goals and that you care most about issues such as being challenged, learning new skills, and preserving your personal life. Make your priorities clear to your boss so you don't get sidetracked in areas irrelevant to you.

For Francois DeCosterd, a management consultant turned art teacher, problems arose in his consulting job when he found himself working among people so obsessed with rank that he could not focus on the work that interested him.

"It is very difficult to find your own voice when you always have to deal with hierarchy and power politics, which are very draining," he says.

Understand what you can get from your boss, so you can make reasonable, actionable requests for mentoring. When a baby boomer says, "Do you realize how many years of experience I have?" The baby boomer means, "Do you realize how long I've paid my dues? Why do you think you can do challenging, interesting work immediately?"

Don't be put off by this exchange. Instead, recognize what those years of experience mean for you right now: A lot of experience doesn't mean someone is clever, likeable, or talented. But when you are dealing with people who have worked many, many years, "you can assume they have learned to deal with many different situations" says Fran Pomerantz, executive recruiter at Korn/Ferry International.

So use this person to help you with project management and prioritization because they've seen it before. Your seasoned boss can identify deals that are going to blow up, policies that will derail you, and perks waiting to be claimed. Investigate which other skills your boss has picked up over the course of his or her long career. Make a list of skills and knowledge you want to accumulate in the next two years.

Bring the list to your boss and ask which your boss can help you with. For the others, ask what sort of projects or teams you can get on to acquire the skills out of your boss's reach.

You're going to get the best results from your boss if you use your boss's language: that of diplomacy, according to Dianne Durkin, the president of Loyalty Factor, a company that helps older workers effectively mentor younger workers.

You might want to say, "Stop talking to me about my career at this company. I'm leaving in two years to start my own." Instead, you will get a better response if you say, "It would be a big help to me if we could focus on what I'm doing this quarter."

The other language barrier you have with your boss is IM. It's like a poorly spoken second language to boomers, if they know how to use it at all. So effective management of your boss means using e-mail. And take the time to type full words and use a spellchecker, two small concessions to get what you want from your manager.

If you do all this and you don't get what you want, you should leave. "Don't sit in a job with a baby boomer boss who doesn't get it. Vote with your feet," advises Shelton. "It costs companies so much to replace a worker that they will eventually change. And this will be a better workplace for all generations."

DeCosterd also advises leaving your job if you don't feel valued. When he talks about his transition from consulting to teaching art he says, "It's been remarkable to meet so many people who are excited and supportive about my ideas."

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