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

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

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

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

  • Learn something every day. Never stop learning.

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

  • 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.

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

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

  • 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.

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

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

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

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

  • 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

  • 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

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

  • 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.

  • 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

  • Companies Don’t Solve Problems.
    People Do.

  • 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.

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

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

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

  • 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

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

The New York Times - Business Diary; When You're Cooking More Than a Meal

The New York Times

By Aaron Donovan

Who says too many cooks spoil the broth? Not the 11 office supervisors at the law firm Bingham Dana, who just participated in a "Corporate Culinary Team Building Workshop" conducted by Loyalty Factor, a Boston consulting firm.

The goal of the session was to have the supervisors, who are not lawyers, build stronger relationships in casual settings, said Dianne Durkin, president of Loyalty Factor, which has offered cooking workshops since April. "People said to me, 'What I learned about these guys I would have never learned in the office or in a sit-down dinner, because we usually talk business,' " she said.

While the workshops are held in kitchens, they -- like many programs meant to foster bonding among co-workers -- are intended to build workplace skills. "Preparing a gourmet meal is similar to running a company or a department," Ms. Durkin said. "Everybody's doing their own thing, but in the big picture everyone comes together to build success."

The team from Bingham Dana put together a French meal for itself featuring filet de boeuf. It was 15 minutes late. "Dessert was taking longer in the oven," Ms. Durkin explained.

Still, the group members, who came from offices in Boston, New York and Washington, say they now have better ties, said Toni Belding, director of operations at Bingham Dana. "I have a very strong team," she said. "It was a way of building further on that and integrating some folks from other offices who we've been dealing with for many years but some of whom we have never met before." Not to mention quelling hunger.

Training Magazine - Personalities

Training Magazine
July 1, 2008

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