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    The Expectation Management Side of Customer Success

    There are three points in relationships with service-buying customers when you have to use your best communication skills to manage your customers' service-level expectations well:

    • At the beginning of a new relationship (or project), when you carefully work to capture their requirements, and clearly convey how you will meet them...
    • During times of emergency, when you carefully listen to the nature of the situation, and clearly articulate what your rapid response will be...
    • All points in time not identified above.
    Team Discussion

    Most customers hear what they want to hear. If you can't get them to really listen to you, they will never be happy with you. That being said, you have to listen first! (photo - sebastian-herrmann - unsplash)

    In some professions the outcome expectations are fairly easy to manage. In plumbing, you make the water go where the customer wants it to go. Price expectations might be harder to manage: “I only want a little koi pond. What kind of work is this estimate for?” You can squabble with your potential customer about the tone of this question, or you can use the question as your key moment for managing expectations well enough to close the deal.

    Expectations for knowledge work services are much more difficult to manage. In the legal profession, if your client thinks the law is about getting justice, and you know that the cost to get the expected form of justice is unjustified, you have a big expectation issue to manage, right? That's even before they learn that your retainer is based on $550 an hour.

    How do we build skills in expectation management? Let's start with one, little, easy to remember rule:

    • Reduce or eliminate any possible chances for your customer to experience negative surprises related to your work.

    OK, yeah, sure. No one likes bad surprises, so you can identify with that service level target. But, what makes this difficult to do? Well, there is likely a huge gap between the way you understand your services to operate and the preconceived notions your customer has about your services. You're used to the way things work. For your customer, this might be their first experience with your industry. On top of that, they've probably already heard all of the personal horror stories their friends have about your industry. A lot of them might be expecting you to rip them off.

    You don't know what a customer's preconceived expectations are until you take the time to listen to them. This takes extended time. This time is an investment in the successes both of your customer and of your service delivery. If you don't have the time to listen well up front with your new customers, perhaps it's because you're busy putting out all the fires your hasty inattention created with your current customers. If you're always chasing your own tail, the cause is either bad time management or bad customer expectation management.

    The next payoff in listening well is that you can work with your customer to map what they want to what's currently possible from both a time and expense consideration. You carefully document the steps from where they are to where they want to be. Your experience should prepare you to estimate the reasonable cost for each step. You answer all of their questions and concerns completely. Yes, you all know this is what you do to document the deal. The question is, did you spend enough time with your customer to learn how to reduce or eliminate the chances of negative surprises, or not? See how that rule above can guide the way you evaluate your expectation management skills?

    Don't take your own business processes, or service delivery processes, for granted. Always look at them through a newbie's eyes. Take the time now and then to uncover new ways your work can be misunderstood by a new customer; or a new employee, for that matter. Help them avoid handing your customers negative surprises, too.

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M041119 in the subject line. Constructive input will be reposted under this blog post.

    Team Habit Building

    Teams, as a rule, take on the characteristics of their leaders. The two main drivers for this are that people who form teams tend to pick people like themselves, and, that followers tend to emulate the visible actions of their leaders. Like most aspects of human experience, this phenomenon occurs at the level of instinct, not through considered choices.


    Corporate Culture is built out of the habits team members use to get team business done. These habits, and therefore corporate culture, are open to targeted reconstruction. (photo - samuel-zeller - unsplash)

    The obvious conclusion that many leaders and managers don't want to hear is that team performance is virtually completely dependent on their most deeply held values and habits. If the team ain't performing well, the leader or manager probably has big personal blockers to success, too.

    Let's take a little time to view a short video from our work on leadership skills for gifted and talented kids. The comments below will be based on this video content.

    The main premise driving our Be the Boss by 12 ebook series is that leadership success depends on a comprehensive ability to identify and master powerful habits. Some are powerfully bad, and some are powerfully good. Most of the habits we have to master are our own, but many of them are in the people we work with (or live with).

    Yes, we have to learn how to shape habits in other people in order to be successful leaders.

    This is hard work. To make it easier we have to draw on our personal histories of success. This could be a singular big success, or it could be your history of small-but-significant improvements you've made to the way you do things. You look through your history to find a reliable pattern for success. That pattern may contain habits that you can apply to a broader range of situations than you do now. It could also be a pattern for habits that you can train into your team members.

    The powerful leaders of history were able to add their personal methods for success to the habits of their people. Maybe not all of them, but enough of them to make a competitively successful team. This ability to transfer success-building methods from one's self to those around you is a key skill we illustrate for gifted kids to use while growing up, and to become successful adults.

    One last thought. Gifted and talented people have a lot to share in terms of success potential. Perhaps you only have a small number of habits to offer your team. No problem. You only need one or two great, success-building habits to help your team achieve big objectives. Offer the ones that work best for you, and let your people find the one that works best for them.

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M040319 in the subject line. Constructive input will be reposted under this blog post.

    Can You Improve Someone Else's Preparedness for the Future?

    Think the guy below can read QR codes with a crystal ball? Think he's got a better chance reading the future with that crystal ball?

    Crystal Ball

    Preparedness, for either opportunity or adversity, is based on well-informed projections of key trends affecting your business or personal concerns. (photo - mitya-ivanov - unsplash)

    Let's be honest here. Unless you are the force creating major change, you don't want to have to be bothered with change. If you're comfortable in your routine, you don't want to be bugged by changing anything.

    It kind of sort of begs the question, then, of whether or not your customers are ever deeply excited about change. What do you think? I've got various friends who were reading the information technology news and getting excited about selling “digital transformation” to everybody. The customers? “Geez, sounds like a kind of a lot of work, and we've actually got things working reasonably well right now.”

    Psychologically speaking, none of the large mammals likes change, but change comes upon them all eventually. Going extinct is largely dependent on the animal's ability to find effective responses to the change hurting them most.

    But, our social and economic environments exhibit changes and swings on much shorter time scales than natural environments. Unlike most natural environments, many swings and changes in social and economic environments hold great opportunity. The more lead time you have to prepare for those opportunities, the better your chances of making them pay. Can you make your customers see the principle behind this truth?

    A common response to encouragement to put plans together to optimize future business success is, “What if I guess wrong?” Well, we're not talking about guessing. We're talking about a little studying. “Ugh! Really? Studying?” Yeah, well, that's why LO+FTTM strategies don't get much business from former “C” students. Engaging the future for best results is for those who want to avoid extinction with style.

    So unless real-world events are crashing down on someone, and they're looking for big solutions, getting a customer to prepare for their future is a big sales pitch. If they perceive you as selling change for change's sake, they won't be listening for long. But if you can show your customers realities that they know and understand about the way things do change in their lives or businesses, then you might be able to help them perform that much better in their futures.

    That's kind of the way we discovered LO+FTTM. We wanted to keep our astronomy satellite going, but we knew various parts of it would fail at certain times. That part of our future we understood well. So we had to take an inventory of what else was left running on the satellite, and see if any of those things could be repurposed. Turns out that enough of them could, multiplying the planned lifetime of the satellite by nearly a factor of four.

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M032819 in the subject line. Constructive input will be reposted under this blog post.

    Customer Success, Continuous Learning, and LO+FTTM

    If your service is based on a customer's need for knowledge expertise, then your company pretty much has to be in continuous learning mode. Laws change, compliance contexts change, technologies change. If you're in fields that are driven by any of those, you have to work hard to keep from going obsolete, let alone to be at the edge of your field.


    LO+FTTM isn't a tool for reading the future. It's how you build a spectrum of responses to a range of futures that might happen. (photo - will-matthews - unsplash)

    So, sure, you learn continuously in your own field. That's what your customers are buying, more or less. But everyone in your field is working at keeping pace within that industry. What are the non-industry events that affect your business?

    If those events are big enough, they probably affect your customers, too. Maybe some more than others, but large scale economic trends affect everyone in some way. What do you know about the way these things affect your customers? How much continuous learning do you apply to your customers' larger business contexts?

    Some of this information is as easy to get as calling a customer up and saying, “Did you see that piece in...?” Ask them the leading questions that get them to blather about the way they think an event is going to change something about business.

    A little closer to their home, what do you know about your customers' industry, how it's been evolving, or what things have fallen out of their control?

    Some of the things my friends and I deal with are IoT and real-time data analytics. These computing technologies might affect some of your customers; other customers, not so much. Increasingly, content management systems are adding real-time analytics to capture the way customers flow through a website, and make real-time adjustments on the pages that a user visits. Do such page manipulation tactics actually increase revenue? What kind of web presences do your customers have, anyway?

    Whatever services you supply your customers, one of the most important continuous learning disciplines you should consider practicing is continuously learning more about your customer. How does this help? Well, it helps you discover where your learning priorities should be in general. Some reading this might complain, “Geez, I don't want to spend my life reading. I want to run my business.” OK, then, prioritize your learning by what your customers say they're interested in.

    LO+FTTM=Luck Optimization Plus Fault Tolerance. Change is definitely coming, so you want to capture all the value in those changes that you can while avoiding the penalties of being unprepared. The bottom line is that continuous learning is your key strategy for building business adaptivity for both you and your customers. Learning shows you the trajectory of the major changes you face. Once you understand those, you can turn to learning how to form the needed responses before your competition knows they're needed, and have them ready when you customers need them.

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M032019 in the subject line. Constructive input will be reposted under this blog post.

    Differentiation via
    “The Little Things”

    A client recently asked me to read through one of his favorite books on managing a professional services company. No problem. It'll help me figure out some of his business language and some of the processes he's put into his business.

    lead biker

    Even athletes will tell you that it's all the little “to dos” that give you the big lead. (photo - will-matthews - cyclingtips)

    About 25-30% of the way through the book, this pattern popped out: “Everybody knows you should do it, but no none does.” It didn't matter what the management concept was, the author's experience led him to believe that all of the obvious “to dos” in management were usually left undone for lack of time, expense, or most probably, laziness. After all, if you're getting the business results you want without doing “the dos,” why bother?

    Well, there's one fairly big reason, and perhaps this one reason could lead to a second reason. Most of these obvious “to dos” had to do with relatively small relationship enhancements. These would make you or your team stand out. Doing the little “to dos” becomes a differentiator.

    Most people prefer being treated in a friendly, respected manner. Most clients prefer that service people do things on time, like getting to meetings, keeping the paper work moving, and stuff like that. What happens when you and your team do this, but your competitors don't? Your clients perceive you as a higher quality operation. Good quality sells well.

    OK, so doing “the dos” builds a perception of quality. A perception of quality leads to repeat business. Quality generates positive word-of-mouth about your company and the way you do business. In other words, the differentiator of doing “the dos” should lead to improvements in revenue. There's nothing wrong with practicing revenue-building social behaviors.

    So, most of “the dos,” as listed chapter-by-chapter by this writer, were the things that, supposedly, everyone knows you should do in business, but few actually do. Apparently, then, everyone, clients and service providers alike, view “the dos” as optional. And as optional, then as unnecessary. This is, of course, a very large scale, cultural trap: Adequate performance pays, and superlative performance doesn't pay that much better.

    The argument here is that superlative performance does pay better, but as a longer term investment in market status. Perhaps the hourly rates don't go up that much for being the best, but the rate of business capture does. Just sayin' from personal experience.

    If you and your business culture have the habit of being adequate, and you seem to be stuck in place, consider breaking that habit of adequacy. Figure out which little things have significance for each of your customers, and build the habit of delivering on those as well as your primary services.

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M031419 in the subject line. Constructive input will be reposted under this blog post.

    Language Barriers: The More Theirs Sounds Like Yours, the Harder to Spot the Barrier

    In a recent coaching session my client expressed a very specific communication difficulty. There was a very specific aspect of project management that held a level of significance for him that he didn't feel his team was understanding. “It's like they don't even understand what it means to accomplish anything!”

    Word Clouds

    It's a real phenomenon: People using the same language and badly misunderstanding each other. (photo - rawpixel - unsplash)

    I responded. “It's actually quite likely that they don't understand what you mean in this specific context. It's likely that you have some particularly technical idea in mind, while they are simply bringing their understanding of what you say (not what you mean) from their habitual, every day usage of these ideas.”

    It's bad enough that most languages are rife with opportunities and sources for ambiguity and misperception. How are you supposed to handle “read,” “read,” and “red,” for cryin' out loud...

    And we all have bad habits of laziness and sloppiness in our written and spoken communication. What's worse is that sometimes, when it comes to customers, we somehow collect a few bad attitudes. The next thing you know, we're playing verbal games that are hurtful to our customers' success, which will eventually bite us in the form of lost revenue.

    But, worrying about unintentional mistakes is a waste of time. They're just going to happen. So the question becomes, what tricks are we going to use to fix the mistakes quickly, or figure out how to do the best we can to avoid them?

    Little rules often work well in this context. When it comes to mistakes, the beginning rule is confess the mistake quickly, and take the needed steps (depending on the nature of the mistaken communication). When it comes to avoiding mistakes in communication, the first simple rule is to keep things in easily understood, objective terms. Instead of saying “We'll have this done in three days,” say, “We'll have this done on the 9th of March, 2019.” Or, instead of saying, “I'll send over a couple guys sometime next week,” say, “If it fits your schedule, I'd like to have Jim, Linda, and George come by next Wednesday at 1pm to check (whatever it is).”

    This type of simple objectivity is extremely important when capturing a customer's objectives or requirements, or mapping out a plan of execution. And all along the way, you have to take the initiative to check on the level of understanding that's being achieved in the discussion, not the customer. Sure, the customer wants to get it right, too. However, the customer is going to make the same communication mistakes that my client did at the beginning of this blog: “We all understand all of the words to mean the same thing, right?” Well, maybe.

    It's always up to the service provider to get it right. If you're lucky, the customer understands the pitfall of effective communication, too.

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M030619 in the subject line. Constructive input will be reposted under this blog post.

    Customer Expectations Management: Tracking Down Success Together

    The first time I heard the phrase “manage customer expectations,” it sounded like simple, proactive butt-covering to me. Maybe I heard it that way because of the person making the suggestion, perhaps not the greatest when it came to good delivery of service. But over the years, I've come to believe that the right kind of expectation management is the heart of a great service agreement.


    Managing customer expectations: Key to a great-working agreement. (photo - rawpixel - unsplash)

    In the most powerful case, the management of expectations is actually a collaborative enterprise. Your customer has expectations on what they want done. You have expectations on what can be done. This combination of vision and deep expertise is the context for a level of creativity and high-probability success that can often surprise both parties. It's awesome when it happens, and sets a strongly optimistic tone for the rest of an engagement.

    Vision shaped by expertise: What's the key here? Within the limits of any time constraints, an overabundance of communication helps to transform the customer's initial vision into objectives that can be met within the means available. Not only that, but in many cases expertise can help the customer find ways to exceed their vision and achieve even greater outcomes.

    But, now, let's be honest. Few customers are truly visionary, and few service providers in any field have the level of expertise to be truly creative with a customer's vision. What then?

    The stretch for both parties, in these common kinds of cases, remains the overabundance of communication to build some form of collaborative dialog. Let's add a skill to the service provider. Let's call it “great investigative skills.” Can the service provider put questions together that draw the customer's needs and desires into the conversation? If the service provider can, then, alas, we have to ask for another skill. Can the service provider “connect the dots” from the information drawn out of the cutomer to form the path to the customer's success?

    So, let's review. There are cases when the customer and the service provider simply create magic because of their special skills and intellectual connections.

    Then there are the cases where magic doesn't occur. What are the steps to customer expectation management in these cases?

    1. Overabundance of communication. Help the customer articulate their needs and desires in terms that you can fulfill.
    2. To do this, listen carefully for clues on how to compose ongoing questions.
    3. After careful checking that you have a complete picture of needs and desires, use your expertise to pull together the plan that will meet your customer's expectations.

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M022719 in the subject line. Constructive input will be reposted under this blog post.

    Arrogance: A Disdain for Customer Success

    So, there we are, on the west coast, meeting with the CIO of a major air freight company. After the pleasantries my companion announced, “I understand your business better than you do, so we'll get your systems running just the way they should!” Well, I didn't recall my companion building any air freight companies from the ground up, so I was a bit miffed at his claim...to say the least. We never got invited back, either.

    Young Man

    Arrogance is not a customer success attitude.
    (photo - icons8-team - unsplash)

    In the last blog post I made the point that everyone in your company has to get to know your customer, even if in some abstract, idealized sense. By contrast, my sales partner started (and ended) the relationship by stating he had no need to get to know the customer. I don't know what he was thinking, but he wasn't thinking about the customer, the customer's needs, nor the customer's image of his own success.

    OK, I get it that in one sense, a customer is looking for expertise that doesn't exist in their company. In theory, an expert should know more than a customer would. But the expert still has a critical knowledge gap early in any business relationship, and that's a lack of understanding of what the customer wants to accomplish.

    There's only one method for filling that gap. You ask, "What do you want to accomplish?", and then you shut up and listen.

    Some job requirements are easier to capture than others. "What color do you want the walls?" Nice and straight forward. "What does this new computer network need to do?" Well, that's going to take a lot more questions and a lot more very careful listening.

    Let's take this a little deeper into personal habits. Listening is almost always the key skill for obtaining success for your customers. As a part of your corporate culture, how prominant of a feature is listening? How well do your people listen to each other? How well do you, Fearless Leader?

    Or, if you just can't help being arrogant, learn how not to act like it!

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M022019 in the subject line. Constructive input will be reposted under this blog post.

    Cultures that Know Your Customers

    It's hard to care about the success of people you don't even know. How many of your team members are in that same situation when it comes to knowing your customers? Probably a lot. So, what do you do to give your team members a face for them to connect to?


    Give your team a way to “see” your customer as a vital part of their working day. (photo - david-miley - private)

    As a Modern Enterprise Leader, the question to you becomes, “How do I build a strong pattern of customer awareness into my corporate culture?” There are already examples in your company from which you may draw.

    Such as, your marketing people who do this all the time. They build a variety of profiles of the ideal target customer. They bring in focus group after focus group to test everything from that basic customer profile to the preferences people for this or that color on your packages. How easy would it be for you to build a customer awareness campaign based on the phrase, “What would your mom like...?”

    Let's move from marketing to sales. In most industries, sales activities have at least a little face-to-face time with customers. The sales people often, if not usually, know your customers personally. Well, then, how easy would it be for you to build a customer awareness campaign based on customer visits to the people in any or all of your departments? Some of these could be implemented as incentive programs, right?

    Obviously, few people care about others outside of their families and small circle of friends. There's a lot of social inertia to push against when it comes to building corporate-wide customer awareness. Most people think in simple terms: their job is their job. It's natural. Might they work better, maybe even with a bit more enjoyment if they thought of the customer as their job?

    Since a lot of corporate culture drops out of the personal habits of the corporate leader, let's aim this back at you. If you only see the customer as a faceless pocket to pick, you won't convey much vision of the customer to your people. In fact, your people might feel like you think of them in the same stingy way. Not much for morale in that, is there?

    Your marketing people have a sense of relationship with your customers. Your sales people probably have real relationships with your customers. It's better for business if they do. How much better would it be for business if everyone in your team had a sense of relationship with your customers?

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M021219 in the subject line. Constructive input will be reposted under this blog post.

    LO+FTTM Culture and the
    Mission of Customer Success

    To make corporate culture visible and measurable, we define culture as the entire collection of behavioral habits that makes your organization operate the way it does. If you are in a business that's dominated by personal customer interaction, here are the primary characteristics you want your customers to express about your people:


    What kind of enthusiasm does your team have for your customers' successes? (photo - agnieszka-boeske - unsplash)

    1. “Jim has exactly the technical skills we needed to get this job done, especially when it came to working through unexpected problems.”
    2. “Jim keeps his promises. On the ethical side we trust him completely, and when it comes to managing our expectations, he always gets things done in the way he described them.”
    3. “On top of all that, Jim is a great guy to have in our business environment. He's great for morale!”

    Some people can naturally conduct themselves with this level of professionalism, and some people can be trained to deliver this level. Short of this level of performance, expanding a business relationship is probably not going to happen, and basic customer retention is questionable.

    However, these types of service delivery habits cannot be limited to the customer-facing personnel. This is where the culture-level sense of mission toward the customers' success comes in. Everyone on your team, customer-facing or not, has to believe that getting the customer to success is what the business is all about. Simple things, even like making sure the invoices are accurate, are a huge part of creating the perception of success for your customer. No part of the business process should be taken for granted as a part of customer success. If a job doesn't build toward customer success, why is it part of your business's processes?

    Let's assume that your company can truly deliver on services sold. Let's skip, then, to ethics and expectations. Customers view all of your promises as contractual commitments whether legally binding or not. Obviously, real ethical and legal violations cannot be a part of your businesses practices. But where many companies fail their customers is on expectation management. Usually, these conflicts arise when someone in the team is careless about what a customer is told. The most common type of carelessness is making a promise before checking “back home” what can and can't be done, or who is or isn't available for the work to be done. Safeguards can be built into customer interaction processes to improve customer expectation management.

    So that leaves the skill of congeniality to consider. Business relationships have a much better chance of growing if customers like to see your people. If the competition has friendlier people than you do, they've got a good chance at taking your business, other things being equal. Your people don't have to be aggressively friendly. We're talking about professionally pleasant when things are good, and cool-headed, leadership-effective when things aren't going well. Competent leadership in times of trouble will do much to keep customer success on track, and greatly build a positive reputation for your company.

    Let's sum this up. Everyone in your company has to have the right skills. Everyone in your company needs to know how to make promises that can be kept. Lastly, everyone in your company has to make sure your company never loses its welcome in the customers' offices.

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M013119 in the subject line. Constructive input will be reposted under this blog post.

    LO+FTTM Culture:
    Team Plus Leader

    The one thing leaders can't delegate is their own involvement in the mission. As a rule, leadership involvement in the mission has to make a substantive difference in the team's ability to perform. The strategic advantage for the leader is built on the feedback and new information that the team supplies on the mission's progress.


    Corporate culture is the machine that replicates corporate results. If the leader isn't connected, the team malfunctions. (photo - rawpixel - unsplash)

    In the previous week's blog I described a vital network of connections in the team produced by leaders thinking through issues with their teams. Problem solving with the team is a fundamental anchor in a corporate culture that builds success for the business as well as the business's customers. Everybody's work habits get focused on solution building. This is crucial, culture-level behavior.

    When I was a kid I worked at a fast food joint. We all got training in managing unhappy customers. Why? Because high school kids almost always take the bait when it comes to some form of fight. That's dreadful for business. Fights at the counter disrupt other waiting customers. They disrupt cooking at the grill. Bad customer relations at a fast food franchise usually go bad for the franchisee.

    It was up to the restaurant leader to sand off all of our rough, teenage edges, not only to run an efficient business, but to build a reputation of friendly service in our small town. The leader had to form good business habits in each of us individually in order to build the company level habits, the culture, that would lead to a successful restaurant.

    Suppose your work force is older, and even though they aren't an evil bunch, maybe they have no habits of professionalism. Well, let's start at the top: Do you have any habits of professionalism? If you don't have that to share with your team, then you and the team take training together to put that part of your corporate culture together. If you have adversarial relationships with your clients, that has to go. If you and your team spend time squabbling or worse, that's got to go, too.

    Anything that threatens market retention or team productivity has to go. Conversely, company habits that draw customers to your goods and services, and that build highly productive team members who like their work, those you want to strengthen as company-wide ideals. Something to think about: If people are busy doing things well, like aiming all of their efforts to make customers happy, they won't have time to cause trouble.

    The connections between leaders and their teams support critical success factors. They either strengthen the company or leave it weak. As a leader, you have to decide on the results you want. Do you want to make money, or do you want to win fights? Do you want high levels of job satisfaction in your company, or do you want to drive your best employees into your competitors' businesses? Just note: You will achieve the results you most deeply want! That's a metric you can take to the bank...or maybe not.

    Thomas Meylan, Ph.D.
    Digital Clones, Inc.

    If you wish to respond to this post, please email melblog at digitalclones dot biz and be sure to include the code M012319 in the subject line. Constructive input will be reposted under this blog post.

    Modern Enterprise Leadership and LO+FTTM

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    Study the present very carefully to build possible versions of the future.


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