Mike Cardus

JUNE 27, 2011

Gestures of friendship, loyalty and often rewards go to the team members who have the greatest “apparent” value, like a pair of shoes or a new car. This is the responsibility of all team members, not just management. They work very hard at appearing likeable, so others will value them as a member of the team.

Cooper 135

Cooper Metrics Commitment Benchmarking 135

Strategy Driven

SEPTEMBER 27, 2013

Some compile complex Customer Relationship Management algorithms to develop and maintain these relationships. The sincere, relationship-oriented business had raised consumer expectations of the service quality and built loyalty to the website. Customer satisfaction is used by 90 percent of companies as a benchmark for success.

Aaker 63

Aaker Short-term Marketing Benchmarking 63

Strategy Driven

DECEMBER 2, 2016

If you cannot take the dirtiest job in any company and do it yourself, then you will never become “management.” The management that takes steps to “fix themselves” rather than always projecting problems upon other people will have a successful organization. Your success may bring out insecurities within others.

Mentor 50

Mentor Learning-by-Doing Open-book Career 50

Strategy Driven

APRIL 17, 2013

Benchmark Your Feedback Step 8. Consider using a social media management tool such as Hootsuite to aggregate all of your accounts so that you can efficiently post to all of your social networks at once. Manage Yourself Smart: Ten Guidelines for Making Smart Choices in the World of Social Media.

Marketing 50

Marketing Press Release Consultative Brand 50

Great Leadership By Dan

SEPTEMBER 4, 2012

Lynn Dessert from Elephants at Work completes a hail mary pass with Using the Benchmarks® Assessment for Leadership Development. "As As with many assessments, Benchmarks® delivers insights to many leaders about their actions and behaviors through feedback from a broad range of groups they interact with inside their organization.". "An

Leadership Development 243

Leadership Development Development Leadership Benchmarking 243

Harvard Business Review

MARCH 21, 2011

That's my management tip for today. It can be productive to think that "they" are out to get you, and there are enemies (or competitors) lurking in every corner, if it motivates higher performance — excellence so strong that it compels loyalty and commitment and reduces complaints. Do you think the world is out to get you?

Benchmarking 15

Benchmarking Health Care Loyalty Construction 15

Harvard Business Review

JANUARY 17, 2012

As a newly appointed or promoted manager, or someone spearheading a new project, you're more likely to need a plan of action within a month. He knew he needed to get up to speed fast and so we helped him craft a three-step plan: Conduct an automated, anonymous survey of both senior and line managers to identify leadership blind spots.

Supply Chain 14

Supply Chain Workshop Survey Benchmarking 14

Harvard Business Review

MARCH 27, 2012

As a management consultant, I often have a courtside seat to the senior team discussions of many companies. That's why Greg Wasson, the CEO of Walgreens hired an experienced executive from the airline industry to sit at his table in a customer experience and loyalty role. I've found that I learn a lot by watching the meeting dynamics.

Benchmarking 10

Benchmarking Dunning CEO Airlines 10

Harvard Business Review

SEPTEMBER 24, 2012

Given the speed and volume of social interaction online, simply managing big data requires special techniques, algorithms and storage solutions. But we should consider that we've actually had more data than we can reasonably use for a while now. Analyze and Discover. This part of the process works best when it's a broadly collaborative one.

Metrics 15

Metrics Media PR Benchmarking 15

Harvard Business Review

SEPTEMBER 1, 2011

Whether developing a new venture, managing an internal corporate innovation initiative, or working to develop globally successful product and service designs (my profession), nothing is more important than understanding what people need and desire in context of what the competition is providing.

Benchmarking 13

Benchmarking Maslow Analysis Trends 13

Frank Sonnenberg Online

OCTOBER 6, 2020

Damage commitment and loyalty. Benchmark against the best. How would you feel if someone told you to follow the rules, but exempted themselves ? Stifle opportunities. How much does strict adherence to rules, rather than thinking outside the box, impact your creativity? Reduce competitive advantage. Encourage people to think.

Micromanagement 108

Micromanagement Delegation Bureaucracy Competitive Advantage 108

Harvard Business Review

NOVEMBER 25, 2013

It doesn’t need to be complicated; in one company, a marketing department saved 20 percent after simply benchmarking the money they were spending on external agencies. And at another — a consumer packaged goods company — a series of strong brands had evolved in separate silos.

CFO 8

CFO Short-term Long-term Benchmarking 8

Harvard Business Review

JULY 14, 2017

Retailers like Walmart and Macy’s manage a supply chain, buying and reselling their own inventory. Let’s see what happens when we connect them rather than manage them — that is, focus on the links rather than the nodes. We normally think of people as something to be managed. Human capital. Intellectual capital.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

HR Digest

JUNE 24, 2023

HR analytics, also known as people analytics or workforce analytics, is a data-driven approach that empowers Human Resources Management (HRM) by collecting, analyzing, and interpreting HR data. The term Strategic Human Resource Management (SHRM) emerged as organizations recognized the critical role HR plays in driving business success.

Metrics 98

Metrics Trends Compliance Analysis 98

Harvard Business Review

OCTOBER 10, 2014

They can be direct, as in discussion forums, or indirect, through peer benchmarking. Loyalty and reward programs provide this type of context for B2C companies, while strategic account and relationship management programs do the same for B2B companies.

Media 8

Media B2B Disintermediation Content 8

Harvard Business Review

DECEMBER 2, 2010

An interesting contrast is online shoe retailer Zappos, which wants customers to call, as the company sees that as a loyalty-builder for the brand, even if it's relatively expensive. CEO Tony Hsieh says, "We believe that forming personal, emotional connections with our customers is the best way to provide great service.".

Insurance 15

Insurance Retail Brand Loyalty 15

Harvard Business Review

DECEMBER 20, 2016

Every CEO should be cultivating these behaviors to maximize innovative thinking: The most innovative leaders: Manage Risk. Innovative leaders scored 25% higher than their non-innovative counterparts on managing risk. To develop better risk management behaviors, CEOs need to: List a minimum of eight ideas for new initiatives.

Innovation 8

Innovation Skills CEO Learning-by-Doing 8

Strategy Driven

OCTOBER 17, 2018

Customer Experience Manager. This is a relatively new role and has come about because customer experience requires effort from across a company, which means someone needs to be managing it. A customer experience manager will look across a range of departments such as customer service, sales, market, production and more.

Customer Loyalty 57

Customer Loyalty How To Media Loyalty 57

Harvard Business Review

MARCH 3, 2015

Their deep-seated belief that others are mostly like them leads them to treat others as they would like to be treated themselves — an approach they take pride in as an enlightened and open-minded management approach. He was a highly ethical, performance-driven manager, and assumed everyone else was (or should be) too.

Rogers 8

Rogers Benchmarking Loyalty Learning-by-Doing 8

Harvard Business Review

JUNE 5, 2015

After all, in the face of such apparently poor results, their managers probably assume that significant improvement is largely a question of effort. Faced with flat or declining growth, they face the seemingly obvious task of focusing strongly on improving the top line. Not necessarily.

Company 8

Company Analysis Short-term Customer Loyalty 8

Harvard Business Review

DECEMBER 17, 2014

And the more growth opportunities stretch beyond a company’s current capabilities, the more the company needs to build systems to manage the unique nature of these opportunities (the kind we describe in more depth in our recent article “ Build an Innovation Engine in 90 Days ” and our 2012 e-book Building a Growth Factory ).

Innovation 9

Innovation Company Venture Capitalist Business Model 9

Strategy Driven

AUGUST 12, 2011

This ladder holds true for managers and employees within the organization, as well as outside consultants brought in. These are managers, concerned with structure, hiring, control, work design, supervision and the effects of management decisions. ’ Management leads in strategically planned companies. by Hank Moore.

Mentor 56

Mentor Strategic Planning Leadership Benchmarking 56

Harvard Business Review

AUGUST 5, 2014

They also outperform their peers across the entire customer lifecycle, are nine times more likely to enjoy superior customer loyalty, and a remarkable 23 times more likely to outperform less analytical peers on new-customer acquisition. That helped account managers focus their pitch on the client’s business issues and build rapport.

P&L 10

P&L Banking Marketing Call Center 10

Leading with Trust

MARCH 20, 2022

Doing the right thing often involves executing on such core values as integrity, loyalty, honesty, courage and fortitude. He informed his team that, in his previous employment, he was a midlevel manager for Enron and lost his pension due to their fraudulent misdeeds. It’s what makes being human so challenging sometimes. Yes – 87%.

Ethics 95

Ethics Servant Leader Execution Survey 95

Strategy Driven

AUGUST 10, 2015

The Orison Swett Marden quote: “No substitute has yet been found for honesty,” is a benchmark that everyone will read and agree with -- yet very few will follow. There’s five of them. Pretty cool so far, huh? Stay tuned…. About the Author.

Hotels 50

Hotels Advertising Customer Loyalty Follow-up 50

Strategy Driven

SEPTEMBER 6, 2013

A body of pleasurable and memorable experiences from which customers will build brand loyalty. Who should be the arbitrator and benchmark? An informed clientele, with the ability to appreciate and enjoy the wine. The right settings in which to showcase the product. But, this isn’t why the wine and cheese were made. You should.

Long-term 56

Long-term Budgeting Quality Consultative 56

Harvard Business Review

JANUARY 12, 2011

Managers who want to recognize employees for good work have many tools at their disposal. However, managers in most companies have a good deal of input into the decision, and in some cases they are the ultimate decision makers. It's critical that managers make these decisions about promotions and raises carefully. "I

Learning-by-Doing 15

Learning-by-Doing Motivation Case Study Budgeting 15

Harvard Business Review

MAY 17, 2016

“When I joined the company, the front line management jobs were the best,” the CEO told us. He had started his career in one of those jobs, as a country manager, and worked his way up. No surprise, the data reflected this struggle: Employee loyalty at the front line was the lowest in the company.

Execution 10

Execution Bureaucracy Self-aware CEO 10

Strategy Driven

MARCH 11, 2011

It was very ‘old school’ (a management style that was 40 years obsolete), though it pretended to be ‘new school.’ It demanded blind loyalty, hired ISTJ personality types for support and rewarded dogmatic sales types for trading deals. Without Strategic Planning, there is no benchmarking of specific tactics.

Strategic Planning 57

Strategic Planning Committee Golden Handcuff Media 57