Issue link: https://read.dmtmag.com/i/40026
60 • SEPTEMBER 2011 • WORLD FENCE NEWS In today's highly competitive business climate, most successful companies are finding new and cre- ative ways to win business. By building customer-centric business plans and increasing their commitment to company-wide execu- tion, they've managed to succeed in a turbulent economy. Most of all, they've discovered they simply cannot afford to make mistakes in their cus- tomer relationships. They strive to "out-execute" the competition in every aspect of their business that touches the customer. These organizations understand that the key to creating loyal cus- tomers is building a culture of ac- countability. Most of us have heard the stories Accountability: Sharpening your competitive edge to develop loyal customers BY WALT ZEGLINSKI of accountable employees who have made a difference – the 911 dispatcher that stays on the phone and calms a caller until the EMT arrives or the jew- elry clerk in a department store that helps a customer to pick out a new dress, even though it's not their de- partment. Unfortunately, there are far more employees who do not share this commitment to customer accountabil- ity and, as a result, fail to deliver on their goals. Organizations that foster account- ability run like well-oiled machines, as people and processes work in lock- step to achieve more predictable and profitable results. I'm not referring to the sort of organizational accountabil- ity that focuses on catching employees doing something wrong. Rather, the kind of positive ac- countability that is combined with high levels of employee satisfaction – as individuals are enabled with the right resources and management sup- port. From the outside, these organiza- tions appear to have some magical for- SWAN-BOND Fused-Bonded Wire mula that helps them win even as oth- ers are struggling to stay in the race. We have found three keys to cre- ating a culture of customer accounta- bility – exceptional leaders, process discipline and workforce engagement. Setting a direction Establishing a customer-account- able culture starts with developing ex- ceptional leaders. They are the navigation system that guides employ- ees toward the finish line. Transforming leaders from average to exceptional requires they get beyond their perceptions of their abilities. These leaders have a foundation of management expertise that can maxi- mize the talents of their teams as they keep them focused on their customers. Fifty years of client research has led us to six job functions that are crit- ical for exceptional leaders: communi- cating, planning, organizing, controlling, staffing and leading. Leaders who are effective at these functions consistently elevate the per- formance of their people. Transforming leaders from aver- age to exceptional requires they get be- yond their perceptions of their abilities. Managers who understand the im- pact they have on others have been given a unique gift. In our experience, "feeling" the perspective of others is a significant catalyst for getting man- agers committed to improving their skills, attitudes and beliefs. Gaining this realistic perspective can be transformational. Unfortu- nately, many managers subscribe to the adage "if it ain't broke don't fix it", content to continue with the manage- ment practices that have allowed them to be successful in the past. But when market conditions are constantly in flux, leaders must be ex- ceptional. They must find new and bet- ter ways to improve performance. Doing things right TEMPORARY FENCE PANELS 3,000 + PANELS of 6 X 10 & 6 X 14 ARE IN STOCK 800-688-SWAN (7926) COMPARE AND SAVE ON WE SHIP COAST TO COAST www.swanfence.com 600 W. Manville St., Compton, CA 90220 Process discipline is the fuel that accelerates customer accountability. Leaders who hold their teams ac- countable for exceeding customer ex- pectations establish a systematic approach to monitoring progress and taking corrective action. This typically involves a regular, top-down examination of goals and tasks, enabled by a plan for overcom- ing obstacles to success. But a consistent methodology is not enough if there is not a clear un- derstanding of the importance of continued on page 66