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In times of change, crisis, and uncertainty, the greatest asset and security any leader has is their credibility. The greatest currency they have is the trust people have in them.
People with a simple, unique, powerful mission are the most engaged people. Yet the whole notion of “mission” has produced a lot of cynicism.
Too many leaders labor under the pernicious paradigm that people are interchangeable, that one worker equals another, that they can easily replace one person with another person.
Nearly every team has an articulated strategy, But that strategy becomes meaningless if the team fails to produce results. Successful leaders not only create a clear strategy, they execute it.
Over 30 years of global experience has taught us that a winning culture produces at least four critical outcomes.
The first imperative of a leader is to inspire trust. It’s to bring out the best in people by entrusting them with meaningful stewardship and inspiring creativity and possibility.
Perhaps nowhere does purposeful, inspiring leadership have the ability to bring about more radical transformation today than in the realm of the sales organization.
The highest level of engagement is loyalty. Loyal workers and loyal customers are worth their weight in gold.
Organizations spend more than $30 billion dollars annually on strategy creation, and more than 80% of those strategies fail. How can an organization with talented people and a superb strategy fail?
FranklinCovey conducted research that sheds light on common issues in personal leadership, team dynamics, and business outcomes.
FranklinCovey conducted research comparing the beliefs and behaviors of average first-level leaders to great ones. Results of the research have identified the areas where organizations can improve.
How The 4 Disciplines of Execution have been used to create dramatic results in production and operations environments.
Building A Winning Culture In Government: A Blueprint for Delivering Success in the Public Sector
If you wish to improve customer service, you need to start with your frontline leaders. 70 percent of what makes a customer experience great is based on behavior of frontline leaders.
Do you know how to fix the flaw in how you measure customer satisfaction? Read this Forbes article by George Bradt to learn how.
We all want good customer service metrics that represent our customer view as whole, but are these metrics telling the truth?