The quality of performance in any organization is a direct reflection of the quality of leadership. The quality of morale, loyalty, retention, relationships, and business performance is directly related to how individual team members respond to the following questions:
On a scale of 1-10, with 10 being “I very much agree” and 1 being “I very much disagree”, respond honestly to the following questions:
1. I am treated with dignity and respect _____.
2. I trust management _____.
3. My opinions are both solicited and valued _____.
4. There is equity in accountability (excellence expected from all/no double standards) _____.
5. I feel appreciated _____.
6. My immediate supervisor is an effective leader _____.
Team Average _____
Performance Potential (team average times 10) _____ %
Do you pass the test?
One closing thought – If your tenure as a leader were determined by a vote, would you be reelected?
And remember, it’s all about the relationship.
The following words are found on the wall of the executive suite at University Federal Credit Union in Austin, Texas…
This has proven to be a very successful philosophy, as University Federal Credit Union is one of the most successful financial institutions in the area.
There are only two known constants for the future: People and customer service. What is your organization doing to leverage relationships with your employees and customers? Investments in these areas will yield the greatest return on investment.
And remember, it’s all about the relationship.
In 1965, sales exceeded those of McDonalds, Burger King and Kentucky Fried Chicken combined. Once numbering more than 1,000 locations, the number has dwindled to a mere four.
What went wrong at Howard Johnson’s restaurants?
“For a long time, customers and service were key issues. By the mid-seventies, they had a lot of stockholders to please. The big emphasis was on increased quarterly earnings. They began squeezing the payroll, squeezing the customer. All of a sudden, we were not to serve water unless requested and not to use place mats. You’d be crazy to open a Howard Johnson’s today.”
Ron Butler, Howard Johnson’s owner for 39 years.
“They became cost-conscious instead of customer-oriented. They lost their focus of being passionate about serving the customer.”
William Rosenberg, founder of Dunkin Donuts.
“We ran a very tight operation. We kept our expenses low. We wanted to have earnings improvement. We were on top of the numbers daily.”
Howard B. Johnson who assumed the role of company president in 1959. Quoted from a 1985 interview in Forbes magazine.
Lesson: If all you focus on is results, you won’t achieve them long term.
Proof that relationships with your employees and customers are the key to long-term, sustainable sales growth.
How is your organization doing?
Jeffrey Gitomer, author of 
, 
