• A Customer Culture is Built on a Service Ethic
  Technomanagers are leaders who focus first on technology and management systems, before focusing on their customers and internal/external partners. They must discover the key "servant leadership" principle — success comes through serving others. More
  
   
• Blame Management for Poor Service
  Several issues face declining service levels. Find 'what' rather than 'who' went wrong. More
  
   
• Blocks to Customer Focus
  Several considerations for an effective customer service program as part of your core strategy to serve customers well. More
  
   
• Casual, Moderate, and Intense Levels of Customer/Partner Focus
  To make our teams or organizations into high performers, we need to "intensify" our service/quality levels. This can begin with management team exercises and comparing ratings from customers and/or internal partners. More
  
   
• Customer Intimacy and Empathy are Keys to Innovation
  Through living in and empathizing with our customers' world, our innovation leaders focus the organization's development capabilities on solving problems or meeting needs that our customers may not realize could be done. More
  
   
• Customer Satisfaction is a Reflection of Employee Satisfaction
  A company's external customer service is only as strong as the company's internal leadership, and the culture of commitment that this leadership creates. More
  
   
• Don't Promise Too Much
  Promise a little and deliver a lot, and ensure expectations match your delivery capabilities. Service reputation keeps customers coming back. More
  
   
• Getting it Together: Integrating Customer Focus, Involvement, and Horizontal Management
  Change direction from internal to customer focus, functional to horizontal management and management-centeredness to total involvement. More
  
   
• Innovation and Organizational Learning Pathways and Pitfalls (Part 1)
  Discover the Innovation and Organizational Learning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success. More
  
   
• Innovation and Organizational Learning Pathways and Pitfalls (Part 2)
  Discover the Innovation and Organizational Learning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success. More
  
   
• Innovation and Organizational Learning Pathways and Pitfalls (Part 3)
  Discover the Innovation and Organizational Learning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success. More
  
   
• Innovation Means Looking Beyond What Is to What Could Be
  We need to manage the paradox of paying close attention to closing today's customer and partner performance gaps while we explore, search, and create tomorrow's new markets, customers, and partners. More
  
   
• More is Said Than Done About Improving Customer Service
  "Customer demands are getting harder and harder to meet. That's great because it's getting tougher for our competition to survive." — Comment from the CEO of a very successful company. More
  
   
• Organization Structure Limits or Liberates High Performance
  Improvement planning, process management, teams, skill development, and the like are either constrained or boosted by our organization's structure and support systems. If we are unhappy with the behavior of people on our team or in our organization, we need to take a closer look at the system and structure they're working in. More
  
   
• That Empower Word Again
  We can't build a team or organization that's different from us. Successful team or organization leadership begins with successful self-leadership. The first step in improving my team or organization is improving me. More
  
   
• The View from the Front Line
  Customer-focused organizations build internal communication processes around the valuable players that deal directly with the public. More
  
  
• Three Basic Steps to Focus on Customers and Partners
  We have found that customer and partner focus can be boiled down to these three broad steps: Identify current customers and partners, prioritize expectations, and gap analysis. More
  
   
• Why Smart Managers Master the Art of Listening Well
  Being market-driven and customer-focused relies heavily on the ability to listen effectively to customers, and frontline employees. More

General

• Change Management
• Management versus Leadership
• Emotional Intelligence

Organization Improvement

• Vision, Values, and Purpose
• Culture Change
• Customer Service
• Goals and Priorities
• Organization Development
• Process Management
• Systems and Structure
• Measurement and Feedback
• Education and Communication
• Innovation and Organizational Learning
• Training and Development
• Team Building
• Recognition, Appreciation, and Celebration
• Performance Management

Self-Leadership