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Putting the customer first has been the mantra of many companies for a long time. But, however correct the mantra may be, perhaps it’s time to question the wisdom of it. Some companies already have, that is, put the customer second, after employees. The results are surprising and enlightening – engaged and contented employees and companies cited for their best prac-tices. Moreover, customers are satisfied. This article presents an operating model and proven approach for putting employees first.
Steady, long-term competitiveness requires an organization to be committed to putting employees first and developing quality training programs that are linked to its strategic ob-jectives. Without a true commitment to the employees at all levels throughout an organization, the journey to enhance or-ganizational performance will be an elusive adventure. Quality
employees equate to organizational success. Unqualified and poorly trained employees equate to organizational failure.Putting Customer Second
An organization’s employees have always made the difference between a truly successful organization and a mediocre entity, but it’s amazing how often managers overlook or discount this fundamental recipe for economic survival. Organizations with cultures that focus on their people and that invest in their future will in the long-run, be more competitive than cultures that view employees as mere costs to be reduced in times of trouble.
Extensive published research including from CEE’s own con-sulting engagement, have resulted in the understanding that the organization that plans every action around its employees will thrive in the marketplace.
Results-Based LeadershipPutting employees first before customer and profits
By Prof. Sattar Bawany
22 leadership excellence essentials presented by HR.com | 05.2015Submit your Articles
23leadership excellence essentials presented by HR.com | 05.2015 Submit your Articles
It’s the employees who breathe life into an organization for it’s their skills and abilities that give an organization its competitive-ness. It is often forgotten that productivity and the economic rewards that go with it are achieved through the people of an organization. A fundamental rule of organizational survival is to put employees first and develop their abilities and skills by establishing a quality training environment.
Leadership Styles in Engaging Employees FirstMany managers mistakenly assume that leadership style is a
function of personality rather than strategic choice. Instead of choosing the one style that suits their temperament, they should ask which style best addresses the demands of a particular situ-ation.
Daniel Goleman brought the notion of “Emotional Intelli-gence” (EI) and “Emotional Quotient” (EQ) to prominence as an alternative to more traditional measures of IQ with his 1995 mega-best-seller Emotional Intelligence. According to Goleman, “A leader’s singular job is to get results”. But even with all the leadership training programs and “expert” advice available, ef-fective leadership still eludes many people and organisations. One reason, says Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data.
Research has shown that the most successful leaders have strengths in the following emotional intelligence competencies: Self-awareness, self-regulation, motivation, empathy, and rela-tionship management. There are six basic styles of leadership; each makes use of the key components of emotional intelligence in different combinations. The best leaders do not adopt just one style of leadership; they are skilled at several, and have the flexibility to switch between styles as the circumstances dictate.
Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. Commanding leaders demand immediate compliance. Visionary leaders mobilize people towards a vision. Participative leaders create emotional bonds and harmony. Demo-cratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future.
Since leaders lead people, the style with which you do it is important. It must truly represent you, fit with the situation, the
results you wish to achieve and the people you hope will follow your lead. In truth, having a particular style is not as essential to being a leader as having a vision of what could exist, being committed to the vision, bringing great energy to realising that vision and having people to support you.
How to improve employee loyalty is one of today’s most difficult problems that troubles business leaders. Research has consistently shows that by putting employees first you can actually deliver your promise of customers first. If you do not put the employee first – if the business of management and managers is not to put employee first – there is no way you can get the customer first.
We have found that the Employees First approach produces far more passion than any motivational or recognition program. Why? Because it proves that management understands the importance of the work being done by the employees in the first place. It demonstrates that we are actively helping them in ways that make it easier for them to do their jobs. It shows that we trust them to do what needs to be done in the way they believe it should be done. And it shows that we respect them for the value they bring to the company.
We give them understanding, help, trust and respect–which are the drivers of employee engagement.
There is growing evidence that the range of abilities that constitute what is now commonly known as emotional intelligence plays a key role in determining success in life and in the workplace. Recent research has uncovered links between specific elements of emotional intelligence and specific behaviors associated with leadership effective-ness and ineffectiveness.
Like parenthood, leadership will never be an exact science. But neither should it be a complete mystery to those who practice it. In recent years, research has helped parents understand the genetic, psychological, and behavioural components that affect their “job performance.” With the latest published research, leaders, too, can get a clearer picture of what it takes to lead effectively.
Leadership is all about the ability to have impact and influence on your followers so as to engage them towards achieving results of your organisation through both Ontological Humility and Servant Leadership & Level 5 Leadership Styles blended with elements of Socialised Power/Social Intelligence Competencies. With the latest published research by CEE, leaders, too, can get a clearer picture of what it takes to lead effectively. And perhaps as important, they can see how they can make that happen. The business environment is continually changing, and a leader must respond in kind.
Hour to hour, day to day, week to week, executives must play their leadership styles like a pro—using the right one at just the right time and in the right measure. The payoff is in the results. LE
Results-Based Leadership
Prof Sattar Bawany is the CEO & C-Suite Master Executive Coach of Centre for Executive Education (CEE Global). CEE offers human capital management solutions for addressing challenges posed by a multigenerational workforce including talent management and executive development programs (executive coaching and leadership development) that help leaders develop the skills and knowledge to embrace change and catalyze success in today’s workplace. Email [email protected] Visit www.cee-global.com
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“Research has consistently shown that by putting em-ployees first you can actually deliver your promise of customers first. If you do not put the employee first – if the business of management and managers is not to put employee first – there is no way you can get the customer first.
