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Workplace Engagement InsightsLatest Employee Engagement NewsWorkplace EngagementBuilding a Company Culture of Engagement and Customer Focus: Getting It Right Is Not for the Faint of Heart

Building a Company Culture of Engagement and Customer Focus: Getting It Right Is Not for the Faint of Heart

WestJet-employee-engagement

I am in the process of re-reading Fred Reichheld’s book “The Ultimate Question” in order to begin work with a new client bringing the two key constructs of Employee Engagement and Net Promoter Score together for them. 

Here are two excerpts from the book that bear reading for anyone who truly wants to build a company culture that embraces engaging leadership and gives them the tools and autonomy to delight their customers:

Building an Engaged Culture of Promoters

In talking about the role of employees in building a culture of promoters, the author states:

“These long-term employees are the heart and soul of most enterprises. They’re the people on whom the organization relies, the people who carry within their heads most of the institutional memory, skills, and knowledge that set a company apart from its competitors….And they are, as it turns out, a jaded lot.  Only 39 percent trust their leaders to communicate openly and honestly. Only 33 percent believe that employee loyalty at their company is appropriately valued and rewarded….only 19 percent, fewer than one in five, can be considered promoters – people who can be counted on to provide enthusiastic referrals for the company that employs them.”

In measuring employee engagement, we continually find that the seasoned employees feel under- appreciated, not listened to, and largely ignored when it comes to ongoing personal development.

Using Recognition to Foster Employee Engagement

Engaged CultureThe book goes on to tell the story of Four Seasons Hotels (a company that I cite often because of their exemplary use of recognition to ensure that all employees feel appreciated and recognized):

“The investment banker told Young (retired HR executive) how much he admired Four Seasons and how he aspired to build the same kind of service culture at his own firm. Young responded with the Four Seasons-style precepts: “First, you must decide what you stand for, and then you must align every one of your systems to reinforce it. You recruit for it, you select for it, and you terminate those that don’t have it.” The investment banker chuckled and replied that if he did that, he’d have to fire some of his best people. Young’s retort: “Then stop kidding yourself.””

I often talk with clients about how building a winning culture doesn’t cost a lot of money but it does require a laser-like focus on what you are trying to build. All too often, the hiring processes are not rigorous enough to ensure a fit upon hiring; the on-boarding process is not aligned with the culture you are trying to build; the performance management processes aren’t reinforcing the right kinds of behavior. And so on.

Let’s get serious about this and begin to invest in the part of the business that will make you a long-term sustainable company. Focus on people.

>> Workplace Engagement Insights can help you improve employee engagement across all levels of your organization. Contact us today to get started.

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Written by Dwight Lacey

Dwight Lacey

Dwight is the President at Workplace Engagement Insights. He leads Workplace Engagement Insights with a clear understanding of the latest employee engagement research, survey best practices, and leadership styles that create successful businesses.

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