Jetrader - September/October 2011 - 48

Leaders who hold their teams accountable for exceeding customer expectations establish a systematic approach to monitoring progress and taking corrective action.
they keep them focused on their customers. Fifty years of client research has led us to six job functions that are critical for exceptional leaders—communicating, planning, organizing, controlling, stafﬁng and leading. Leaders who are effective at these functions consistently elevate the performance of their people. Transforming leaders from average to exceptional requires they get beyond their perceptions of their abilities. Managers who understand the impact they have on others have been given a unique gift. In our experience, “feeling” the perspective of others is a signiﬁcant catalyst for getting managers committed to improving their skills, attitudes and beliefs. Gaining this realistic perspective can be transformational. Unfortunately, many managers subscribe to the adage, “If it ain’t broke don’t ﬁx it” and are content to

continue with the management practices that have allowed them to be successful in the past. But when market conditions are constantly in ﬂux, leaders must be exceptional. They must ﬁnd new and better ways to improve performance.

People Make It Happen
Leaders who support employee development and clearly communicate goals enable workforce engagement. For many organizations, it’s the engine that drives accountability. When an individual feels leadership is aligned with their efforts to serve customers and understands the role they play in achieving the company’s vital few, they tend to maintain their customer-needs focus. It helps them to show up for work on purpose and provide their employers with the discretionary effort that can distinguish them from competitors. An engaged employee views each customer experience as a “moment of truth”—an opportunity to deliver value and create another loyal customer. Ultimately, workforce engagement enables commitment to excellence. When individuals understand how their dedication plays into the organization’s broader goals, they see themselves as part of a team and work to better themselves to ensure the whole team wins. What’s most interesting is how an environment of engaged employees can thrive, not only because it’s a great place to work but also because it creates a vibrant, productive culture that delivers predictable and proﬁtable results. Customer-accountable cultures with exceptional leaders, process discipline and an engaged workforce have the unique ability to establish a competitive advantage. Companies with an uncompromising commitment to leadership, process and people, by extension, are committed to their customers. Accountability makes customer loyalty possible. Walt Zeglinski is CEO & Chief Client Advocate for Management Action Programs (MAP), a performance-improvement ﬁrm that helps organizations achieve proﬁtable growth. MAP’s performance and process solutions establish the disciplines that create a culture of accountability. Walt has more than 20 years of successful experience in the corporate performance industry, with expertise in developing and implementing practical solutions for complex business challenges. He has worked with executive teams across most industries including ﬁnancial services, healthcare, technology, hospitality and manufacturing. For more information, visit www.mapconsulting.com or call 888-834-3040.

Doing Things Right
Process discipline is the fuel that accelerates customer accountability. Leaders who hold their teams accountable for exceeding customer expectations establish a systematic approach to monitoring progress and taking corrective action. This typically involves a regular, top-down examination of goals and tasks, enabled by a plan for overcoming obstacles to success. But a consistent methodology is not enough if there is not a clear understanding of the importance of customers to accomplishing key business drivers. Identifying and planning to execute on these “vital few” is the key to energizing employee commitment to individual, departmental and corporate goals. In years past, many companies have been able to succeed because of great products and people. When markets get tough, accomplishing the same results requires more. A “ﬂexible” approach to goal achievement can encourage mediocre performance. Process discipline drives accountability and ensures success even in a turbulent economy.

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Jetrader - September/October 2011

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