Customer satisfaction is tied to internal energy, writes Neil Barrell, Three UK’s Director of People Services and Delivery, in The Scotsman.
The need for organisations to increase agility in the workforce and align their objectives to a shared sense of direction and purpose has never been higher. Similarly, if increased customer satisfaction is a key driver for organisational and revenue growth, then the need for that alignment takes on even greater significance.
The opportunity to capitalise on the rapid development of digital solutions to support workplace and customer demands brings with it the, perhaps understandable, temptation to take advantage of ‘quick wins’. However, care needs to be taken to ensure that any such advantages align to an organisation’s raison d’etre, as failure to do so will likely need to a disjointed and confusing message to both employees and customers. By reconnecting the mission associated with a company’s brand to its purpose, and then aligning day-to-day activities accordingly, such eventualities can be mitigated, if not completely avoided.
Organisational agility is key. Connecting leaders through internal networks is as, if not more, important than networking externally and increases the likelihood of organisations being able to deliver solutions to market before their competitors. Equally, by creating a collaborative culture from within, further innovation can be encouraged and agility will likely increase as a direct consequence.
The buy-in to creating a more collaborative and agile leadership style must come from the top. Board and senior management should be prepared to role model desired behaviours and accept that in doing so, they may need to step outside their own respective comfort zones.
Put simply, great customer conversations depend on organisations having great employees in the first instance, so the identification of leaders exhibiting the desired attitude and behaviours, as opposed to purely subject matter expertise, is paramount.
© The Scotsman 2016