This was the situation with a financial services professional client. She could stay in her present position, relocate to another business unit or take an overseas assignment with an international business.

Having options is great: What a wonderful confidence booster! However, there’s also a lot of pressure trying to decide which option is best.

One of the most important factors, according to Harvard Business Review Blog, is that “culture matters”. It’s not uncommon for people to enter a company or business unit without understanding the culture and come away disappointed. Some places will excite you. They’ll stimulate your success and growth. Others will be stressful. They may lead you to quit before you’ve accomplished much.

When considering a new position or new company be sure to investigate the culture – how they operate before making the leap. So try to discover before, during and after the interviews:

• What do they say is important (customer service, teamwork, innovation, etc.) and do they walk the talk?
• What’s more critical- getting in on time or getting the work done no matter how long it takes?
• Are decisions made unilaterally, by whoever shouts the loudest or by consensus?
• What behaviors are rewarded and which ones may get you in the dog house?
• Do they value teamwork over the lone ranger or the other way around?
• What groups or functions or people have the most clout?

How Do I Discover This?

Do your due diligence by networking, social media and talking to people who can give you insight into the workings of the organization - some in the company, some who have left the company and even competitors and vendors. It’s important to speak with folks who aren’t involved in your recruiting process.

As an external business coach, it’s very important for me to have an accurate picture of the situation I’m walking into. Here are two examples how I’ve discovered what’s going on.

In one company it was with a friendly receptionist whom I got to know while waiting to go into meetings. We traded vacation plans and other experiences. At another, it was with a shift foreman giving me a tour of several facilities at the plant. I learned things that headquarters was not aware of. In most organizations, the front line knows quite a bit about what’s going well and what’s not.

Decision Time

Once you have some understanding of how the potential employer operates, you’ll need to consider how well that matches your goals, your values, your style and other things that are important to you. Realize that you won’t have a complete picture but it’s better to have some knowledge than to go into a new situation blind.

Yes it takes time to dig in and find these contacts and to get the good, bad and ugly information out on the table. But by accepting a position that is not a good fit and only realizing it 4-6 months later is time and opportunity lost for you and the company.

Smart Moves Tip:

Many times one gets caught up in the title and the pay that the position brings and how that looks on a resume. The down fall is you may lose sight of your personal and professional goals as well as what brings you career satisfaction. Though compensation, benefits, titles are important and should be weighed out in the decision process, culture has to be as important for long term success.

What are some of your culture stories? Did you discover before or after you took the position that it was a good fit? A bad fit? Share with other readers.

What YOU do today will directly influence your career in 3, 5 or 10 years.
Don’t Gamble With Your Future! Build, jump start or advance your career with the Career Success System and Career Power Coaching. Download free Career E-Book.

Copyright © 2012 Marcia Zidle - the Actualizer – career strategist and leadership coach.

It’s the ability to be forward-looking, identifying and most importantly understanding, the challenges facing the organization today as well as tomorrow. Don’t be a modern-day Rip Van Winkle waking up to a world you no longer recognize.

Did you know that the ability to be future savvy escalates with each managerial level?

Front-line supervisors are expected to anticipate events about three months ahead. Mid-level managers have time lines for more complex projects and need to look three to five years into the future. Those in the executive suites must focus on goals that are often 10+ years away.

While achieving great results with people to get the work done on time, on budget and on target is one way to build your credibility as a manager, it’s not enough for promotion to higher levels of responsibility and leadership. To take that next step, you must expand your ability to think and act strategically – to get out of business as usual thinking.

How Far Can You See?

Do you look beyond what’s in front of you – especially when daily tasks take up so much time and energy? How do you become future savvy and still handle day-to-day challenges? Here are five ways to develop this vital capability which then becomes a huge advantage for your success.

1. Get out of your functional tunnel.
Stop seeing the world through your engineering glasses, or your marketing glasses, or your accounting glasses. You need to put on the company glasses. Familiarize yourself with all the various areas to understand how they affect one another. Have coffee or lunch with these managers to find out about issues facing their group both short and long term. Think how can I use this information to create more value for my department and company?

2. Increase your business savvy.
Browse news websites, join and participate in LinkedIn industry groups as well as read related publications to learn how other businesses operate and what strategies they use to increase their competitive advantage. What’s working – what’s not? What can you bring back and adapt?

3. Know the sandbox your company plays in.
Research it’s major competitors. Create a detailed profile of each and share it with your team to spot potential opportunities and threats. Then bring this to your manager or senior leadership with specific ideas on how to capitalize on this information. How might this information affect your company’s  health in the future? Will it be on life support or running a marathon?

4. Establish a future committee.
It could be within your team or with other managers. Collect ideas, articles, information and resources about trends  affecting the company right now and in the future. The World Future Society recommends examination of six distinct business trends categories: Demographics, economics, government, environment, society, technology. Bring the committee or team together once a quarter to stimulate innovative and strategic thinking.

5. Engage in what-if thinking.
Before moving forward to implement a new program, product or service, consider, these questions: If we do this, how will our competitors respond? What will our customers think and do – applaud us or leave us? What impact will this have on our suppliers and distributors? Innovative thinking is definitely beneficial but it also has to be tempered with reality testing. Be aware of the unintended consequences of your decisions.

Smart Moves Tip:

When asked, “How come you are always where the puck is?” Wayne Gretsky, the well known hockey player, answered: “I’m not where the puck is, but where the puck is going to be.”

No one and no business, however successful you are today, can afford to be short-term-oriented in a global, changing marketplace. You  must be future savvy! Where is the future going to be for you and your business? Are you ready to plan for it?

Do you know what YOU do today will directly influence your business and leadership in 3, 5 or 10 years?
Don’t Gamble With Your Future! Take Action Now! Let’s Talk! 

Copyright © 2012 Marcia Zidle - The Actualizer: Business Strategist and Leadership Coach.

Here are three strategies I’ve used to shake the idea tree and help people think “out of the box” on how to better serve their clients – their customers – their guests.

 1. Get the juices flowing.
When a group meets to problem solve, it is helpful to begin with a fun activity that starts the participants thinking in new directions and generating innovative solutions.

 Example: An agency, moving into a new facility, would require changes in staff’s roles and responsibilities. A team building retreat was scheduled before the move to deal with the upcoming changes and to get everone on board. Here was one of the activities: Three different groups – working with newsprint / markers / post it notes, stickers, ribbons, etc. – created three distinct pictures of what it would be like working in the brand new building. They then moved into how to make their creations into reality.

2. Turn problems inside out.
A good way to come up with solutions to problems is to look at them from a perspective that you never considered before.

 Example: A community bank wanted to increase its market share. At a staff meeting, the president asked, “What can we do to make our customers angry?” Someone suggested closing down credit lines without informing customers, causing checks to bounce. What they realized is that one of the bank’s greatest assets is the perception of total reliability. They then focused on ways to ensure that reliability in every customer transaction.

 3. Act like a visitor not a native.
Visitors are natural sightseers who look at things with open eyes and ask many questions. Tap that curiosity to observe operational bottlenecks and missed opportunities to satisfy your customers.

Example: 25 managers of a skiing resort were divided into 6 teams. Once a week for a month, each team would spend half day in different areas of resort operations. They were told to act like a visitor not a native. They were to observe everything and ask as many dumb questions as possible about things they didn’t understand For example, why do you arrange supplies in that order or why do you put that yellow garnish on a dish? In a follow-up meeting, hundred of naive questions resulted in dozens of new ideas. One idea, a change in ticket sales procedures, saved thousand of dollars. Other ideas lead to improved guest services.

 Smart Moves Tip:

Good Ideas are the engine of progress. They improve people’s lives. They build successful businesses. Without the ability to generate good ideas and effectively apply them, businesses flounder, stagnate and eventually disappear. The antidote is innovation – constantly growing, developing and creating new ways of working, serving and leading. Also see The 3″P’s of Customer Delight and Why Don’t They Put Down Their Bags.

Take a look at The Customer Experience. Marcia designs innovative and interactive programs to tap into the brainpower of work groups, project teams, departments, board of directors and senior leadership to develop better, faster, smarter ways to working and providing service excellence throughout the organization. Find out how it can work for you.

It wasn’t the iceberg that brought the Titanic down; rather, it was the poor leadership that believed the ship was unsinkable.

Here are three of those lessons for leaders navigating through icy waters of change.

Lesson #1: Pay Attention – The Signs Are There!

The Titanic received six warnings of ice on the day of the collision. They were all ignored by the wireless operator, who was preoccupied with transmitting passenger messages and by the crew, who were focused on breaking the speed record.

What are some of those signs in your business that says potential trouble ahead? Is a good current customer or client not returning your calls or emails? Is there more absenteeism than usual and it’s not even flu season? Are your sales up but profits going nowhere?

The signs are already there. Catch them before it is too late.

Lesson #2: Little Things Can Turn Into Big Things!

The iceberg that the Titanic struck was not very big. It didn’t even come up as high as the bridge of the ship. And the hole in the boat was actually quite small — six cuts measuring a little over three square feet.

Have you ever thought, “How did we ever get into this situation?” Rarely do large problems just happen. They are usually the result of a lot of little things, over time working together,  that result in something big.

What are the little things that chip away at employee morale that lesson their productivity? What are the little things that chip away at your customers’ experience that drives them away? And what are the little things, that cost very little, that can increase both employee and customer loyalty?

Lesson #3: Look Below the Surface – That’s Where Trouble Lies!

Only about ten percent of an iceberg’s mass is above water, with the other ninety percent below (hence the phrase “tip of the iceberg.”) With so much mass below the surface, it’s almost impossible to push an iceberg out of the way. Even a ship the size of the Titanic couldn’t do it.

Think of a crucial decision you as a leader has to make right now? What can you see or discern? More importantly what can’t you see clearly? What can you do to get a better view of the situation?

One way to get a better view is to seek diverse perspectives and think through a range of scenarios about what might, could or possibly happen. This is the time to gather data and pay attention to a range of opinions before making that big decision. It’s time to get rid of business as usual thinking.

 Smart Moves Tip:

Many fast-moving companies give little thought to what the warning signs might be. Some of the best spotters of a potential disaster are your front line people. They see the business from your customers’ perspective and experience. How well are you tapping into their wisdom and foresight? Take a look at The Customer Experience is a unique reality check program that connects you with your customers AND your people to build the 4 R’s of business success- better reputation, retention, referrals and revenue.

“She interrupts….He’s not really interested in what I have to say….She’s already made up her mind… Why does he even bother to ask what we think, he doesn’t listen?”

As leaders many of us take our listening skills for granted. We assume we’re really listening and that “others” know they’re being heard. Many times that’s not the case.

Then, without warning, there’re misunderstandings, hurt feelings and conflicts that prevent people from working well together and leaders from leading effectively.

Good Leaders are Good Listeners.
So how many of these 10 behaviors can you say YES  to?

• I ‘m doing several things at once while others are talking to me.
• I have a hard time concentrating on what is being said.
• I am annoyed when someone slows me down.
•  I think what I want to say next rather than is being said.
•  I don’t like it when someone questions my ideas or actions.
•  I’m impatient waiting for the person to finish talking.
• I give advice before the other has fully explained the situation.
• I tend to talk significantly more than the other person talks.
• I don’t know at the end of some conversations what it was about..
• I’m uncomfortable and don’t know what to do if the speaker expresses emotions.

Scoring:
1-3:  Take a bow.
You have good listening skills. But don’t rest on your laurels. Continue being attuned to others.
4-7:  Push forward.
You doing OK but can improve. Pick one or two of the above statements to work on and 1 or 2 of the tops below to practice.
8-10: Don’t lose hope.
You can become a good listener. First it takes intention (realizing it’s an important leadership skill ) and then practice (applying the tips below on a regular basis.)

To Boost Your Listening Skills: 

• Limit distractions. Silence technology – that means phones, beepers, instant messages and anything else than can sidetrack you – so that you can pay full attention. Recent research shows multi-tasking lowers productivity as well as concentration.
• Focus on the moment. Listen to what is being said, not figuring out what you want to say. Set a goal of being able to repeat the last sentence the other person says. This keeps your attention on each statement.
• Be OK with silence. Count to ten or twenty before replying. The other person may continue and it also gives you a chance to collect your thoughts. Realize, you don’t have to always reply or have a comment.
• Ask before you tell. Encourage the other person to offer ideas and solutions before you give yours. And be open to other perspectives.
• Summarize and clarify. Restate the key points to make sure what you heard are accurate. For example: “You suggested……is that correct?” Or  if you don’t understand,  ”I’ve missed something, somewhere; can you go back to …”?
• Notice the unspoken. Pay attention to tone of voice, body language, emotion and what isn’t being said. It’s not just the words, it’s what’s behind the words.

Smart Moves Tip:

Listen actively to people around you, especially those who challenge your ideas.  A highly successful health care manager said, “I listen carefully even to the opinions that totally contradict my own beliefs. I want to make sure that when I make big decisions, I hadn’t missed anything.”

How well do you follow the 80-20 rule? That’s 20 percent talking and 80 percent listening?

Do YOU want to lead right – motivate right – hire right – get the right results?

Then, quickly build the right skills to manage the work, the people and the priorities with The Effective Manager and Quick Wins.  Download 101 Tips.

Copyright © 2012 Marcia Zidle business and leadership coach.

It’s like telling stories around a campfire, but they’re doing it around conference tables. At the end, workers vote on the best stories and  the winners receive iPads and cash prizes.

“It’s a way to give colleagues a pat on the back and a moment in the sun for doing the right thing and it democratizes and decentralizes positive reinforcement.”  says CEO Russell Goldsmith in The New York Times Corner Office article.

“We talk a lot about stories. They’re a really important part of how we teach and reinforce the culture, and how we reward behavior. Maybe it’s because I came out of the entertainment industry. If you had talked to me about a project when I was at Republic Pictures, I would have said it’s about story. With movies, if you don’t have a great script, forget it.”

What are the stories told in your organization? What message do they send to your employees, your customers, the world? Do you want to make it part of your culture?

If so, here are key points from the late David Armstrong, The Storytelling CEO

• Identify the purpose of the story.
  What information about your culture do you want to teach and reinforce? Is it about customer service, teamwork, employee motivation, strategy?

• Find a situation that reflects that purpose and weave a story around it. 
  Ask employees, customers, suppliers, anyone who comes in contact with your product or services about their experiences. Armstrong claims, “It makes you a better leader because you have to listen to people.”
• Remember KISS. Keep it short and simple.
  if it’s too long with too many details, it’s hard to remember and repeat. Stories need to engage not put to sleep!
• Make your people heroes.
  Realize it’s not about you…it’s about them, it’s about the company, it’s about what you do and how you do it.

Smart Moves Tip:

Stories are used for numerous purposes. They convey information, share insights, clarify mission, support values, celebrate successes and console defeats. However, stories must reinforce your actual culture, not some fantasy of what you would like it to be. An authentic story reveals the true personality of the business – it engages the hearts, minds and even souls of people. It’s certainly much more powerful than a powerpoint presentation! Also see The 3P Experience of Your Customers.

What’s your story? What’s the heart and soul of your organizations? How well are you telling it? 

Do you know what YOU do today will directly influence your business and leadership in 3, 5 or 10 years?
Don’t Gamble With Your Future! Take Action Now! Let’s Talk!  Copyright © 2012 Marcia Zidle - The Actualizer: Business Strategist and Leadership Coach.

Everyone agrees; they have a miserable ride, a lousy dinner and a miserable ride back. As it turns out no one wanted to go but no one wanted to disagree thinking, “I don’t want to rock the boat.”

This is a true family story written by  management  expert Jerry B. Harvey. He started to wonder:

Why does this happen? Why do work groups, management teams or boards embark on excursions that most members don’t want to take?

Many believe that managing conflict is one of the greatest challenges faced by organizations but Harvey suggested that it’s the inability to manage agreement that causes groups and organizations to get on the Road to Abilene –  sidetracked, off track, on the wrong track.

How does this come about? Have you experienced it?
You individually, or part of a small  group, agree privately (in the parking lot or cafeteria) about the nature of the situation or problem and what steps should be taken to deal with it. However, you fail to accurately communicate your thoughts to others. You’re thinking:

“I don’t want to say anything for fear of hurting Mary.” Or “Why would ‘they” believe me?” Or, “I may get my head chopped off if I disagree with Joe.”

With such incomplete or inaccurate information, groups make collective decisions that lead them to take actions contrary to what they want to do. Thus, the family went to Abilene when they preferred to stay home and do something else.

As a result, people experience frustration, anger, irritation because they know that what they’re doing is not getting them to where they want to be.

Then this happens: Dissatisfied and disgruntled, people form into subgroups with like minded folks and start blaming others for the problems they’re experiencing – missed deadlines, lower customer satisfaction, decease in productivity and management’s panic.

What’s the solution?
Organizations, large and small – profit and non-profit – make decisions and take actions every day. Often these decisions and actions are based on a false sense of consensus within the group.

Consensus occurs when all key stakeholders (group members and other important players) together build the decision, accept it, and support it, even though the final decision may not be the first preference of each individual member.

In other words, consensus is not about voting!

It’s about managing the decision making process – asking questions, listening to answers, accepting different perspectives, testing for agreement early an often, managing disagreement when it occurs and then facilitating the group to make a decision that people will accept and implement.

Smart Moves Tip:

An undesired and frustrating trip to Abilene in 104-degree heat should be a compelling image in our minds of the critical need to attend to how we manage agreement in our team, department, business unit or projects. Learn to recognize the warning signs of risky group dynamics and improve decision-making processes throughout your organization. Also see Do Your Teams Communicate with Each Other?

Do you have your  own “on the road to Abilene” story? I think most of us have. So share it here!

Copyright © 2012 Marcia Zidle business and leadership coach.

During this down economy, have you been more focused on controlling costs rather than engaging your workforce?

Well, now is the time to make talent management a priority because committed, highly skilled performers will be the engine for your growth.

What can we learn from a model of high performance – a well calibrated, fine tuned symphony orchestra?

The former maestro of the New York Philharmonic, Lorin Maazel, talks about focusing the energies of a sophisticated workforce -in this case highly talented musicians.

“The best leaders can focus the talents and energies of a sophisticated workforce into a symphony of success.”

Here are excerpts from a USA Today article. Can you apply his wisdom to your leadership?

Q: How do you get players to strive for your goals?

“Leadership is about respect. The way to get it is to know the musical score and understand the problems they will encounter playing it.”

What is the musical score of your company – its key priorities? Do you communicate them to your people? How do you help them align their performance with these goals?

Q: So, success rides on the respect of subordinates?

“Of course, but the boss can’t ask for it. It will be accorded to him not because he’s been vested with it, but because he knows his job, he knows his business, he knows and respects the people who work for him. Players know that I know what it means to do battle with an instrument. I know that no one wants to do anything but his best.”

Do you know your people’s battles that keep them from doing their best? Are their “instruments” – resources, skills, knowledge – fine tuned or out of tune?

Q: Do you treat everyone the same?

“I try to treat everyone fairly but not the same. Oboe players are different than trombonists. There is more similarity between oboe players from various nations than there are between oboe players and trombonist from the same country.”

Do you treat everyone the same? Or do you treat your people differently but fairly? Can you distinguish between your “oboe players” and your “trombonists”?

Q: What are some lessons you’ve learned?

“Speak when you have something valuable to say. Otherwise, shut up. Don’t demand perfection, demand passion. Be humble, there is always someone who is better than you.”

The journey will not end with that promotion or title. It starts all over again because you are in a different place with different people and different circumstances.

Readers, what are lessons you’ve learned in your leadership journey? Let me know.

Smart Moves Tip:

According to Maazel: Earn respect. Remember how difficult it was to follow someone you couldn’t respect; strike a balance between confidence and humility; don’t be nice to curry favor. Be nice just to be nice; finally to lead, energize. Also see Credibility Bank Account, How Great Leaders Motivate and Are You Keeping Your Star Performers?

Do YOU know how to lead right – motivate right – hire right – get the right results?

Don’t Gamble With Your Future! As a newly hired or promoted leader, get up to speed and productive fast with The Effective Manager and Strong Start. Copyright © 2012 Marcia Zidle business and leadership coach.

Are you focusing too much time on your job at the expense of your career?

Most people forget they really have two jobs. The first is to do what they get paid to do and do it well. The second is to do what’s necessary to ensure their long-term professional or leadership success. Are you a lion or gazelle?

Let’s admit it – most of us are on cruise control! Then suddenly we realize our brand, and possibly our career, may be in jeopardy. All of a sudden we’re scrambling to do something fast!

The Remedy: Be Proactive
Pay attention to these  four situations that can put you in the “hot seat” or your brand and career in a potential down spiral.

1. New Boss: Don’t Rest On Your Laurels.
Realize that the person has to size up quickly each of her direct reports and make decisions about her team. Start managing up. Be prepared when she schedules a meeting to “get to know you and what you do better”.

Develop a short presentation focusing on your accomplishments -the problems encountered and how you handled them. Ask about her priorities for the department. Now start making the connection between the priorities and how you can meet them.

2. OPPS: I Made a Big Mistake.
The good news is that mistakes, even big ones, don’t have to be a career setback or leave a permanent mark on your career brand. The key is to recover quickly and put in place actions that will correct the situation so that it won’t become a career setback. Here’s what one senior leader said during a leadership retreat:

“Who among us doesn’t make mistakes? I love employees who fess up, treat the mistake as a learning moment and move on. I don’t want them to stop experimenting or holding back because of fear of making another misstep. Therefore, I have to accept a mistake now and then so that they will keep learning and performing well.”

 3. A Big Promotion: Can You Cut It?
Did you know that nearly half of all new leaders fail in the first 18 months? Many of them were surprised to discover that what got them there wasn’t enough to keep them there. I’ve seen many careers get derailed because the person was promoted into a position that required additional and different skill sets. You can’t rely solely on you high performing technical experience. You also need to develop your leadership skills.

4. Feeling Stuck: You’ve Lost That Loving Feeling
You start out excited with where you are and what you’re doing. Then after a couple of years you’re unchallenged, unenthusiastic and just got passed over for a promotion.

If you career stalls, don’t wait for the career fairy to appear and make everything better. It’s up to you. What career options can you start exploring for challenge, variety, or greater personal satisfaction? What internal training or external seminars will enhance your marketability? Who can mentor you to get your career moving?

Smart Moves Tip:

To avoid getting blindsided, every year and perhaps even twice a year, conduct a brand assessment no matter how confident you are that things are going well. Too many people try to manage their careers without having a sense of how they are seen by others – particularly by those who have influence – your boss, your peers, upper management and even your customers. Also see Your Leadership Brand and Reinventing Your Brand.

Do you know what YOU do today will directly influence your career in 3, 5 or 10 years?
Don’t Gamble With Your Future! Build, jump start or advance your career with the Career Success System and Career Power Coaching. Download free Career E-Book

Copyright © 2012 Marcia Zidle - the Actualizer – career strategist and leadership coach.

In a recent Bain & Company survey, 80% of companies believe they deliver a superior customer experience, but only 8 percent of their customers agree. Bottom line: Do you meet your customers’ expectations?

A Quick Quiz:
Rate your business or organization by answering each statement with a:
1 = No, not really 2 = Occasionally 3 = Yes, definitely

1. We make sure everyone, from the top floor to the shop floor, knows who our customers are, what they expect and how to meet those expectations.

2. We emphasize with our new hires the importance of everyone being responsible for serving both internal and external customers.

3. We identify processes and procedures that hinder the customer’s experience with our services and products.

4. We train all our managers on how to lead their teams to make service quality the #1 priority.

5. We continually train our front line and support staff to sharpen their customer care skills.

6. We have a rewards program that recognizes everyone for providing outstanding service, not just customer service people

7. We use surveys, focus groups and other feedback programs to measure, monitor and manage customer satisfaction.

8. We are flexible enough and have processes in place to implement changes based on customer and employee suggestions.

9. Our information technology system(s) supports our front line, field and support personnel in delivering fast and efficient service.

10. We realize that the smallest things can have the biggest impact on our customers’ perception of our organization.

Your Score:
21-30: Take a bow. But don’t rest on your laurels. Continue to monitor your operations to make sure they are customer friendly. Make sure everyone continues to do things that will delight the customer.

11-20: Keep up the good work. You are certainly on the road for bringing your customers to the heart of your operations. Now it’s time to push forward. Pick one or two areas you rated a (2) – occasionally -and move them up to a (3)  - yes, definitely.

1-10: Don’t despair. There are many things you can do to begin working on making service quality a higher priority. Start browsing these posts: Are You Easy or Difficult to Do Business With? and Customers Have Long Memories. Then determine what you need to do to be more customer or client focused.

Smart Moves Tip:

No matter whether you manufacture, grow, distribute, sell or treat, you are ‘in the business to serve your customers or clients well. You can’t fake customer focus. Nor can the motivational slogans or programs make it happen.  What can is a resounding yes to this question: Is the entire organization, including the front line, the support staff, the sales force and all the managers focused on delivering superior service every single day? Nothing else counts!  

Are You Ready to Make That Happen?
The Customer Experience is a unique reality check program that connects you with your customers AND your people to build the 4 R’s  of business success – better reputation, retention, referrals and revenue. Let’s talk!