18 November 2013
In
Change, Character, Coaching, Comfort Zone, Communication, Conflict Leadership, Lead From Within, Leadership, Life, Organizational Leadership, Personal & Professional Development
By
Lalita Raman
The CEO of the Company was having his monthly meeting with his direct reports to discuss achievements, strengths, opportunities missed or well used and way forward.
Jack, the CFO of the company had attended several of these meetings and felt the quality of these meetings had deteriorated. In the moments of silence, whenever he was an observer, he felt these meetings had become agreeable in nature and no brainstorming was encouraged.
Just in the last meeting he had raised an objection to the way the revenues were being earned and the way the company was going about increasing its market share and how in the medium to long-term the company may not be able to hold its market share. He also had concerns on the franchise value which he thought he will bring it up later. Despite presenting solutions he was left with the feeling that by raising a different perspective, he was considered possibly a rebel. The room didn't celebrate his passion for the business nor appreciate his concern.
"Don't trouble trouble till trouble troubles you because if you trouble trouble, trouble will trouble you". As a kid I used to play this tongue twister with my friends.
Today in many organizations and
Have you ever thought like a customer when you are talking to a potential client?
Do you really care to understand what the customer wants ?
I was in Mumbai last week visiting my family for 4 days. My dad and mom are not keeping too well and I thought I must take some time out to be with them.
While I was there, I decided to complete some formalities that was pending with a bank account that I had opened. The relationship manager stated that he wanted copies of my passport, other identification documents and photographs. I was taken aback because I had submitted all of this in as many copies as was required by this bank, four months back. The relationship manager started giving me several reasons why he wanted those again, none of which sounded convincing to me. One of the reasons he gave me was that this was a compliance requirement. This is one of the top favorite reasons given by many a customer contact of most banks. The relationship manager did not take time to understand my requirements, figure out how much time I had and how to reduce the inefficiency for me.
Many customer contacts ever so often
