success

the 3 most critical elements for business success

Posted on Posted in leadership articles
Would you want to be part of a business that grows itself by attracting and retaining new customers consistently into the future?

Do you want to know how you can create that in your organisation starting today irrespective of the type of business you are in or your position in the company?

Think for a moment of organisations that you would consider world class.  What distinguishes a world class operation from the others?

The distinction is in the results; they tell us everything we need to know. For starters, world class operations make more money, they benefit from positive word of mouth advertising, they have high levels of customer retention and they experience an increasing market share.  In short, they are more successful, more of the time.

The chief difference however, between world class operations and other businesses lies in the fact that the customers of world class operations love doing business with them!  

In fact, customers love doing business with them so much that they will come back again and again simply because they enjoy the experience that they have, even when the product or products are unremarkable.

World class companies create a culture for service excellence and delivery that draws an ever increasing pool of new and repeat customers who love to do business with them today and in the future. ~ Tania M Adams

An organisation’s culture is defined by its people, who they are and what they do.  It is the result created by the sum total of the actions and behaviours, attitudes, outlook, values, moods, and most importantly the habits; those things repetitively done or said without being conscious of them, of each member of the organisation.

Excellence is everyone’s problem. <script

As Aristotle observed “We are what we repeatedly do. Excellence, then, is not an act, but a habit.”

Take a moment to look inside your business and see the defining habitual ways of being of your staff or your colleagues or yourself.  Can you see what they are?

Now that you have seen the habits of your organisation, what results do those habits cause?  Are they creating success or mediocrity for your business?

The great news is that since an organisation’s culture is defined by how each staff member behaves, each of us has control of a part of that, since in fact we are the ONLY ones who have control over who we are and what we do. We can choose the culture that we will create in our organisation and start working on it today! We can change our habitual ways of being and thus cause the culture of excellence in our business. The more often you practice a way of being or a behaviour, the more embedded it becomes until it is a new habit.

So, the question is then, how does one create a culture for service excellence that is profound enough to make a customer love dealing with a company so much that they keep coming back?

What habits create a culture of excellence?

Firstly, a reminder that  Excellence is Everybody’s problem!  The habits I share with you begin not with the CEO in a briefing session on the company’s new values or mission statement.  They do not begin with new posters put up in the canteen designed by a PR company.  They are not driven by a department head, or the MD or the HR manager. The habits I share start with you!

The 3 most critical elements for business success: The C.I.A

Business excellence depends upon the development of the habits of Commitment, Integrity and Accountability-the C.I A!

1.Commitment

A culture of service excellence begins with making commitments.

The first commitment that must be made is the commitment to service excellence no matter what.  And then there is the habit of making commitments to others.  Too often we are afraid to commit ourselves and come across as vague or unsure.  Make a commitment to a client, to a colleague to an internal customer.  Stand for something concrete. Make a promise.

2.Integrity

Commitment alone is worth little if it is not backed by the habit of following through, having integrity with the commitment.  This builds trust.  Once a commitment has been made the habit of following through is crucial.  Follow through and follow up with the client.

3. Accountability

The habit of accountability is multi-layered.  To begin with accountability talks to the fact that excellence is everybody’s problem, each member of the team is accountable for creating the culture all of the time.  In addition, accountability talks to the situations where there has been a problem or where for any reason, a commitment has not been met.  A habit of accountability ensures that the commitment to excellence in resolving the issue is made, which brings us full circle to Commitment, Integrity and Accountability …the CIA.  The more often a way of being or a behaviour is repeated, the more embedded it becomes until it is a new habit.

In conclusion let’s look back at the primary indicators of business excellence, the results; customers who come back time and again and spend money in our business, customers who love dealing with us over and over. These are results caused by a commitment to culture of service excellence; a culture that is created by the sum total of the habits of each player in the team, from cleaner to CEO.

I leave you with a challenge today; to commit to creating a culture of service excellence in your business. Commit to developing the habits of Commitment, Integrity and Accountability in yourself.  Bring the C.I.A. into your business today!

Ask yourself this question; what can I do RIGHT NOW to begin creating a culture of service excellence for myself and my organisation?


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