Putting Employees before Customers ST Recruit - 27 September 2014

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Information about Putting Employees before Customers ST Recruit - 27 September 2014
Business

Published on October 1, 2014

Author: bawany

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Putting Employees before Customers ST Recruit - 27 September 2014

1. TIIESI'RAl'ISTIMFS Put R22! emp LEADERSHIP is all about the ability to impact and influence your followers to engage them towards achieving results for your organisation through the approaches of ontologicalhumility and servant leader- ship, blended with elements of social intel- ligence. Leadership is an art and a science. It is an art because it continually evolves, changes form, and requires creativity. It is a science because there are cermin essential principles and techniques re- quired. Good leaders know when it is time to change shape because they are highly at- tentive to those around them. Coming from a position of strength, great leaders take risks by freeing up the creative genius in their followers to build their capability and multiply the talents of the organisation. By powerfully communicating a vision that animates, motivates and inspires their followers, great leaders can transform their organisations. SATURDAY, SEYFEMBER 27, NM Thene-«realities: results—based leadership On-going research by the Centre for Ex- ecutive Education (CEE Global) indicates that, with the right leadership develop- ‘ ment support including executive coach- ing, those with leadership potential can be developed into outstanding leaders. Emotional Intelligence competencies are perhaps the most challenging for lead- ers to develop effectively and yet are the ones that often have the most impact. A5 emotionally intelligent leaders rise through the ranks of their organisation, their profiles become more visible to em- ployees and their increased power can have geater impact on achieving organisational results (see Figure 1). Putting first beiore mdprofits Putting the customer first has been the mantra of many companies for a long time. But however correct that mantra may be, 5 Organisational Results 4 Customer Engagement 3 Employee Engagement 2 Organisational Climate 1 Self-Leadership 8: Team Effectiveness Figure I: Results-based leadership inrrrravrork perhaps it is time to question the wisdom of it, . Some companies already have, in fact, put the customer second, after employees. The results are surprising and enlight- ening — engaged and contented employees and companies cited for their best practic- es, Moreover, customers are satisfied too. Steady, long-term competitiveness requires an organisation to be committed to putting employees first and develop- ing quality training programmes that are linked to its strategc objectives. Without a true commitment to employ- ees at alllevels of an organisation, the jour- ney to enhance organisational performance will be an elusive adventure. Quality employees equate to organi- sational success. Unqualified and poorly trained employees equate to organisational failure. An organisation's employees have al- ways made the difference between a truly successful organisation and a mediocre entity, but it is amazing how often manag- ers overlook or discount this fundamental recipe for economic survival. Organisations with cultures that focus on their people and invest in their future willbe, in the long run, more competitive than cultures that view employees as mere costs to be reduced in times of trouble. Extensive research, including that by CEE Global, indicates that the organisation that plans every action around its employ- ees will thrive in the marketplace. How to improve employee loyalty is one of the most difficult problems that busi- ness leaders today grapple with. Research consistently shows that by putting employees first, you can actu- ally deliver on your promise of “customers first’! ' That is, if the business of management and managers is not to put employees first, it is going to be difficult to achieve the “customer first" experience anyway. We have consistently found that the “employees first” approach produces far more passion than any motivational or rec- - Profitability/ Market Share - ROI/ Cost Optimisation - Customer Satisfaction/ Loyalty - Service Value Relationship - Employee Satisfaction/ Loyalty - Employee Turnover Rate - Company Culture, Policies - Rewards and Flexibility - Emotional 84 Social Intelligence ~ Leadership Styles/ Servant Leadership - Ontological Humility/ Level 5 Leadership Executive Appointments before customers Research shows that this approach is key to achieving great organisational results ognition progamme. Why? Because it proves that management understands the importance of the work being done by the employees in the first place. It demonstrates that we are actively help- ing them inways that make it easier for them to . do their jobs. It shows that we trust them to do what needs to be done in the way they believe it should be done. And it shows that we respect them for the value they bring to the company. We give them understanding, help, trust and respect, which are the drivers of employee en- gagement. ‘ Leairg wrih vrbdom There is growing evidence that the range of abilities that constitute what is now commonly known as emotional intelligence plays a key role in determining success in life and in the work- place. _ Since leaders lead people, the style with which you do it is important. It must tnrly represent you, fit with the situ- ation, the results you wish to achieve and the people you hope will follow your lead. In truth, having a particular style is not as essential to being a leader as having a vision of what could exist, being committed to the vision, bringing great energy to realising that vision and having people to support you towards achieving great organisational results. Article by Prol Sattar Bawany, chief executive officer in C-Suite master executive coach of me Centre for Executive Education (DEE Global), which olfers human capital managementsoluiinns includingtalent management and executive development programmes that help leaders develop the skills and knawledge to embrace change and catalyse success in today’: workplace. For details, visit www. cee—g| olra| .com or e-mail s2ttar. hawany@ceevg| obalcom To sendartrcle C0litill7|1ll0|'iS. comments. views and story ideas. e-mail recnril.3@sph. com. sg When you contribute to The Straits Times Recruit, we take it that you agree. at no charge, to allow us to use. archive. resell or reproduce the letters and contributions in any way and in any medium. j noorrom IV ' Special Projects, Marketing Division, Singapore Press Holdings

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