Management Training Thailand - Talent Technologies

Team building or team development?

admin — Sun, 07 Mar 2010 11:33:19 +0000

Talent Technologies helps Thai and Asian companies develop their teams. In this article we look at the difference between team building and team development to help you decide which of the two is likely to work best for you.

Companies that wish to improve the effectiveness of their teams, by boosting morale, understanding, trust, commitment or communication, are often faced by a dazzling array of alternatives. So we thought it was high time we helped define the difference between the two main choices: those of team building and team development.

Team Building – what it is and how it can help

Teambuilding is usually made up of activities on away days to another part of the country where teams have the opportunity to re-form in a different context.

Usually the team takes part in a number of activities, for example rope-based activities, cooking, sailing, climbing or adventure course activities, paintballing or a walk rally.

The idea or purpose of the away day (or days) is that team members have the opportunity to enjoy themselves and build relationships through these activities.

Teambuilding is usually great fun (if the team members ‘get on’ with each other in the first place).

It creates a different context or environment for the constituents to understand and learn about each other better. However, it’s worth bearing in mind that teambuilding sessions are rarely able to:

Solve problems of mistrust
Increase commitment
Overcome ‘legacy events’
Increase levels of accountability
Increase a desire or care for achieving great results

This is where team development comes in:

Team Development – what it is and how it can help

Team development, by contrast, addresses the concepts of teamwork directly.

If we join a team development programmes, we deliberately address the core concepts of teamwork and seek to improve our behaviours in those fields.

There are very few team development programmes available. However the one that we like (and which is also in our view the best team development programme in the world) is Patrick Lencioni’s Overcoming the Five Dysfunctions of Teams.

You don’t need a dysfunctional team to embark on the programme! Far from it. Most of the teams we deal with are very functional, but might just be lacking the spirit of commitment, communication, or clear concepts of accountability.

Thw programme still has plenty of activities as part of it; the key difference is that the approach is to improve teamwork by consciously tackling the areas that Lencioni has identified through his research as being crucial to team success, and then amending our behaviours to match.

**The One Crucial Difference…**

In Good to Great, Jim Collins wrote that teambuilding should happen on the job. We agree.

The workplace is by far the most important context for our teamwork so we should learn to use it to our full advantage.

A team development programme like Overcoming the Five Dysfunctions of Teams allow us to do exactly that – giving the context to the concepts that matter most to teamwork, in the place that matters most – our place of work.

If you would like to find out more about how this team development programme can help you, fell free to read more about it here or contact us using the form here…

…Happy teambuilding!

Talent Technologies. Talent Management made easy.

An easy-to-use framework for strategy

admin — Fri, 05 Mar 2010 10:34:56 +0000

Deciding on an effective strategy can be a challenging task for even the best of management teams. Disagreements are always likely to happen, yet there are few things more infuriating than when team members are all of different pages when a strategic thinking session takes place.

Thousands of books have been written about strategy. This post does not attempt to replace them. Instead we thought it would be helpful to offer an easy-to-use and ’shovel-ready’ framework for strategic thinking.

Having a framework that clarifies everyone’s perspectives and captures them in a way that enables the team to be able to discuss the views substantively (and without prejudice!) is, we feel, useful.

The framework we recommend as being easy to apply to most strategic thinking meetings is one based on ‘the 6s’s’, as follows:

Situation

Before we can even talk about strategy, everyone at the table needs to articulate and define what exactly the Situation before them is. In planning a military operation, commanders need to have a clear understanding of the terrain. They need to agree not only on the ‘known knowns’ but also the ‘known unknowns’ and try to unearth any ‘unknown unknowns’.

‘The first responsibility of a leader,’ as Drucker wrote, ‘is to define reality.’

So before we can even discuss strategy, team members need to share their perspective of the situation, and then the chairman needs to weave these together as best as he can to create a macro picture of the challenge facing the team.

Suppositions

Strategies usually unravel when teams make assumptions and then blindly stick to them in the face of reality that shows those assumptions to be flawed.

It would not be difficult to cite misreadings of the situation in the Vietnam and Korean wars (by all sides). Looking back, commanders such as Macarthur held to heart some highly optimisitic suppositions, without any tactical fallback in the event these suppositions were disproved.

Companies such as Starbucks experienced the same problem when they rolled out in Australia, with the assumption that Australians would be happy to queue for their coffee, only to be spectacularly disproved with no Plan B to hand.

Suppositions are an important part of any strategy – it’s impossible to have the Wisdom of Job about any Situation. What is important, though, is to be aware of our Suppositions and to write these down, re-testing them at every new development.

Scope

Once a team has a clear view of the Situation before it and Suppositions made, it then needs to clarify its Scope.

Over what timeframe are we working? Concerning which kinds of customers? How much of the team are we involving in the decision?

These type of questions help a team Scope the challenge before it and achieve greater focus for the Strategy it will choose.

Strategy

Having established the Situation, Suppositions and Scope, the team can now choose the Strategy it will use faced with the information before it.

Many teams unfortunately only start here. If it has not laid groundwork of the first three S’s, the team will often struggle as the scope is just to wide, the situation hasn’t been established and no-one can agree on the suppositions made. The attempt at strategy and maybe even the team itself may begin to unravel.

In the case that reality has been defined as above, teams can now focus on what their goal is, what their tactical objectives may be over what period of time, and most importantly clearly define what success looks like.

Strengths

The team can then determine which Strengths can best be leveraged in order to deliver the Strategy most effectively.

This consideration usually happens alongside the Strategy itself, may precede or may follow it, depending on the situation. But a strategy that does not clearly understand the Strengths of the people, company or situation and then leverage them, is a failure of the strategic thinking itself.

Steps

Lastly the team can then map out the Steps in which the strategy will be achieved. In the case of a project, this may include a timeline with inputs and milestones.

Steps give the strategy dimensionality and also give the team options if it needs to make tactical adjustments to its strategic plan.

So to summarise:

Situation > Suppositions > Scope > Strategy > Strengths > Steps

Use the 5s’s every time and your strategies will have a far greater chance of success!

Was this post useful? If so, let us know – feel free to leave a comment below!

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Talent Technologies. Talent Management made easy.

The 3 key people ingredients Virgin Air looks for in creating great service experiences

admin — Wed, 24 Feb 2010 04:42:49 +0000

What do you need to look for when hiring people you need for customer-facing positions?

Of course, every business has its own set and segments of different customers, but we feel this article outlining Virgin America’s strategy offers some much needed guidance when too many companies are risk-averse in their hiring strategies: trusting resumes rather than real ability.

Eschewing the ’softly softly, safely safely’ hiring strategy of going for experience and qualifications, Virgin America has understood that this does not deliver a differentiated customer experience. And that, ladies and gentlemen, is, as we have been saying for some time, the key element to brand equity in a service business (and with it shareholder value).

Instead, it has identified three key elements that work for it:

1. Find ‘independent-minded extroverts’. People who are not afraid to break the mould (try getting that past your HR!)

2. Build a culture of resourcefulness. This is essential for getting their frontliners to personalise the customer experience.

Does your company do this for its induction?

3. Stress-test your employees and then let them break the rules. This includes training to manage conflict as well as deal with typical (but often unforeseen) circumstances.

The proof’s in the pudding!

And Virgin’s strategy has paid off. Virgin America is no.1 in its field as ranked by Zagat’s global airline survey, showing that the customers like what they’re getting. Virgin America continues to receive higher levels of customer word of mouth (read free advertising) and can support the ‘customer promises’ made in its bold advertisements with delivery of the experience.

What you can do if you want to deliver on your desired experience in Asia…

Does your company deliver on its customer promise?

If you would like to identify the desired customer experience or enhance your delivery of it, then do not hesitate to contact us for more details here.

How customer experience drives shareholder value

admin — Wed, 17 Feb 2010 02:35:48 +0000

‘How can offering a superior customer experience add value to my company’s bottom line?’

Asked questions like this by our clients, we thought it would be useful to demonstrate how companies can link their customer experience to customer equity, and from there to shareholder value.

When embarking on initiatives companies, after all, need to be sure those initiatives will drive value.

For a long time companies have been vaguely aware of the importance of the customer experience, yet may be hesitant to embark on a realignment of their business around the customer experience when the benefits – financial at least – may be equally hazy.

This post will hopefully demonstrate beyond doubt that the customer experience not only impacts companies’ financial performance, but also does so in a big way.

Two views on customer behaviour

There are two views when it comes to the ‘customer experience’.

For one group of people, the view is that the customer experience is nothing more than a ‘nice-to-have’.

Customers buy on value (usually governed by the ‘4Ps‘) and that is that.

In this view, what matters is that companies simply deliver on the value proposition(s) and do so consistently. And that is the ‘customer experience’: getting something to customers as conveniently as possible, for the lowest price (and highest margin for the company). In this assumption, man is an ‘economic being’ who acts in his own self-interest.

Unfortunately for proponents of this view, an increasing body of research is showing that numerous customer segments aren’t behaving consistently with this definition!

Among these segments, many value ‘the journey’ more highly than ‘the destination’. And, given that Aristotle held that ‘man is a social animal’ all those centuries ago, this kind of makes sense too. People of course value the interactions on their way to the destination equally or more than the destination itself. It’s quite natural to expect that customers will turn their back on a service provider if they feel they have been poorly treated, no matter how much they want (or need) the product on offer.

How to reward your shareholders… and your customers

The US-based firm Watermark Consulting conducted a study of whether customers’ perceived experience (based on Forrester’s methodology) had any impact on a company’s stock market performance. Their results are below and are interesting, to say the least:

From the scores above, it’s clear that a pattern has emerged, in the US at least: companies offering ‘top-quartile’ customer experiences generally deliver double the shareholder returns in a year than their bottom-quartile counterparts.

This has recently been brought up to date by Usable Markets and the results are not dissimilar.

What this means in $ terms

If the above charts make the value of customer experience clearer in terms of shareholder value, we must bear in mind the value to the enterprise itself.

Over on the Forrester blog, Bruce Temkin has calculated that a 10% increase on their (very simple) customer experience score equates to a near 3% increase in sales.

This is useful because it can help companies calculate whether investing in their customer experience makes sense.

It’s also worth bearing in mind that (as Temkin himself accepts) this is not a precise science. From the data it’s clear that there is also a ‘tipping point’ where customer experience increases and decreases magnify themselves in terms of stock market performance.

Is Asia different?

We could take the view that Asia is somehow different, but our work with companies in the region indicate otherwise.

If anything, because the focus of most companies is to ‘roll-out’ into these fast-growing countries, the customer experience gets left behind.

Companies taking this approach are paying a huge amount in terms of loss of customer equity when they do so.

Because of this, companies that take time to design and deliver deliberate customer experiences will discover a huge competitive advantage in terms of:

• Pricing power and profit margins

• Reduced costs of customer acquisition (driven by ‘Stay’ and ‘Say’)

• Innovation to meet customer needs (driven by customer and employee engagement)

Talent Technologies offers you a simple solution

If creating an outstanding customer experience sounds like hard work, it needn’t be.

We offer companies a simple solution that combines the strengths of your organisation, people and product or service offering so that your brand can consistently deliver a stand-out experience.

Simply contact us here and we will be delighted to send you more details!

Talent Technologies :: Taking your Talent to a Higher Level

European Young Professionals networking event

admin — Wed, 17 Feb 2010 02:29:40 +0000

The European Young Professionals are hosting their first event of the year at Q Room, Landmark Hotel.

Cloud Nine is one event not to be missed. With sumptuous raffle prizes (including a free return ticket to Europe, kindly sponsored by airberlin), the evening will feature the usual eclectic mix of cool Euro grooves, complimentary wine and a lavish spread of haute cuisine.

The event takes place on Wednesday 24th February from 6.30pm onwards.

For more information and to book, go to the European Young Professionals Bangkok website here.

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Next Seminar – Time & Productivity Management

admin — Tue, 16 Feb 2010 15:34:29 +0000

Don’t miss our next public seminar – Time & Productivity Management!

Time & Productivity Management is available in Thailand as a public training seminar with the next session on Thursday 25th February 2010.

Created specifically for the busy professional, this one-day seminar gives you the tools to execute your daily tasks with a minimum of stress, helping you articulate your personal vision and manage your time and energy productively.

Complete with hands-on activities and challenges, as well 3 tools proven to help you focus and prioritise, Time and Productivity Management is a core component of every manager’s toolbox.

Seriously boost your effectiveness at work with this programme!

By the end of the seminar, you learn how to:

Get a hold of your habits to maximise your daily productivity. Using our proven approach, you will learn how to work both from the ground up and from your vision down!

Clarify your values and personal vision and cascade yearly, monthly and weekly goals into actions!

Manage the bombardment of seemingly random tasks and inputs and adopt a routine to channel them productively

Implement daily practices that help you realise your talents and deliver on your personal vision

Execute your daily goals and go from productivity to performance!

Interactively led by Guest Trainer Asst. Professor Kritika Kongsompong (K. Awe), this is one seminar you’ll not want to miss!

Date & Time

Thursday 25th February 2010, 8.30am-4.30pm

Seminar Fee

ONLY 14,500 Baht + VAT per attendee, fully inc. of materials, lunch and refreshments!

BOOK NOW

Location

Courtyard by Marriott Bangkok (BTS: Rajdamri). A map to the venue is here

How to Book

To book, simply complete this form, and fax it back to us on 02 6393552.

If you have any questions, please call our office on 02 6393550

management training thailand, corporate training thailand, MBTI thailand, Myers Briggs thailand, psychometric testing Thailand

When attitude is the issue…

admin — Fri, 12 Feb 2010 12:05:20 +0000

‘Employee attitude!’

It seems to be the number one challenge in Thai organisations today, and one we are so often asked to help with.

In some cases, managers might expect us to come back with an instant solution… ‘Ah yes, you need to do this…’ – as though they are visiting a doctor for a remedy for a cold.

Most however do recognise that the problem goes deeper than anything a ‘quick-fix’ can address.

So we thought this post may help those wishing to understand the issue of ‘attitude’ more deeply.

Understanding ‘attitude’

First, it’s essential to understand that attitude is not a cause but an effect. What exactly do we mean by that? Sure, people with a ‘bad attitude’ certainly can cause a lot of trouble and stress. That’s not what we mean by a cause, however.

Instead, we mean that the ‘attitude’ is caused from within a person, making it an effect.

So in order to ‘treat’ attitude it’s essential to understand what kind of causes may be at work, so that we can help channel or overcome them.

Simply put, someone’s attitude is defined by whether they see an item, person, place or task positively or negatively. But why is it that one person can see a task as being favourable, while another person can see the same task as being unfavourable and even negative?

This post breaks down the effects of attitude based on different areas and ‘issues’ and gives pointers as to where you can start to address the issue:

1. When ‘task’ is the issue

Task is usually an issue if a person has a negative attitude towards the tasks required in his job – but not always.

It may be the person resents his boss or the people or organisation he works with, thus making him loath to perform the task.

But assuming you’re sure that it is a task that the person is reacting towards negatively, the next step is to understand why.

Square pegs in round holes

Few people enjoy every aspect of their work 100%. However, if I were to divulge that an incredible 83% of us don’t get the opportunity to work to our strengths every day, would that surprise you?

Because that is exactly what Gallup have discovered after survey upon survey worldwide.

How does this relate to our attitude at work? One item of the Gallup Q12 (employee engagement survey instrument) zeroes in on the opportunity employees have to work to their strengths. It’s this score that often ranks poorly in many companies – but also this score that is the most important!

More often than not in Thailand (this is also true in other parts of the world) employees take up jobs in companies not because that is what they want to do, but because what their parents wanted, or how they were conditioned (see our post Square Pegs in Round Holes for more on this), or because of the pay, or because the job happened to come up at a time when theyr were looking.

In other words, mostly superficial reasons when the one core factor companies (presumably!) should want their employees do is to develop their strengths.

It’s because of the syndrome above that ‘negative attitudes’ so often are an issue. It falls on organisations themselves to resolve these issues, or face widespread employee disengagement and loss of motivation and morale.

>> What companies can do when task is the issue >>

When you think task is the issue, the key approach is to identify the individuals’ talents (note – not ’skills’, ‘knowledge’ or ‘intelligence’) and try to mould the work to the person’s talents. We call this making the ‘talent-task’ connection.

Talent Technologies offers individuals a precise assessment of their talents using the gold-standard Highlands Ability Battery.

Having helped hundreds of individuals to refocus their work and careers around their strengths, we couldn’t recommend it more!

Highlands not only helps individuals identify their talents and develop their strengths, but is also invaluable in terms of team and career development.

2. When ‘people’ are the issue

Another effect of ‘attitude’ is when an employee or colleague works hard and is productive, but has a ‘bad attitude’ towards his co-workers, managers or customers.

Negative attitudes towards people are more complex than those towards task. Here’s why:

• A person’s attitude towards people may not be a negative attitude at all and be misunderstood.

• A person’s attitude towards people may have been caused by a deep experience or ‘legacy event’ from childhood.

• A person’s attitude towards one person may be caused by his or her relationship to another completely unrelated person and be a case of ‘contagion’

• A person’s attitude may be the effect of a ’suppressed message’ to another person, where an ‘attitude’ is considered safer than confrontation.

• A person’s attitude towards people may be caused by an unfulfilled (or unknown) dream, or the substitution of that dream with a fantasy

• A person may not even be aware that he or she has a ‘negative attitude’ towards people.

• A person may be aware of his or her negative attitude, but blames it on another person.

>> What companies can do when people are the issue >>

When people are the issue, we need really to understand which of the above bullet points are closest to reality (this is never an exact science and there are usually a combination of causes at work).

Once we are able to make a diagnosis (for example through an employee engagement survey or 360° feedback) we can move towards development.

These may include the following initiatives:

Emotional Intelligence. Participants learn the skills and practices of Knowing Themselves, Choosing Themselves and Giving Themselves on this programme that features hands-on follow-ups. This helps with individual’s positive energy, their self-awareness and awareness of others, and interpersonal communication.

Productivity Factor. Often ‘negative attitude’ is caused by boredom and frustration – and these often follow the absence of a personal vision and life goals. In the case of frustration, a person may have the goals, but does not know how to execute them.

Productivity Factor helps participants articulate those goals and put a plan in place to deliver on them. The programme’s strength is its ability to enable participants to see their challenges from their life vision (or ‘50,000 feet’) down, and from the realities of daily pressure (’runway level’) up.

Communication Factor. This programme helps participants articulate messages at work – and thus avoid the negative energy of a ‘bad attitude’ before it becomes toxic.

Sometimes ‘attitude’ may be justifiable (i.e. if a person feels someone else has wronged him or her – see ’suppressed message’, above), in which case Communication Factor helps with the skills and technique of constructive feedback and difficult conversations.

Talent Factor. In Talent Factor, participants gain an in-depth knowledge of their weaknesses and strengths, and then articulate their personal vision based on their talents and natural gifts.

This helps participants who have an unfulfilled need or dream, and to whom a career path and direction would be helpful.

Goals Goals Goals!

Usually individuals can overcome their negative attitudes or moods by identifying deep, life goals that resonate with them spiritually.

The above programmes help participants on this course, taking them in each case from discovery to action.

If ‘attitude’ is an issue in your organisation, it’s worth bearing in mind that there is rarely a ‘quick fix’ and that, as the adage goes ‘it’s a marathon, not a sprint!’

What do you think? Feel free to add a comment below or fill out the contact form here if you would like more information.

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Talent Technologies :: Taking your Talent to a Higher Level

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The Face of Leadership today

admin — Fri, 12 Feb 2010 11:16:26 +0000

How important is your face to other’s perception of you as a leader?

Very, says recent research conducted by Dan Hill of Sensory Logic into the effect individuals’ faces have on their communication and relationship with others.

Those familiar with Professor Mehrabian’s research on the impact of body in communication (specifically face) will be aware that while words and voice account for 7% and 38% of interpersonal impact respectively, body and facial language make up the remaining 55%.

It may not come as a great surprise, then that there is increasing interest into the effect leaders’ facial expressions have on their audience.

Dan Hill has taken up the challenge (started by Charles Darwin) to catalogue the effect these facial expressions have on other people.

Using his methodology, grouping facial expressions into being either positive or negative based on five human characteristics, he studied the communication styles of eight business leaders including Bill Gates, Donald Trump and Larry Ellison.

The findings, below, may surprise you:

Warren Buffet (Berkshire Hathaway) -- 69% Positive, 39% Negative
Jeff Bezos (Amazon) -- 51% Positive, 49% Negative
Michael Dell (Dell Computer) -- 47% Positive, 53% Negative
Bill Gates (Microsoft) -- 73% Positive, 27% Negative
Steve Jobs (Apple) -- 48% Positive, 52% Negative
Rupert Murdoch (News Corp.) -- 17% Positive, 83% Negative
Donald Trump (Trump Organization) -- 16% Positive, 84% Negative
Larry Ellison (Oracle) -- 0% Positive, 100% Negative

Poor old Larry Ellison… not even able to muster a single positive expression!

As Hill puts it:

“Ellison is really grim, nervous. He’s driven and determined. He shows anger and arrogance on his face,” Hill says. “I would not consider this an open person, the opposite of an Oprah (Winfrey). See how his eyebrows are pulled together. This is someone who is not very comfortable in his own skin.”

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Facial Communication is Global

Following decades of reseach, Dr Paul Ekman has discovered that facial expressions are not cultural but global (there are by his calculation over 10,000 combinations of facial expressions!)

This is important for any professional working in Asia as nonverbal communication is clearly an important component of leadership effectiveness.

Dan Hill has shown the significance of this in the news clip below comparing the impact of facial expressions by Barack Obama and John McCain in their presidential campaigns.

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Learn the Face of Leadership today… with Talent Technologies!

If nonverbal communication is an important part of leadership, how can we improve our skills in this area?

Talent Technologies offers two programmes in our Communication discipline.

Communication Factor takes participants through the theory of communication and trains them to develop their communication skills in key areas of their work including meetings, presentations, and face-to-face conversations.

Emotional Intelligence is a one-day programme (with an optional 28 Day Later follow-up) where participants learn to know themselves, choose themselves, and give themselves.

An awareness of our own physical energy and facial expressions is central to this.

If you would like to find out more, simply contact us here for details.

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Talent Technologies :: Taking your Talent to a Higher Level

Most companies failing to satisfy customers

admin — Fri, 12 Feb 2010 10:12:51 +0000

Forrester’s have released the 2010 results of their customer experience index and, while some improvements have been made, most industries are still failing to satisfy customers’ basic requirements.

Rated on three simple scales (’Meeting Needs’, ‘Being Easy to Work With’ and ‘Enjoyability’), 9 of the 14 industries, on average, were still rated poor or below by their own customers.

While retailers hold top spot, high-margin industries such as banks, credit card and health insurance providers are collectively failing to meet their customers’ perceived needs.

This is in spite of the higher margins these industries can command and, by definition, the higher cost of each lost customer.

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The Villain of the Piece…

There is always a hero and villain of each edition of the index. Many of you may not have heard of Barnes & Noble (which came top) but are no doubt familiar with HSBC.

HSBC’s customer experience scores were nothing short of parlous and may come as no surprise to the numerous detractors the bank has here in Asia. HSBC were also the subject of a feature in The New York Times as one of ‘the least trusted banks in America‘.

As if to demonstrate that the malaise is not simply related to their US operations, HSBC continue to vie for the wooden spoon award on the Customer Experience Leaderboard, a global forum for customers to ‘vote’ on their experiences.

Will someone please tell these companies about customer equity!

HSBC and others lower down on the list will, no doubt, proudly point to their sustained record of profit growth over the last decade or so.

Much of this growth has, however, been achieved through expansion and financial management than through increases in ‘customer equity’, i.e. the willingness of customers to say, stay and spend with their provider.

Wells Fargo has this. HSBC patently does not.

Companies’ business models are ultimately unsustainable if they do not genuinely ‘create and keep a customer’ (as Drucker aptly put it) as opposed to simply trying to create a matrix of trap whereby they can suck out as much money from their customers as possible to meet their own y-on-y targets.

Citigroup had a similar approach and, while enjoying decades of unparalleled global expansion, failed to maintain their customer equity long before their ill-fated bail-out in 2008.

Customer Experience = Shareholder Value

As we see in this article here, the real determinant of sustainable shareholder value lies in creating a resonant customer experience evoking trust.

While the majority of companies pursue short-term, year-on-year profit growth strategies (often diminishing trust), this carries with it huge longer-term costs as the same companies have to embark on all manner of advertising campaigns, price promotions and competitive gimmicks in order to win back or replace customers they have lost through their short-termism.

So while they can massage one year’s results, the negative consequences then get commuted to another year’s P&L.

This partly explains why until 2008 Wells Fargo was able to boast higher Return on Capital Employed ratios than HSBC – despite being in a more competitive marketplace.

The Customer Experience can give you a serious competitive advantage!

It’s for this reason that getting your customer experience right can give you considerable competitive advantage. This is because you are able to create more advocates (’Say’), keep more customers (’Stay’) and encourage higher rates of Spend as a result.

Consider that every one complaint a company receives is heard by 1,560 other people! What effect does that have on the company’s brand?

To calculate the cost of each complaint you receive or hear about, simply compute the lifetime value of a single customer and multiply by 1,560.

What you can do to increase your customer equity

The above calculation is one simple measure to track the impact your customer experience can have on your company’s bottom line.

Talent Technologies helps Asian companies improve their customer experience ‘outside-in’ through our simple and effective process.

If you are interested in sustainably enhancing the customer experience in your organisation, feel free to contact us here.

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Talent Technologies :: Taking your Talent to a Higher Level

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New! One Day Supervisory Skills training now available

admin — Tue, 02 Feb 2010 15:28:41 +0000

Constant firefighting… a lack of accountability… Resources being squandered… Mediocre performers mistaking themselves for high performers… Managers ‘doing’ rather than managing… People going in the wrong direction for weeks on end before anyone notices…

Most of us have seen or experienced the above syndromes that happen in organisations from time to time. And when they take root, they can be debilitating, impacting performance, morale and, inevitably, employee retention. But what can a company do to overcome them when they happen?

Talent Technologies now offers one powerful solution. Delivered in a one-day format with an optional 28 Days Later follow-up, It’s Okay to be The Boss offers companies seeking to improve their performance and productivity a snappy and effective way to do so.

Designed by Bruce Tulgan, who is an authority in the talent management field, It’s Okay to be the Boss equips participants with the key skills they need for delivering on their targets, and building organisational benchstrength through people.

Ideal for entry and middle-level managers, It’s Okay to Be the Boss equips participants with the following must-have supervisory skills:

• Overcoming ‘under-management’: managing day-to-day… and learning how to enjoy it!

• Starting and sustaining the ‘Coaching Conversation’

• How to ‘tune in’ to each person you manage – and the 6 key questions for doing so.

• Key actions for holding people accountable, and

• Delegating effectively

Increase your Managers’ Confidence now with this One Day Programme!

Talent Technologies offers It’s Okay to Be the Boss exclusively in Thailand.

To find out more about the programme, see the outline here or ask us for more details using our contact form.

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Talent Technologies :: Taking your Talent to a Higher Level

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	Get a hold of your habits to maximise your daily productivity. Using our proven approach, you will learn how to work both from the ground up and from your vision down!
	Clarify your values and personal vision and cascade yearly, monthly and weekly goals into actions!
	Manage the bombardment of seemingly random tasks and inputs and adopt a routine to channel them productively
	Implement daily practices that help you realise your talents and deliver on your personal vision
	Execute your daily goals and go from productivity to performance!