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6 The AutoDialer: Dial Teleconference Numbers and Pass Codes with One Tap

Mike Song Berrett-Koehler Publishers ePub

As the elevator to the lobby descended, I turned to Harold.

The world is changing, and so are you. Youre starting to look a bit more human, my friend.

Huh? Harold said hopefully. He glanced at his reflection in the mirrored elevator wall and smiled. The ZIP! Tips were beginning to take hold.

Gasps, whispers, and giggles could be heard as we rushed down the street and into the coffee shop, soaking wet from the rain. We made our way to the counter and ordered two mochaccinos.

Hey, Aquaman, you might want to try a few sit-ups! one of the customers joked.

Im working on it! I smiled, making a mental note to hit the gym right after my talk with my tailor.

I was surprised to see that almost half of the patrons were hamsters. We found a table and I took a long, satisfying sip of my chocolaty drink. Mmmmm.

The storm was raging outside, and the moment had come to expand the movement against the Darkonians and their dastardly deeds. I gathered my strength to stand and address the coffee-shop patrons.

Hamsters, humans, and countrypersons, I boomed in my best stage voice, bring forth your devices! Your smartphones, tablets, laptops, anything mobile upon which you work. The ZIP! era has arrived, and the time has come to unleash the power of your robots so you can achieve the success you deserve.

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Medium 9781576753583

5: Developing a dialogue with your customers

Ben Cohen Berrett-Koehler Publishers ePub

In a business—any business—there is a relationship between the company and its customers. In a successful business, that relationship unfolds in a series of stages that bring customers back again and again. But in a values-driven business, the relationship between company and customer sometimes reaches an even deeper level, where the two become partners in meeting the needs of the community, the nation, or the environment. That, we believe, is the ideal to which a socially responsible business can aspire.

In the table labeled “Who’s on First?” you’ll see one schematic way to look at the development of the relationship between a company and its customers as time goes by.

Any business, no matter how small, whether socially responsible or not, seeks to develop strong, continuing relationships with its customers. Nothing is inherently “responsible” about that. It’s just good business.

You can’t get around it, though: if the values on which you’re building your business don’t include some special consideration for your customers, you have to ask yourself why you are in business:

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21 Understand Listen Deeper

Beverly Kaye Berrett-Koehler Publishers ePub

Ponder this: When you tune out, do you miss out?

“You’re not listening. You never listen.” If you ever hear these complaints, at home or at work, read on.

Why is there no end to the training courses on this subject? Why do feedback surveys repeatedly tell managers that they are lousy listeners? Why don’t we get it?

Many managers don’t really believe that listening is a critical skill. They believe that being results oriented or customer focused is much more important to business success than being a good listener. Are they right?

Ivan understands me. He listens to me—and I feel understood. The more he listens, the more I reveal, and the stronger our relationship becomes. We have developed a huge amount of trust. With other bosses, I used to edit. I tell Ivan everything. As a result, he is never surprised. He has a better handle on things. Because of our bond, we are more creative, take bigger risks, push the boundaries, and accomplish amazing things. I have never had a better boss, and I have never been so productive. Right now, nothing could entice me away from this job.

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Medium 9781576753903

3 The Role of Leaders

Kim Cameron Berrett-Koehler Publishers PDF

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MAKING THE IMPOSSIBLE POSSIBLE

This chapter focuses on the question What levers can leaders use to produce similar results? Specifically, we focus here on the leadership roles that differentiate abundance-oriented leaders from more conventional leaders. Rocky Flats leaders had special impact on the success of the project, and though only a sample of them are identified by name, they represent successive CEOs at Rocky Flats, House and Senate leaders, DOE and EPA leaders, and leaders within Kaiser-Hill’s parent company, CH2MHill. Key leadership principles are illustrated in the comments made by and about these leaders and the roles they played.

Enabling Leadership

Successful organizational change is often attributed to a single leader’s vision, strategy, charisma, savvy, or sheer force of personality. Heroic figures such as Nelson Mandela in South Africa, Mohandas Gandhi in South Africa and India, Winston Churchill in Great

Britain, and Franklin Delano Roosevelt, Martin Luther King, and

Abraham Lincoln in the United States are examples of individuals whose single-handed leadership is credited with transforming nations. On the other hand, it is clear that whereas leadership plays a crucial role in any major change, no single individual has sufficient power to bring about large-scale reformation. Successful leadership always emerges in multiple places and among multiple people. Clear targets, consistency of direction, and coordination of efforts are required among the various leaders, of course, but seldom is one individual able to lead a transformation single-handedly.

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Medium 9781576752500

X-ers and Other Generations: Bridge the Gap

Beverly Kaye Berrett-Koehler Publishers ePub

Have you ever:

His e-mail communication is so rude. No salutation or punctuation and no capital letters at all. All I get are cryptic messages flying my way daily. I was taught to start and end letters properly, with a “Dear Joe” and a “thank you” and a “Sincerely, Mike.” It’s no wonder we don’t get along very well. 160

Challenges like these can occur because of individual differences. And individual differences are often amplified by the generation gap. Some people become so frustrated or irritated with their younger or older colleagues that they disengage. They quit communicating or interacting. Sometimes, if the conflict persists, they even consider leaving their workplaces.-

Experts say that for the first time ever, there are four distinct generations in the workplace. The names and definitions of these groups vary, depending on whose research you read. One commonly accepted labeling is the Matures (those born 1933–1945), Boomers (1946–1964), Gen-X-ers (1965–1976), and Gen-Y’s (1977–1994).

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