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Ordinary is so yesterday

How do you feel when you call someone and the screener asks your name, puts you on hold so you can listen to a robotic marketing spiel and then tells you the person you are calling can’t come to the phone right now? I’m not saying people aren’t busy, but we need to wake up to “ordinary” and thoughtless modes of dealing with clients, customers and others. While this may be an “accepted” mode of screening calls, it is company-centric, leaving callers with a less than a positive emotion. How can you lead the field if you are not focused on how to elicit positive emotion in every interaction?

I have encountered similar unconscious responses in many companies.  It was out of this I developed ROWM — Return on What Matters.

I look at ROWM as a way to optimize profit. For customers, it’s a positive emotion or experience distinctive in every interaction. This “happiness” generates true loyalty that reaches beyond considerations of cost and location alone. For associates, the culture inspires fulfillment and leadership at every level, causing people to continually reach beyond their “current best” with each interaction (inside and outside the business).

When you view your profit at the end of the month, consider it a “version” of what profit could have been — a percentage of what‘s possible. Return on What Matters demands cultures become extraordinary, and the results may be seen in a variety of hard and soft metrics. You can identify cultures based on ROWM. Their people are enthusiastic, acting in the name of excellence and directly participating in the hotel’s success — and they know it. Employees don’t need to “be wronged” or have a marginal attitude to drain an organization. Sometimes they have just been there too long. Giving voice to people (beyond the obligatory opinion survey) is just one path to ROWM, but all paths to ROWM impact all metrics.

Personally, I find the ordinary to be a bit of a bore. I want to do business with a company that chooses to be amazing — a company that when people ask “Do you like working there?” the answer is a resounding “I love it. I make a difference there.” This is the response you get when leadership occurs at every level of the organization. Top down management is so, well, 20th century.

Wishing you many “returns” of the day.

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