{"id":1856,"date":"2017-10-20T16:03:07","date_gmt":"2017-10-20T14:03:07","guid":{"rendered":"https:\/\/hattinger-buero.de\/?post_type=dt_portfolio&p=1856"},"modified":"2017-10-20T16:14:25","modified_gmt":"2017-10-20T14:14:25","slug":"how-to-successfully-combine-leadership-and-customer-satisfaction","status":"publish","type":"dt_portfolio","link":"https:\/\/hattinger-buero.de\/en\/project\/how-to-successfully-combine-leadership-and-customer-satisfaction\/","title":{"rendered":"How to successfully combine leadership and customer satisfaction"},"content":{"rendered":"

[vc_row type=”vc_default” full_width=”stretch_row” equal_height=”yes” content_placement=”top” css=”.vc_custom_1503324924470{margin-top: -50px !important;padding-top: 50px !important;padding-bottom: 50px !important;}” el_class=”praxishtg”][vc_column width=”1\/3″ css=”.vc_custom_1503301698162{margin-left: 32px !important;}”][vc_empty_space height=”50px”][vc_column_text]<\/p>\n

How to successfully combine leadership and customer satisfaction<\/h2>\n

[\/vc_column_text][\/vc_column][vc_column width=”2\/3″ css=”.vc_custom_1503306507523{padding-top: 50px !important;padding-right: 40px !important;padding-left: 40px !important;background-color: #02649c !important;}” el_class=”praxisboxblau”][vc_row_inner][vc_column_inner width=”1\/3″][vc_column_text]Mission<\/strong>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”2\/3″][vc_column_text css=”.vc_custom_1508508247701{padding-right: 32px !important;padding-left: 32px !important;}”]Further development of the leadership culture[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=”1\/3″][vc_column_text]Client<\/strong>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”2\/3″][vc_column_text css=”.vc_custom_1508508311632{padding-right: 32px !important;padding-left: 32px !important;}”]Trade, approx. 350,000 employees[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=”1\/3″][vc_column_text]Target group<\/strong>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”2\/3″][vc_column_text css=”.vc_custom_1508508349166{padding-right: 32px !important;padding-left: 32px !important;}”]Executives at all levels in Germany,
\nstarting with the priority area sales[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner][vc_separator color=”white”][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=”1\/3″][vc_column_text]Question\/Issue<\/strong>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”2\/3″][vc_column_text css=”.vc_custom_1508508390012{padding-right: 32px !important;padding-left: 32px !important;}”]How can we continue to develop the leadership culture with the objective of a better customer orientation (motto: \u201conly satisfied employees ensure satisfied customers\u201d)?[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=”1\/3″][vc_column_text]Activities<\/strong>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”2\/3″][vc_column_text css=”.vc_custom_1508508519485{padding-right: 32px !important;padding-left: 32px !important;}”]<\/p>\n

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  1. Development of a target vision Leadership 2020<\/strong>\n
      \n
    • Large-group event with a representative mix of executives<\/li>\n
    • Discussion and completion of the target vision 2020 in the management board
      \n(for credibility in the top-down process)<\/li>\n<\/ul>\n<\/li>\n
    • Successive op-down workshops<\/strong>
      \nTo process the leadership target vision, for example the reflection of the participants\u2019 own experiences and the derivation of specific individual measures; specific agreements with the manager after the workshops<\/li>\n
    • Accompanying measures\/assistance<\/strong>
      \ne.g. preparatory meeting impulses to help discuss the leadership performance again and again, deployment of topic-specific mentors for 1 year<\/li>\n<\/ol>\n

      [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=”1\/3″][vc_column_text]Factors for success<\/strong>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”2\/3″][vc_column_text css=”.vc_custom_1508508656533{padding-right: 32px !important;padding-left: 32px !important;}”]<\/p>\n

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      • Top down!<\/strong> The management board needs to deal with the results of the first workshops – their \u201cvoice\u201d in the employee newspaper that makes it quite clear: we are standing behind this.<\/li>\n
      • Interdisciplinary project group<\/strong> to develop the procedure and the content, with members of the target group from different regions, functions and levels<\/li>\n
      • Not too much pressure on the results in such a change process<\/strong>
        \nThe constant \u201cWe need quick-wins!\u201d is rather counterproductive in this context\u2026 Therefore, a basic understanding of change dynamics in the top decision-makers bodies is necessary so that time for reflection and learning will be granted.<\/li>\n
      • Persevering<\/strong>: do not drop this due to new priorities\u2026<\/li>\n<\/ul>\n

        [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner][vc_separator color=”white”][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=”1\/3″][vc_column_text]Duration of the project<\/strong>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”2\/3″][vc_column_text css=”.vc_custom_1508508698132{padding-right: 32px !important;padding-left: 32px !important;}”]1.5 years[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner][vc_separator color=”white”][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=”1\/3″][vc_column_text]Particular aspects during the course of the project<\/strong>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”2\/3″][vc_column_text css=”.vc_custom_1508508736968{padding-right: 32px !important;padding-left: 32px !important;}”]<\/p>\n

          \n
        • Finding time for change in the ongoing operative business is a challenge. Solution: consistent integration into the standard communication; decentralising the responsibility<\/li>\n<\/ul>\n

          [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][vc_row_inner][vc_column_inner width=”1\/3″][vc_column_text]Result<\/strong>[\/vc_column_text][\/vc_column_inner][vc_column_inner width=”2\/3″][vc_column_text css=”.vc_custom_1508508855828{padding-right: 32px !important;padding-left: 32px !important;}”]<\/p>\n

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          • Employees refer to the formulated claim to leadership and start to demand corresponding behaviour or leeway.<\/li>\n
          • Procedures and old rules are increasingly questioned.<\/li>\n
          • Increased awareness that the management style is a success factor for customer satisfaction.<\/li>\n
          • Considerably more interaction between the managers and employees regarding customer orientation at the point of sale.<\/li>\n
          • Employees have a platform to address their ideas and also their difficulties.<\/li>\n
          • Managers are challenged more if the results of customer surveys are not satisfactory \u2013 at the same time, the leadership aspect is given more emphasis today.<\/li>\n<\/ul>\n

            [\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

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