I advocate leadership that allows employees to contribute, create, and grow. I have several articles on this blog detailing the costs of micro-management and the benefits of treating employees as adults (click here to read them). I am thrilled to see the results achieved by the $2.6 billion dollar HTC under the leadership of a CEO who clearly walks this talk, Vineet Nayar. He is interviewed in the excellent–and free!–Booz & Co. periodical strategy + business.
For example, detailed financial performance data broken out by business unit is delivered regularly to employees’ desktops. This has stimulated employees to ask more questions, volunteer more ideas, and challenge their managers more often. In turn, everyone is making better decisions — the kind of decisions that directly affect the customer’s experience.
Similarly, in a bold twist on the 360-degree employee appraisal tool, all appraisals are posted on the company’s intranet, and anyone at any level can give feedback on anybody else, including the CEO. As Nayar says, “Good or bad, we all learn from the results.”
—The Thought Leader Interview:
strategy + business
Here is my favorite quote, one that mirrors a key insight I learned the hard way some years ago: “The lesson for me was to never make assumptions about what somebody else wants or thinks. It is very important to ask people what they are thinking.”
There is more in his book, Employees First, Customers Second.
Fantastic insights, as usual! Employees have to be empowered to truly serve customers and the company they work for. When we allow for their frank input, everyone benefits. As this piece (http://www.upyourservice.com/learning-library/customer-service-culture/i-want-to-speak-to-a-supervisor) suggests, empowerment of frontline staff is critical for success.