Viewing posts from: November 2000
What are your tips for building a great team?
Answer by Jordan Ritter, CEO of Atlas Informatics, formerly Napster, Cloudmark, onQuora:
A great team can take a mediocre idea and turn it into something meaningful. But a mediocre team will still take the next Facebook and waste up 100% of the time. So how do we make great teams?
I’ve spent my entire career obsessing about how to build great companies, and I’ve learned so much trying to get this right.
What I learned is that the way we do 99% of all recruiting is completely broken. Normally we have a job description, some needs, some wants, some nice to haves. We interview a candidate, and we compute: yes they’ve got this, no they don’t have that, etc. We calculate: 80% match – let’s hire this person. But that’s completely wrong: it has absolutely zero to do with what makes a team great.
What makes a team great is the same thing that makes a personal friendship great, or a romantic relationship great: that we share values, believe in the same things, not believe in the same things, share the same ethos and mindset. If you’ve ever seen it, or been privileged to be a part of a team like this, you’ll immediately know: once you’ve got this, there is nothing you can’t achieve together. It’s inspiring and powerful and amazing.
Instead, we approach hiring a great team with what we call the 3 C’s: Culture, Capacity andCraft, in that order.
Most important thing: Culture. What is culture to us? It’s a composition of Values, Mindset/Ethos, and Traits. Values are limited to words that can be used to Evaluate, Assess, Praise and Critique; words that can’t be used in this way are bad (e.g. Obsession vs. Passion – one can be meaningfully measured, one cannot). Mindset and Ethos are phrases that are basically inspiring mantras that also define our culture, but don’t really apply to evaluation and assessment (e.g. sooner is better, now is best; clean hands make you wrong). Traits are things we sometimes try to leverage as values, but are really just attributes of people we’re looking for (e.g. self-reliance).
Next most important thing: Capacity for Mastery (Google sometimes calls this Velocity of Learning). This is important to distinguish from skills because if you have the ability to master things, you can acquire any of the skills you need. In a startup where you’re always doing something new, there’s almost never an instruction manual, so the thing to optimize for in building a capable team is its capacity to master new things.
Last thing we look for: Craft – this is what most companies interview for – technical skills and capabilities. They’re important, don’t get me wrong – you’re hiring for a job, and you need this person to get the job done. But from the perspective of building Great teams, it’s the least important thing, because if you have the first two, you can get the third. Because again, skills have nothing to do with what makes teams great.
This question originally appeared on Quora – the place to gain and share knowledge, empowering people to learn from others and better understand the world.
Authored By Peter Economy
Exit interviews are a routine practice in many companies today. The idea of an exit interview is to ask an employee who has quit or resigned his or her job exactly why they decided to leave the company. Was it because they weren’t being paid enough in their current job, or because they didn’t like their boss, or because they weren’t being given enough responsibility?
Of course, when you conduct an exit interview, it’s too late to do anything that will prevent your employee from moving on to greener pastures. That’s why some companies are trying something new. Instead of conducting exit interviews when employees leave, they are conducting stay interviews to try to keep them.
According to Erin Pappo, Client Services Director at Camden Consulting Group, “Instead of waiting for an employee to become so unhappy or disengaged that they resign, it is critical for companies to get in front of potential problems and correct employee satisfaction and engagement issues before they arise.”
Stay interviews should be conducted with current employees on a regular basis to help management understand what they can do to make the workplace better and decrease turnover. Erin Pappo suggests asking these 10 questions during the course of a stay interview:
1. The last time you went home and said, “I had a great day, I love my job,” what had happened that day?
2. The last time you went home and said, “That’s it, I can’t take it anymore,” what had happened that day?
3. What is really different here that makes you proud to be an employee?
4. Is your manager effective? If so, what do they do that you value the most? If not, what do you wish they would do more of?
5. What do you like most or least about working here?
6. What might tempt you to leave?
7. What talents are not being used in your current role?
8. What would you like to learn here?
9. What motivates (or demotivates) you?
10. What can your manager do to best support you?
So, instead of exit interviews, give stay interviews a try. You might just be surprised by the results.
Authored By Marcel Schwantes
Do you work in a toxic workplace? I’ll share what that looks like in a minute. But if you do, there comes a time when we all need to evaluate our work environment and the people we work with to determine if it’s hurting our career path or, much worse, our health and well-being.
If you decide to take the higher road and stick around, safeguarding against a toxic workplace falls squarely on the shoulders of every employee. Whatever your level or function, everyone needs to be watching out for one another by weeding out the few bad apples that may be taking morale down.
In his book, Eye of the Storm: How Mindful Leaders Can Transform Chaotic Workplaces, executive coach Ray Williams describes the characteristics of toxic workplaces, and the part that dysfunctional leaders play in creating them. As he writes in Psychology Today, toxic workplaces will manifest in the following seven ways:
1. All sticks and no carrots
Management focuses solely on what employees are doing wrong or correcting problems, and rarely give positive feedback for what is going right. Or mostly carrots for the best performers, sticks for the rest.
2. The creeping bureaucracy
There are too many levels of approval and management to get things done and a singular focus on micromanaging employees.
3. The gigantic bottom line
Profits, beating the competition, and cost cutting are solely focused on without consideration of other bottom lines.
4. Bullies rule the roost
Management bullies employees, or tolerates bullying when it occurs among employees.
5. Loss of the human touch
People are considered to be objects or expenses rather than assets, and there is little concern for their happiness or well-being. There’s also little evidence of leaders’ compassion and empathy for employees. As a result, you’ll encounter high levels of stress, turnover, absenteeism, and burnout.
6. Internal competition
Employees must compete internally, which is enforced by a performance assessment system that focuses on individual performance rather than team performance.
7. Little or no concern for work-life balance
People’s personal or family lives must be sacrificed for the job; overwork or workaholism is commonly evidenced by 50-hour-plus workweeks, little or no vacation time, and 24/7 availability for work communication. There is little or no commitment to making contributions to the community, worthy causes, or making the world a better place.
How do you stop it?
A good starting point is to make sure that all employees are keeping a finger on the pulse of the organization to make sure people are being cared for to do their best work, and that fear is being pumped out of the workplace regularly.
When toxic behaviors persist, here are some strategies to consider:
- Conduct a culture or employee engagement survey that reflects on the work environment and management’s performance or leadership. If they’re the problem, HR needs to step in and play a role in assessing organizational health.
- Have HR and well-meaning managers conduct stay interviews to keep good people from leaving.
- To weed out toxic employees, include behaviors like “respect,” “teamwork,” and “encouragement” in your performance planning and then measure them.
- Invest in coaching for managers and staff.
- When dealing with a toxic co-worker who is apt to turn a discussion into a he-said, she-said mud-sling, bring in a third party to document meetings to protect yourself from drama.
- Every employee needs to learn the value of setting boundaries. Define what is acceptable behavior and what isn’t–then communicate assertively with appropriate boundaries.
- Expose the problem by promoting a healthy culture and living out shared values to squeeze out unwanted things like gossip, bullying, sabotage, disrespect, and insubordination. The larger the group campaigning against toxic behaviors, the better they’ll be rooted out.
Authoured By Al Triunfo
It’s likely we have all seen this scenario before: Your organization runs a leadership development program, anything from a half-day workshop to a full week of lectures, breakouts and role-playing. Then, a week, a month or six months down the road, you realize the content, strategy and execution are out of sight and probably out of mind. I believe we arrive at that point because, too often, we think the leadership development program itself is enough.
There is no shortage of information describing the leadership gap in organizations around the world. In both the 2015 and 2017 editions of Deloitte University Press’ “Global Human Capital Trends,” there are many statistics that support the existence of this gap. We can easily conclude that the great majority of organizations recognize the gap. Yet despite this recognition of the importance of building leadership competencies and willingness to invest in leadership development, we are not making much progress.
Many great consulting companies have tackled the topic and developed extensive lists of causes. However, we continue to fall short when it comes to solutions. What I hope to be able to do in this blog is to offer some real-world, practical leadership development concepts based on what I have learned and experienced during my 35 years in various leadership roles in the pharmaceutical industry.
These concepts are based more on the investment of time than the investment of money, though one might argue that for many organizations, they are one and the same. The data seem to suggest most organizations do invest some level of dollars on leadership development. Usually, the investment is on a platform of leadership principles and content. However, even with the right platform, many organizations do not achieve the desired outcomes.
We need to place greater emphasis on “pulling through” the leadership principles. I don’t mean just talking about how important the pull-through component is. I’m talking about the hard and time-intensive work of the boss or coach working one-on-one with the potential leader. I realize that doesn’t sound that revolutionary, novel or glamorous. It is, however, where my experience has taught me the payoff comes from.
Why is this idea of pull-through so poorly executed, if executed at all? I consistently see three major obstacles.
1. Time, Time, Time
Often, the manager thinks he or she doesn’t have the time to invest in weekly one-on-one leadership development coaching discussions or that the potential leader doesn’t have time for them. It seems more productive to spend time talking about results, strategy, execution or even performance management.
In the moment, that thinking seems reasonable. Those are not insignificant topics. In reality, lack of one-on-one time dramatically shortchanges true leadership development. The one-on-one meeting is the setting that allows the boss to show his or her commitment to development, customize the plan and create a safe environment. Even if HR or the organizational development department has a pull-through plan, it does not replace one-on-one coaching sessions.
2. Lack of Decision-Making Opportunities
Many bosses will not let go of their control and decision-making authority. They are afraid the new leader will make mistakes – and yes, he or she will make mistakes. Therefore, managers limit putting new leaders in situations where they can actually lead. The result of that approach is predictable: no development of leadership skills and leaders who will most likely struggle in their roles.
There are a couple of ways I address this issue in the development plans of my leaders. We establish different tiers of engagement when it comes to decision-making, each requiring a different level of involvement from me. The next thing we focus on is understanding the difference between the competencies of decisiveness and judgment. It is amazing to see the progression of decision-making ability as skills and confidence grow.
3. No Formal Leadership Development Plan
Each new leader requires and deserves a formal, customized leadership development plan that is aligned with the organization’s leadership principles. There is no “one size fits all.” Everyone’s baseline is different. Are you building a plan for a first-time leader, or is it a current leader taking on new roles and responsibilities? What is their depth of experience in the role? How can you accelerate their experiences? Do they need a mentor or coach other than their boss? Are there goals or assignments between meetings? The more formal and customized the plan, the better. This is an entire process of its own.
This solution is not complicated, but it does significantly change the outcome of leadership development. It simply requires a strong commitment from a leader who is willing to invest in the development of another leader. As John Maxwell puts it, “Leadership is not about titles, positions or organizational charts. It is about one life influencing another.” Leadership coaching is not only about influencing another leader. It is also about closing the leadership gap, preparing organizations for the future and contributing to today’s bottom line.
Authored by Louis Mosca
People become the owner of a business for a variety of reasons. Though some inherit the business from their parents or grandparents, many go into business for a simple reason: They want to be independent.
The belief that they can do things better than everyone else, the allure of freedom, and the determination to build their own wealth is the driving force behind every business owner I’ve ever met.
The normal evolution of a business begins when you’ve started or bought it. You build and design it, you create something special, and then at some point, you usually begin planning for an exit strategy, or succession plan.
Whether that succession plan means a big pay-day, sale, or a transition to someone else, there comes a time when an owner must ask themselves what kind of legacy they wish to leave behind with their business?
A succession plan should be treated as a business plan, and that means having a clear vision of how you want things to look in five years. You have to determine where you want to be, how you want to be involved, and what you really want to get out of it as the architect of your business, and your exit strategy.
Is your design one in which you sell to a third party at a set price, do you see your business living on in perpetuity through one of your children, or do you want to sell and maintain a certain level of involvement?
Let’s say in five years you want to sell the business. Start the process by identifying potential buyers and determine how they make acquisitions. Look at how they’ve valued companies, and how they’ve integrated, merged, or purchased those organizations.
Maybe you want to create an ESOP. Start by interviewing two-to-five ESOP members, from other organizations, and see how it’s worked out for them. Pay careful attention to the pluses and minuses, and then create a valuation for the business, figuring out where the funding is going to come from. Are you really willing to put your business on the sketchy ground, so it can borrow enough money to pay you off?
If you want to transition power of the business to a family member, you need to consider the procedures and steps that will ensure a secured transfer. That means training, education, and hands on experience building for the person who will ultimately lead your business.
Ten years ago, we were working with a construction client, a father, and son business, who was doing about $30 million dollars. The father, getting on in his years, wanted to start preparing his son for taking command of the company.
To do this, he had his son go through every type of business and management training program he could find. He’d regularly bring in seasoned professionals that were recommended to him, to teach his son their craft. He knew education and experience would ensure his son’s success.
As each year passed, the father would remove himself a little more from the operations of the business, and relinquish greater control to the son. Within 7 years, the father had removed himself almost completely, and the business continued to grow to a now $85 million dollars, annually.
On the flip side, a few years ago I was personally working with an electronics business owner, who was preparing to transition control of the company to his ill-equipped son. He thought his son could do no wrong, and believed that whatever knowledge he had gained from working in their store, seemed to be enough.
Despite my challenging him repeatedly, to have his son work somewhere else and gain more experience under someone else’s dime, he would ignore my suggestions and warnings and has since seen his business falter under the weight of his son’s inexperience.
Succession planning should not just be a catchphrase; you need to work your butt off to accomplish it successfully. You will need professional help if you want professional results.
Authored by Forbes Coaches Council
A growing number of U.S. businesses are shifting focus from employee wellness programs to well-being initiatives — more comprehensive health and productivity programs that tackle elements such as the workforce’s emotional and mental health, social connectivity, financial education, sense of fulfillment on the job, and many other aspects.
Workplace health and well-being programs not only have a positive impact on your employees’ wellness, they can also lead to a significant increase in your team’s engagement, cohesiveness and overall productivity. According to research, a healthy and happy workforce can reduce costs by more than $1,600 per employee, with reduced leave days caused by disability or unplanned sickness.
1. On-Site Fitness Programs
Nothing is better for life balance, joy, longevity, health, and work productivity than physical activity. Any workplace can incorporate this when options range from sit-stand desks to guided yoga classes, stress management seminars, or full-scale on-site fitness centers. When staff is expected to stay in the office, employers can give them perks that make them feel better and perform better. – Laura DeCarlo, Career Directors International
2. Flexible Working Arrangements
Not everyone can work from home effectively. But for those who can, it can lead to a huge boost in productivity and provide a mental and emotional break from a long commute and being in the office. If it’s appropriate for your work environment, give employees the option to work from home a day a week, and you have the potential to see a boost in productivity and morale. – Elizabeth Saunders, Real Life E
3. Improv Training
Most people think of comedy when they hear “improv” and don’t realize that improvisation is a form of exercising the brain that improves mindfulness, active listening, collaboration, risk taking, confidence, public speaking, sales, conflict resolution and so much more. Laughter will also result, which reduces stress while improving rapport and trust with co-workers. – Gina Trimarco, Pivot10 Results
4. Retirement Coaching
Retirement is a major personal and financial transition that many are unprepared to navigate. Companies offering coaching for life after the employment relationship ends stand to gain a lot. Such support can foster positive morale, encourage mindful career planning, and enhance productivity and efficiency until an employee is truly “retirement ready.” – Carroll Welch, Carroll Welch Consulting
5. Access To Healthy Food
It has been said that “food is thy medicine.” Corporate cafeterias should provide access to organic, processed-free foods at a moderate cost. In warmer months, farmer’s markets should be on site. An integrative wellness program can teach others about how to eat healthy and provide proactive feedback on health and diet. – Rebecca Bosl, Dream Life Team
6. Deep Sense Of Purpose And Contribution
Creating corporate social responsibility programs that engage employees in non-profit causes and educational development programs is key to experiencing well-being. Growth and success seem meaningless when there’s no purpose attached to them and no one else to whom we can give back. A fulfilling and healthy life is full of purpose and opportunities to contribute to others. – Mariana Lacombe, MarianaLacombe.com
7. Incentive-Based Trips
If you’ve explored The Five Languages of Appreciation in the Workplace by Dr. Gary Chapman and Dr. Paul White, you know that employees and managers have so many different ways of feeling appreciated. Regularly-scheduled incentive-based trips can boost the morale and well-being of the majority of employees because these trips encompass the love languages of quality time, words of affirmation, acts of service, and financial gifts. – Daphne Valcin, Daphne Valcin Coaching
Kindly drop your commeny after reading.
Authored by OfficeTeam
Feeling apprehensive about asking for a raise? You’re not alone. The majority of workers feel they deserve a higher salary, but just over half plan to ask for one.
A research was carried out by asking more than 1,000 full-time professional employees about their confidence levels and attitudes concerning their careers and compensation. Almost 90 percent of those surveyed feel they deserve a raise, but only 54 percent plan to ask for a salary increase this year.
In fact, many people absolutely dread the thought of asking for more money: 32 percent of those surveyed said they would rather clean the house, 13 percent would rather look for a new job, 7 percent would prefer getting a root canal … and 6 percent would rather be audited by the IRS. Here are more insights on salary-related matters brought to light in the study:
Employees have good reasons to want more pay
Among employees who do plan on asking for a raise, reasons included increased job duties, higher costs for basic needs and a lower-than-market pay rate. One-third of survey participants said they would save or invest their salary increase, while nearly a quarter would use it to pay down debts.
Most people know their worth
Among survey respondents, 59 percent had checked their salary against national averages based on third-party research. Twenty percent said they had checked the market rate in the last month.
Employees’ confidence levels vary
Many employees may need a confidence boost when it comes to asking for a raise, but the majority of workers surveyed are very confident of their prospects in today’s job market. According to the study:
• 65 percent of survey respondents would be more confident looking for a job now than just a year ago
• 30 percent of those who say they’d ask for a raise would, if turned down, ask again at their next performance review
• 19 percent would be willing to look for a new job if turned down for a raise
If you feel deserving of a raise but lack the confidence to ask for one, there’s plenty you can do to improve your situation. Keep track of your accomplishments and contributions at your organization, practice your pitch with a friend before meeting with your boss and develop a strategy before entering this conversation.
Are you planning to ask for a salary increase? Share your confidence-building tips in the comments below.
Where do you belog?
This article is been edited to Nigerian workplace realities.
Authored by By Enahoro Okhae
Employee Engagement can be referred to as a state of being emotionally connected to the organization; Being fully involved in and enthusiastic about your work and care about the success of the organization. Amongst Employees, we have those who are Fully Engaged, Partially Engaged and Disengaged.
Fully Engaged employees are actively involved in and enthusiastic about their work. They are willing to go the extra mile to ensure customer satisfaction and make the organization a success, spreading enthusiasm within their team and beyond.
Partially Engaged Employees do the minimum to get by, concentrates on the job at hand and add little extra value. They simply follow their job description, they can’t understand why they have to go out of their way to get other things done.
Disengaged employees demonstrate negativity at work and undermine the accomplishments of others, potentially creating a toxic atmosphere in the workplace.
By now, you should be able to tell which category you fall into, I’m sure the categories above would not suffice for some people, never mind, you can find yourself in between …lol.
Now it is largely understood within the Human Resource industry that the Organization is responsible for creating an environment that would make the employee Fully Engaged, means the Organizations should create Structures, Policies and Procedures, Communication Style, Psychological Safety, Values, Systems, Processes etc. that would encourage active involvement of Employees. It is also expected that Leaders should communicate respectfully, act humanely to aid the full engagement of the employees.
As a human resource consultant, a life coach, an Emotional Intelligence Practitioner, a leadership, management and soft skill trainer, I have met countless employees that are either partially engaged or disengaged, of course I have also met a lot of people that are fully engaged, while several reasons might exist within an organization that influences the level of engagement of a staff, I have found that the difference between partially engaged/disengaged and the fully engaged staff is mostly not as a result of what is happening or not happening in the organization, neither is it a function what is available or not available in an organization. I have found that the major difference is that the fully engaged person sustains the decision and ability to create and use “Intrinsic Motivation” which propels their love for the job, input on the job, enthusiasm, going the extra mile and even spreading optimism
While the organization truly sustains the responsibility to create enabling environment, Structures, Policies and Procedures, Communication Style, Psychological Safety, Values, Systems, Processes etc. that would encourage active involvement of Employees, the challenge with this paradigm is that, there is a limit to what the organization can do to motivate a staff and get them fully engaged. The limit can be vested in the personality of the business owner, the limit can stem from the unavailability of resources, lack of profitability of the business and several other reasons; please don’t get me wrong I am not making a case for irresponsible structure or leadership; however, I am revealing to you the fact that you owe yourself the responsibility to have a fruitful day at work and to get the most out of your time at work.
Fully engaged people are optimistic, happy, excited, creative, make suggestions, they sustain a healthy emotional state at work irrespective of the “lacks” in the workplace; the outcome of sustaining this healthy emotional state is actually more beneficial to the individual than it is to the organization whether presently of futuristically. In the present it will help the individual to avoid the toxic emotions that are existing in the environment, it would distract the person from negativity, such a person would achieve better results and be in the good books of most people. All this would count positively for the person in the future. If however an individual allows the unhealthy workplace environment results in idleness, anger, irritation, complacency, do not see reasons for extra input (which dampens creativity), spreading of negative news, etc. such a person is actually allowing more harm than good, eventually the staff loses more that the organization is losing.
Rather than allow the happenings within an organization be a determinant for your feeling, you should actually build the capacity to navigate the murky waters of the workplace and intentionally determine your emotional state for your good.
In the field of Emotional Intelligence, it has been established that your thoughts influence your feelings and your feelings influence your action. Workplace engagement is seen as an “action” which is influenced by their “feeling” based on their “thoughts”. If you think you are in a terrible workplace, that do not deserve you, do not treat you well, is not structured, filled with “dog eat dog”, and you allow that thought to fill your subconscious, there is a high likelihood that you would sustain unhealthy feelings, which is not good for you. The difference between the fully engaged and the partially engaged/disengaged is their Intrinsic Motivation which is an Emotional Intelligence Competencies. Intrinsic Motivation is driven by internal rewards, it is the ability to choose yourself despite the happening in your workplace environment, the ability to focus on the positives available rather than be swept away by the bad and the ugly, the ability to identify and focus on learning points in the middle of the unstructured chaotic environment.
I have concluded that if you depend on your organization for the level of your motivation and thus engagement, you would be disappointed a lot of times. People who have experience working in several places know that there are workplace challenges everywhere, even in Google.
Engage you intrinsic motivation today by blending your thoughts and feelings to find a healthy emotional state for yourself and thus build a positive legacy for yourself in that workplace.
When you are gone, what would be remembered about you is “how” engaged you are not “why” you were partially engaged or disengaged.
Authored By Enahoro Okhae;
The Chief Managing Consultant; Simeon’s Pivot Resources, President Pause Factory; The Emotional Intelligence Academy and Co-Founder: GlobalCerts and Strategy (Delivery Partner; The KPI Institute Australia)
Here’s how businesses and their owners can stand out in a noisy online world.
Word-of-mouth is not dead — it has simply adapted to the change in how businesses and shoppers operate
Authored by Zev Herman
Back in the day, small businesses relied on word-of-mouth for business success. Today, word-of-mouth is not necessary for consumers to find businesses, thanks to the internet and other advancements in technology, transportation and communication. Consumers can find companies located near them and on the other side of the globe with relative ease.
Nevertheless, the word-of-mouth concept is not dead — it has simply adapted to the change in how businesses and shoppers operate. Think about it: Consumers still value what other people have to say about businesses, products and other people. What’s changed is how people get that information.
It Starts With Customer Reviews
Not every business utilizes customer reviews like they should. Sometimes, businesses don’t need reviews because they get business regardless. But for small businesses, customer reviews are important and can make or break a business.
If you get too many one-star customer ratings on Yelp or another review platform, it can hurt your business. If there aren’t a lot of ratings for your business but there are a high number of positive ratings for your competitors, it may cause you to lose business to companies that are in direct competition with you.
As the owner of a small business, I’ve found that to be successful, your customers must always be your top priority. This means making your customers happy, which translates to listening to them and prioritizing their needs. One way to do this is to pay attention to customer reviews.
Step One: Make It Easy for Customers to Review Your Business
Before you can use customer reviews to your advantage, you have to get customer reviews. It’s easy enough to utilize customer review platforms, like Yelp — all you have to do is claim your business. But you also have to encourage customers to leave reviews, because it’s easy for them to dismiss doing something that takes time. You can do a lot with customer reviews once you have them.
One easy way to encourage customers to leave reviews for your business and products is to implement review management software. This allows you to pre-screen customers. For example, did they have a positive or negative experience with your business? The software then directs customers to the appropriate review platform.
Once you have plenty of positive reviews, take advantage of them! Share them on your website and social media channels. Send them out in your company’s monthly newsletter. Do whatever you want to do with them, but one thing you should definitely do is respond to the reviews.
Step Two: Let Your Customers Know You Hear Them
Customers like to be acknowledged. If they leave a negative review of your business or product, respond to them in a positive way: Ask them how you can make their experience better in the future. Respond, even if their experience was positive. Thank them for the positive review and share it wherever you want other customers to see it. This shows that you put your customers first.
Step Three: Take Customer Reviews One Step Further
Getting customers to leave reviews — and sharing positive ones for the world to see — is an amazing accomplishment. If you do this regularly for your business, then you’re doing great, but you can do more. Most businesses value their customers because, without them, there would be no business.
Something we have done is use customers’ positive experiences to our advantage to create case studies and customer spotlight videos. We put time and money into making videos of our clients saying good things about their experiences with us, then shared the videos with everyone who subscribed to our monthly newsletter. We also built case studies for our company, because although this is more focused on us than the clients, it shows what we can do and how our products and services benefit customers.
Consider adopting similar approaches to take your positive testimonials even further for your business.
As president of Superior Lighting, Zev Herman focuses on growing a wholesale light bulb and lighting business.