Engaged!

Outbehave Your Competition to Create Customers for Life

Evolve Publishing, 2013

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A can’t-miss program for bolstering customer service: Create a loyal clientele by cultivating engaged employees.

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Management consultant Gregg Lederman believes many companies overlook the obvious: Your employees’ “behaviors” – not your marketing slogans – shape customer attitudes about your business more than any other factor. Define a common set of behaviors for your employees, or they’ll devise their own ways to fulfill your marketing promises. Those results can be good or bad, but they will definitely be inconsistent. Try Lederman’s solution: Put every employee on the same page with a customer-service makeover he calls “Living the Brand.” His system is designed to help you establish a company mind-set, define desired behaviors and hold employees accountable for delivering a terrific customer experience. In an effort to make his advice universal, Lederman frequently favors the conceptual over the concrete. His book could benefit from more specific examples of behaviors and stories of how to put his ideas into practice; he makes you want to know. getAbstract recommends this approach to managers seeking to inspire their employees so they can develop loyal customers.

Summary

“Living the Brand”

“Engaged” customers are every business’s holy grail. These customers go beyond merely being satisfied; they love your company. They’re loyal and reward you with repeat business, increased revenue and referrals. “Even in a negative economy, 60% of consumers say a better experience is a high priority and one that they are willing to pay more for (either most of the time or always).”

Engaged employees are the secret to engaged customers. These employees exceed expectations. They don’t simply provide service or a product: They deliver an “experience.” When customers know that they can expect the “branded experience” from every employee, your company will win customers for life. Engaged employees internalize the company’s mind-set, mission and core values, and master the specific behaviors essential to the branded experience. To reach this level with your workforce, institute a “Living the Brand System,” a thorough performance makeover that, first, defines the branded experience and, then, supports people in learning and performing the behaviors that bring the experience to life. Ongoing support is a core requirement.

Often, corporate leaders craft...

About the Author

Gregg Lederman is the founder and CEO of the management-consulting firm Brand Integrity. He is a columnist for the Rochester Business Journal and an adjunct professor at the University of Rochester’s Simon School.

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J. B. 7 years ago

Great ideas on how to approach and feedback on upcoming projects and further learnings on how to grow and make projects better .
S. M. 1 decade ago

Great summary and informative.Helping everyone from staff to management in differrent ways of living the brand.When Gregg says "The recipe for success is 1%training and 99% reminding"it is true because the company does train us, giving us all the tools to be enganged employees but we do forget and need the reminding from time to time and that challenges us to real the full perfomance. Engaging employees in new strategies inspire employees to buy in and feel being part of the implementations,that encourages them to want to exceed the expectations.
T. M. 1 decade ago

What an absolute insight,talking about Ownership especially when employees are involved.Also love the fact that there are a lot of tips on how to achieve customer service and 'Living The Brand' - great ideas

Gregg Lederman