The Ordinary Heroes of the Taj

July 7, 2013

One of the world’s top hotels, the Taj Mumbai is ranked number 20 by Condé Nast Traveler in the overseas business hotel category. The hotel is known for the highest levels of quality, its ability to go many extra miles to delight customers, and its staff of highly trained employees, some of whom have worked there for decades. It is a well-oiled machine, where every employee knows his or her job, has encyclopedic knowledge about regular guests, and is comfortable taking orders.

Even so, the Taj Mumbai’s employees gave customer service a whole new meaning during the terrorist strike. What created that extreme customer-centric culture of employee after employee staying back to rescue guests when they could have saved themselves? What can other organizations do to emulate that level of service, both in times of crisis and in periods of normalcy? Can companies scale up and perpetuate extreme customer centricity?”

The preceding quote is from the latest “DFS Learning e-Blast” article, The Ordinary Heroes of the Taj by Rohit Deshpande and Anjali Raina.

In this December 2011 article in Harvard Business Review magazine, the authors tell the amazing and true stories of the terrifying events of November 26, 2008 and the remarkable reaction of the Taj employees and managers.  They explore the culture of the Taj and explain how we can think about strengthening our own customer centricity to help our teams be ready for any customer need – large and small.  It is all about the power of staff attitude in a service organization.

More from the article:

“We believe that the unusual hiring, training, and incentive systems of the Taj Group—which operates 108 hotels in 12 countries—have combined to create an organizational culture in which employees are willing to do almost anything for guests. This extraordinary customer centricity helped, in a moment of crisis, to turn its employees into a band of ordinary heroes. To be sure, no single factor can explain the employees’ valor. Designing an organization for extreme customer centricity requires several dimensions, the most critical of which we describe in this article.”

Read the short article to learn more!

Mike Osorio, your Dare to be Contagious™ strategist

www.OsorioGroup.com

What do you think?  Please add your comments to join the discussion!

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It’s Not What You Sell, It’s What You Believe

July 1, 2013

If there is one principle that explains why some organizations — Apple, Southwest Airlines, USAA, Cirque du Soleil, the Marine Corps, Pixar — consistently and dramatically outperform their rivals, it is that every person in the organization, regardless of job title or function, understands what makes the organization tick and why what the organization does matters.

The preceding quote is from the latest “DFS Learning e-Blast” article, It’s Not What You Sell, It’s What You Believe, by Bill Taylor.

In this April 4, 2012 article on the HBR Blog Network , the author provides a quick look at the difference between understanding what it takes to be successful, and truly believing.  Christina, who shared this article with me, had this to say:  We are getting our organizational to feel.  Sustainable culture isn’t when we can get everyone to say the right words of our vision or mission statement; it’s when we can get them to BELIEVE it.”

More from the article:

“What do you promise that nobody else in your industry can promise?  What do you deliver that nobody else can deliver?  What do you believe that only you believe?

The organizations that can answer those questions crisply, clearly, and compellingly are the ones that win big and create the most value.”

Read the short article to learn more!

Mike Osorio, your Dare to be Contagious™ strategist

www.OsorioGroup.com

What do you think?  Please add your comments to join the discussion!

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8 Core Beliefs of Extraordinary Bosses

June 23, 2013

The best managers have a fundamentally different understanding of workplace, company, and team dynamics. See what they get right.”

The preceding quote is from the latest “DFS Learning e-Blast” article, 8 Core Beliefs of Extraordinary Bosses, by Geoffrey James.

In this April 23, 2012 article on the Inc.com website, the author explains eight clear ideas that separate average bosses from their extraordinary counterparts.

More from the article:

Extraordinary bosses see work as something that should be inherently enjoyable–and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.”

Read the short article to learn more!

Mike Osorio, your Dare to be Contagious™ strategist

www.OsorioGroup.com

What do you think?  Please add your comments to join the discussion!

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Three Ways to Ingite ‘A Player’ Engagement

June 23, 2013

There was once a time when “because I said so” would have sufficed.  Those times are gone – especially if you’re committed to drawing from the best talent that this world has to offer you.  These are the people with the confidence, creativity and innovative spirits to speak up and maybe even offer alternative approaches and solutions.”

 

The preceding quote is from the latest “DFS Learning e-Blast” article, Three Ways to Ignite ‘A Player’ Engagement, by Martha Finney.

 

In this April 2, 2012 article on the HR Career Success website, the author helps managers understand how to effectively lead top talent.  As DFS continues to attract and develop top talent the author’s advice becomes critical.

 

Whether a first time manager or a senior executive, or any level between, you are likely leading a group of talented individuals looking to you for inspiring leadership.  If you follow the author’s three tips, you will find you are along the path to success.

 

More from the article:

 

“As a leader of A Players, you have to be an A Player yourself.  You must bring the same passion for innovation, exploration and personal challenge to your job that you expect your people to bring to theirs.”

 

Read the short article to learn more! 

Mike Osorio, your Dare to be Contagious™ strategist

www.OsorioGroup.com

What do you think?  Please add your comments to join the discussion!

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The Most Important Question a Manager Can Ask

April 21, 2013

 

What can I do to help you be more effective?

What question could be more central to being a good boss? If you want to manage and lead successfully, you’ve got to know what the people doing the work need. So why not ask them? But the truth is, this question is not asked by bosses nearly enough.”

The preceding quote is from the latest “DFS Learning e-Blast” article, The Most Important Question a Manager Can Ask, by Linda Hill & Kent Lineback.

In this April 18, 2011 post on the HBR Blog Network, the authors posit a simple but elusive point:  By asking your team what you can do to help them be more effective, you can gain their trust and unleash their potential.

More from the article:

“Once you start these discussions, you’ll find they don’t take much time, except when they deserve more time. And they pay dividends. They build trust, they help people work together better and do better work, they identify and remove obstacles.”

Read the short article to learn more!

Mike Osorio, your Dare to be Contagious™ strategist

www.OsorioGroup.com

What do you think?  Please add your comments to join the discussion!

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8 Qualities of Remarkable Employees

April 14, 2013

Great employees are reliable, dependable, proactive, diligent, great leaders and great followers… they possess a wide range of easily-defined—but hard to find—qualities.  A few hit the next level. Some employees are remarkable, possessing qualities that may not appear on performance appraisals but nonetheless make a major impact on performance.

The preceding quote is from the latest “DFS Learning e-Blast” article, 8 Qualities of Remarkable Employees, by Jeff Haden.

In this February 21, 2012 post on Inc. Magazine’s online edition, the author provides a straightforward list of qualities which separate ‘remarkable’ employees from ‘great’ ones.

At DFS we strive to select, develop, and retain the very best talent in luxury retail.  Learn how the author defines remarkable and then reflect on how or if you are developing the remarkable among your team and decide whether ‘remarkable’ is for you!

Read the short article to learn more!

Mike Osorio, your Dare to be Contagious™ strategist

www.OsorioGroup.com

What do you think?  Please add your comments to join the discussion!

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Unleash the Power of Customer Relationships

March 24, 2013

 

Building a sustainable Customer Culture takes courage, commitment and hard work. It is solely through Customer Culture that we establish and sustain the inspirational humanistic environment that builds mutually beneficial customer relationships. The unfortunate alternative to building a rich Customer Culture is the current luxury and retail business model where nameless sales people sell luxury products and services to anonymous customers, all in the course of a one-time soulless transaction.”

The preceding quote is from the latest “DFS Learning e-Blast” article, Unleash the Power of Customer Relationships, a white paper created by The Luxury Institute.

In this January 2012 white paper by The Luxury Institute, you will read about the seven critical steps the Luxury Institute espouses for luxury brands to build Customer Cultures that will dramatically increase customer and associate acquisition, retention and referral rates.

As all of us at DFS continue to evolve our approach to developing, delivering and measuring a true luxury customer-centric culture, this article serves as a wonderful reminder of the reason for our quest and challenges us to critically assess our strategies.

More from the article:

Do it for your brand, do it for your associates, do it for your customers, do it for society, but most of all, do it for yourself. Building a true Customer Culture in your organization will dramatically enhance your own life experience. It will transform you from being just another business executive into a happy and thriving human being who enjoys a meaningful life with a far greater purpose than the pursuit of money. Ironically, the sales and profits will follow.

 

Read the short article to learn more!

 

Mike Osorio, your Dare to be Contagious™ strategist

www.OsorioGroup.com

What do you think?  Please add your comments to join the discussion!

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