Brand U Work in the Disruption Economy

Posts in category Practices

Competing With Technology

One of the only ways to compete is with technology.

John Beakes, Industrialist

Delighted Customers

Tom Peters, the management guru, has stressed for years that customers need to be delighted, amazed, and even wowed. Simply meeting customer requirements won’t differentiate a Brand U or his or her products from the competition anymore. To surpass expectations, the Brand U listens very carefully to customers so they’re pleased at the moment of the sale and throughout their history with the product.

Brand U’s offer excellent customer service and that’s what separates the Brand U from the typical solid employee. Brand U’s focus on:

  • Customer empathy and understanding customer requirements
  • Tangible characteristics including facilities, equipment, and appearance of customer service personnel
  • Dependable and accurate performance
  • Customer service responsiveness
  • Service personnel courtesy and competence which instill trust and confidence

Work Life Balance

Common comments often heard were: ‘Why should we bend over backwards if management is not committed to us,’ and ‘just because I’m single and childless doesn’t mean I have the will or the desire to work a 12-hour day, six days a week.’

There is a hierarchy of work-life needs that if unmet result in workplace tension, work dissatisfaction, and marital conflict. The most basic worklife need is individual respect followed by balancing time on and off the job, and work flexibility.

Power of Communications

How well we communicate is determined not by how well we say things but by how well we are understood.

Andrew Grove, CEO Intel

Brand U Managers

Being a Brand U manager has its power, money, and perks. The rich but unhappy syndrome is called ‘affluenza.’ But, there is a high price to being a manager these days. But why are so many rich but unhappy.

The hours are long for a typical Brand U manager. Forget 45 hours a week. Two highly paid Brand U managers may now do the work of three. Also even with telecommunications, customers want personal contact – high touch, high tech. This means that many managers and professionals must commute or fly more often resulting in less time with the family. More unhappiness.

Taking Personal Responsibility

Something happens and the immediate response is they caused, forced, or did it to me. We’ve all become extraordinarily good at the blame game. Personal responsibility has disappeared and become replaced by victimization.

They did it to me! In some cases this is true. But in the majority of cases, it seems a person didn’t exercise a wise choice, made a bad decision, or didn’t say one simple word, ‘no.’

Shifting Pay

Pay is also shifting to motivate and reward measurable results. A part of a paycheck may even be at risk. A clerical person may find 5% of his or her annual salary at-risk while a senior manager may find 30% or more of a salary at risk.

If the company meets all its goals then the employee receives all of the salary. If only certain goals are reached then the salary is adjusted accordingly.

Happy Brand U’s

Do happy Brand U’s make better and more profitable companies? If the answer is a demonstrable yes, then people really do matter. The Gallup survey discussed early in the chapter found there was a positive correlation between worker attitudes and a company’s financial results.

The survey found that four attitudes correlate to higher profits: 1. Brand U’s feel they have the opportunity to do what they do best every day; 2. they believe their opinions count; 3. they feel their fellow workers are committed to quality; 4. they’ve made a direct and personal connection between their work and the company’s mission.[i]

[i] Grant, Linda, “Happy Workers: High Returns,” Fortune Magazine, January 12, 1998, p. 81.

My Personal Mission Statement

  • To be happy,
  • to be authentic,
  • to be honest,
  • to be of service.

Do What You Say!

Practice what you preach.

Plautus, Roman Playwright