And yet, our company was always able to “act small”, and provide great personal service to our customers, which gave us a big strategic advantage over our main competitors, the “dish” companies.
How’d we do it?
All it takes is one simple step.
But it’s a big one, and it takes a lot of guts from top management.
And then a lot of the “Two Ts” – Trust and Training
The Step: Push as much responsibility and decision-making as you can to front line supervisors
That’s the ticket.
These are the leaders that are in direct contact with the people who are interacting with customers, or performing critical tasks that relate to customer satisfaction.
They see what’s happening, first hand. They are the ones that need to be able to make “on the fly” adjustments to make sure the company objectives are being met.
Which in our case, was “grow, serve, and keep our customers”
When these people are properly trained, motivated and given the appropriate responsibility, something really cool happens. The leader’s “group” (which was typically 10-12 persons in our case) functions like a “mini-company”. Nimble. Responsive. Innovative when needed. And very focused.
Because their true leader was always in the room with them. Not just someone who was paid only to relay the orders from “corporate”.
This does take guts from those in the executive suites. It’s a big trust thing. AND, a true test of the organizations ability to hire good front line supervisors.
Go ahead, “act small”. And crush your big competitors.