CorporateCoach eNewsletter
Issue No. 51, 22nd March 2004
CONTENTS
- Editorial: Creating a service theme
- Coaching notes: Disney guide to creating a culture
1. Editorial: Creating a service theme
 I
have been transcribing the flip charts from last
week's corporate retreat. It has been very encouraging and several people
have commented on how positive my mood seemed this week.
It is useful to have some time just to review and structure the current situation
and to think about the future. We are currently re-designing the web site to
bring it into line with our current activities and to simplify its message and
navigation. As part of this, it was useful for the corporate retreat to review
our target audience and our offering.
To do this, I used a process for creating a service theme that I learned from
the Disney Corporation. It is very simple, and very powerful.
Service Theme
Two principles must govern the service theme:
- The service theme must be adjusted to reflect changes in the product and
corporate image of the company
- The company must be able to deliver upon the theme
Create your service theme
Keeping your product and core values in mind, what is the desired image that
you would like your employees to project about your organisation? Write some
words and phrases that describe this image:
Professional, facilitative, fun, corporate, supportive,
international, local, personal
Now define your product, delivery method and recipients of your product:
What is your product or service?
"We create . . .
Success
How do you deliver the product or service?
" by providing . . .
Strategy consulting, facilitation, executive coaching
and training
To whom do you deliver your product or service?
" for . . . .
Individuals and teams in organisations
As a result of using this simple process, I produced this simple 'elevator'
statement to describe what we are to someone in an elevator in the short time
available when travelling between floors.
"Brefi Group is an international change management
organisation that helps individuals and teams in organisations become more successful
by realising their potential."
Or, for short: "We help organisations realise their
potential."
Apart from statements on printed matter and web sites, you never know when
you might have an opportunity to 'sell' to someone in a very short time. it
pays to have your elevator statement rehearsed. Why not try this simple technique
for yourself?
There is more about how Disney deals with customer service below.
I have also been negotiating the programme for a course on leadership through
coaching and mentoring. Once again I am able to turn to Disney.
The Disney foundations of leadership model
- Dream it - picture the future
- Plan it - unleash creativity
- Do it - mobilise the team
- Stick to it - sustain the progress
- Live it - make an impact
Leadership model
Values
- Empowerment and partnerships
- Innovation and change
- Interpersonal skills
Leadership strategy
- Being a behaviour
- Being a mentor
- Being a catalyst
- Being a role model
Coaching plays a major part in achieving the level of customer servcice for
which Disney is world famous. I wonder whether it is conicidence, therefore,
that this year's CoachVille conference is to be held at Walt Disney World in
Florida?
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2. Coaching notes: Disney guide to creating a culture
Disney theme parks are all about culture and values, so it is interesting to
know how they set about creating a service culture. Service is provided by many
thousands of individuals who are relied upon to behave in such a way as to make
the 'guests' visit special. Here are the notes I took when training at the Disney
Institute.
Guidelines for creating a culture
- Keep it simple
- Make it global
- Make it measurable
- Provide training and coaching
- Solicit feedback and ideas from the team
- Recognise/reward performance
Guidelines for establishing service standards
- Objectify What is the objective of each standard?
- Prioritise Are the standards prioritised in order of importance
to the customer?
- Train Are the standards effectively communicated to your
employees from the beginning of their employment?
- Implement Are the standards used when designing and testing
all aspects of customer service?
- Maximise In executing your service standards, do you shoot
above the mark?
- Understand Have you taken into account the needs of your
customer and employees? Have you viewed the standards from their perspectives?
- Maintain What systems are in place to ensure that the
standards are being maintained? What measuring tools, procedures, and policies
monitor the effectiveness of the standards?
Customers
People buy expectations about performance and service. Identify the needs,
wants, stereotypes and emotions of the target audience and then identify ideas
and initiatives for meeting and exceeding their expectations.
Managing the Process
Evaluate processes for efficiency and effectiveness as follows:
- Purpose What is the reason for the process?
- Patrons Who are the end users and how do they benefit from
the process?
- Partners Who are the doers and suppliers of the process?
- Parameters What is the scope of the process?
- Procedures What are the steps involved in completing the
process?
Empowerment
Empowerment is the means and opportunity to make decisions and take actions
that directly affect the customer. Empowerment is:
Entrustment
- Definition: transferring power downward in an organisation,
with clear expectation and decision making authority.
- It happens when: the leader believes in the integrity,
ability and good character of the employees.
- It is the result of: the relinquishment of control and
an expression of trust in people.
- It is demonstrated when: employees are given the responsibility
and accountability for decision making.
Ennoblement
- Definition: providing an understanding of the big picture
through exposure and knowledge beyond the normal job description.
- It happens when: the leader believes that each employee
is a critical component to the company’s success.
- It is the result of: understanding that people are motivated
when they sense they make a difference.
- It is demonstrated when: the individual is given the opportunity
to see clearly how his or her job contributes to the whole.
Enablement
- Definition: ensuring that then necessary support systems,
tools and equipment are in place to permit individuals to do their jobs.
- It happens when: the leader believes that employees must
be given the support systems they need.
- It is the result of: knowing the operation and being among
and listening to your people.
- It is demonstrated by: allocating the necessary resources
to provide clean, efficient and safe working conditions.
Enrichment
- Definition: training and coaching for skill building and
a clear understanding of scope and limitations.
- It happens when: the leader believes that providing training,
personal development opportunities, and feedback will enhance job satisfaction
and improve performance.
- It is the result of: understanding that people desire
to improve performance and will be more motivated when they feel their leader
supports their growth.
- It is demonstrated through: coaching as well as formal
training opportunities.
USEFUL LINKS:
We aim to make the Brefi Group web site the premier developmental site
for teams and individuals in organisations, so do please send us your
suggestions and requests for further development. And let us know what you think
of this newsletter, and comment on the content.
THIS IS A FREE PUBLICATION! Please SHARE it willingly with a friend or colleague
who could benefit from knowing more about corporate coaching.
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Brefi Group is a change management organisation that provides corporate coaching,
consultancy, facilitation and training. Be sure to visit the Brefi Group web
site at http://www.brefigroup.co.uk
We hope you enjoyed this issue of CorporateCoach. If you would like
to learn more about how we can work together, then please contact me, Richard
Winfield:
Telephone: 08450 678 222, or +44 (0) 121 704 2006 (international)
E-mail: editor@brefigroup.co.uk
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