Many of you liked our “Toilet Paper Syndrome” Point that we ran several weeks ago. We got a message from a long-time reader saying, “Best one yet!” Another reader said, “This hits home with a lot of struggles we have with people’s development in the work place.” Clearly, the topic of taking responsibility and ownership of situations struck a chord with lots of you. If you’d like to refer back to that Point, go to http://bit.ly/KICixK.
The truth is, a work culture that encourages people to take ownership of situations usually results in positive, helpful action, and that always reflects well on an organization. But this doesn’t just happen. A culture of attentiveness—you can even call it a culture of kindness—grows and becomes effective when it is mindfully fostered and encouraged.
When you see this culture in action, you’ll know it.
A while back, I got a call from Bill Morton, the CEO of the Birmingham-based Robins & Morton. Founded in 1946, Robins & Morton is a privately held construction and engineering firm specializing in complex healthcare, commercial, education and industrial projects. It is one of the top healthcare contractors in the entire country. Bill called me to say they were interested in hearing more about our sales and leadership coaching programs. Seems he knew of several people who were, or who had been, in our coaching programs.
We agreed to meet at his office one day before business hours. I arrived a little early and went on in. A few minutes later, an employee came in and immediately asked if he could help me. I told him who I was and that I was there to meet with Bill but that I was a little early. He quickly went to Bill’s office to let him know I had arrived. A moment later he was back to say that Bill would be with me in five or 10 minutes.
I took a seat in the lobby about the same time a second employee walked through on the way to her office. Seeing me sitting there, she also immediately asked if there was anything she could do to help me. I explained that I already had been helped. I thanked her, and she wished me a good day.
Then came the next person. He greeted me with a smile and said hello as he walked past me. Just as he was about to turn the corner, he stopped, turned around and asked if I was being helped. I assured him that someone had already taken care of me.
Right after this, another employee walked in and (you guessed it) right away offered to help me.
In just under five minutes of waiting for my appointment, EVERY employee who saw me waiting stopped to ask if they could help me. We’re talking 100% participation in helping a random visitor waiting in their lobby. They all got it right, and it was very impressive.
Corsini’s Point:
Robins & Morton obviously has encouraged a culture of helping, and it seems that everyone’s involved and committed. That translates to superior customer service because everyone makes sure that all bases are covered—even when we’re just talking about a visitor in the lobby. They all took ownership of my situation, and that left me with a really great feeling about this company. Try this exercise at your own office, and see how well your team does. Encourage employees to take ownership of any situation, large or small. Empower them with the ability to make all your customers happy.
QUOTE
“Let’s make a dent in the universe.”
—Steve Jobs
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