Without this, implementing organizational change will fail
Trust is the keystone.
Plan
How many customer’s should you have?
There is only one ‘customer’.
The key to consistently hitting your numbers
This maxim reflects one of the most important principles in our methodology for implementing changes in organizations. People manage against "requirements" much more effectively than they do against "goals."
Why it’s better to sell aspirins…
People are more prone to take action if the consequences of that action are immediate, certain, and affect them personally.
Why are ten key points, seven too many?
In our experience, three is the magical number. People absorb ideas or concepts better if they are delivered in groups of threes.
Why you should keep the main thing, the main thing
This maxim reminds us that it is very easy to get distracted and start putting energy and focus into areas that are not necessarily important or relevant. This can and does happen on projects, in presentations, in meetings, and in daily communication.
How a “work hard, play hard” culture can help drive success
Working hard is a good idea, but so is playing hard. We find our most successful individuals and project teams pursue out-of-work interests just as vigorously as they do project work.
Why “packaging” is important when implementing change
This maxim is designed to remind us of the importance of "packaging" and to extend the traditional definition to how it impacts the individual.
A key to customer satisfaction
Slow to promise, quick to deliver.
The key to building a business relationship
It is easy to know your customer professionally; it’s much harder to know them personally. They may have no desire to develop a personal relationship. However, engineering someone to change their behavior usually requires getting them to venture outside their comfort zone.
To improve business performance, know your numbers
“Know your numbers” refers to what we call R1 and R2. R1 refers to “Results” in a defined base period against which improvement can be measured. R2 refers to the actual “Required Results” you are trying to achieve.
Common sense strategic thinking
We must always act in our customers’ best interest even though it may sometimes negatively impact our own quality of life in the short term. So what does that really mean?