whylead

Why Leaders Should Focus on Employee Investment, not Engagement

The modern workplace is a collection of new technologies, new business strategies, and new leadership methodologies… and the same staggering number of disengaged employees.

What was once an emerging trend is now a full-blown problem that costs US businesses an estimated $450 to $550 billion each year. However, the cost of poor employee engagement is hardly confined to a monetary figure…. Read More»

5 timeless

Five Timeless Qualities We Should Be Encouraging in Employees

Times have changed. We are quick to explain the change by putting it down to the way our needs have altered over the years and how technology is constantly adapting to meet them. However, when it comes to what an employer expects from their employees, are things really that different?

I often think they shouldn’t be. When you strip away all the new technologies, modern processes and latest innovations much of what makes good management is still the same as what it was 100 years ago.

Here are some timeless skills and qualities we should always be thinking about when we hire, train and manage employees.
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using customer

Using Customer Service as a Competitive Differentiator

It is my opinion that delivering consistently superior customer service is one of the ONLY competitive differentiators left for most businesses and should be a key area of strategic focus by the leader. In this video I will share with you several important ideas around how to build a culture of delivering great customer service to drive higher levels of success in your business…. Read More»

stop being customer centric

Stop Being A Customer-Centric Organization

Do you know a single company that would dare pretend not to be customer-centric? By closely listening to customers, carefully studying market trends and taking their customer service at heart, companies get out of their way to exceed customer expectations, drive repeat business and boost brand recommendations. However, the effects of being customer-centric typically don’t endure, leading only to merely temporary improvements in their performances…. Read More»

strat principals needed

10 Strategic Principles Needed to Lead Change Management Efforts

According to a 2013 Strategy&/Katzenbach Center survey of global senior executives on culture and change management, the success rate of major change initiatives is only 54 percent. This is far too low. The costs are high when change efforts go wrong—not only financially but in confusion, lost opportunity, wasted resources, and diminished morale. The following list of 10 guiding principles for change can help you navigate the treacherous shoals of transformation in a systematic way…. Read More»

gm culture crisis

The GM Culture Crisis: what leaders must learn from this culture case study

Mary Barra was called before House and Senate Subcommittees two months ago to explain the GM ignition switch recall crisis. I wrote a post for Switch & Shift and predicted Mary Barra would lead the greatest culture transformation of all time. There were many signs that seemed to indicate she understood the scope of the culture challenge ahead of her and some of her initial steps were in the right direction. That predication isn’t looking good after release of the Volukas Report and Mary Barra’s initial response in a Town Hall meeting with employees…. Read More»

just pick up the phone

Just Pick Up The Phone

With all the customer communication channels available, how can a business decide the best way to deal with customer inquiries and requests? When it comes to customer service, studies show that people prefer to have a real conversation, with a real person, in real time. A recent infographic by GetVoIP, shows how 90% of customers prefer to just pick up the phone when it comes to dealing with customer service issues…. Read More»

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    There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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