Scede’s Post

End (or start) every meeting with a positive customer story. It's easy to get caught up in all the things we need to improve, forgetting to share our wins. But sharing positive stories motivates the team, giving them the energy to continue delivering high-quality output. Perhaps it's time to introduce this new ritual in your company?

Forget c̶u̶s̶t̶o̶m̶e̶r̶-̶f̶i̶r̶s̶t̶.̶ 𝗧𝗿𝘆 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲-𝗳𝗶𝗿𝘀𝘁. (Your 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 will thank you.) 𝗛𝗲𝗿𝗲'𝘀 𝘁𝗵𝗲 𝗱𝗲𝗮𝗹: → Happy employees = Happy customers. I learned this the hard way. Pushed my team too hard, chasing customer satisfaction. Result? Burnout city. Then I flipped the script. Put my team first. 𝗠𝗮𝗴𝗶𝗰 𝗵𝗮𝗽𝗽𝗲𝗻𝗲𝗱: ↳ Productivity exploded ↳ Customer complaints? Gone. ↳ Profits? Through the roof. 𝗜𝘁'𝘀 𝘀𝗶𝗺𝗽𝗹𝗲: Take care of your people, they'll take care of your customers. Try it. Agree or disagree? Let's chat! 𝗣.𝗦. When did you last ask your team, "How can I make your job better?"

I Totally agreed the employees is essential for any business, as they are the backbone of the organization and play a crucial role in driving customer satisfaction, loyalty, and ultimately, revenue growth. When employees feel valued, supported, and empowered, they are more likely to: 1. Provide exceptional customer service, leading to increased customer retention and loyalty. 2. Be engaged, motivated, and productive, resulting in higher quality work and increased efficiency. 3. Act as brand ambassadors, promoting the company's values and mission to customers and the wider community. 4. Develop innovative solutions and ideas, driving business growth and competitiveness. 5. Stay with the company long-term, reducing turnover rates and recruitment costs. By putting employees first, businesses can create a positive, productive, and profitable work environment that benefits everyone involved. As the saying goes, Happy employees = Happy customers = Happy business!

I have bad experience with old mantra 'The customer is always right,' This mantra harmed my team morale By prioritizing customer needs unquestioningly, It created toxic environment in my company ✔️ leading to burnout ✔️ low job satisfaction ✔️ high staff turnover It effects our creativity and innovation approach SO I LEARNED, Customers can sometimes be misinformed or have unrealistic expectations. Following their guidance blindly may effect core values and long-term vision. Idea Customer ➜ Company Integrity. Have you ever experienced the downside of 'The customer is always right' at work?

Sharing a goal or target is not enough to rally your team. You need to explain why the target matters and what it means to the business to get there. In a prior life, I led a customer success organization, and we focused on gross retention. I explained to my team that, other than being a target that investors examined, hitting and exceeding our gross retention goals ensured that we could continue to invest in our team in a manner that provided the best possible support to our customers. In that way, we tied the metric to something that mattered to everyone in our customer success organization - providing the best possible customer support we could. Transparency is not always easy. Often, it feels very vulnerable to me. This level of openness requires sharing the complexities, thought processes, and even potential risks involved with a number or decision - exposing me to scrutiny or criticism. But when I speak transparently, it helps everyone understand the importance of their work and motivates them by linking their efforts to broader company goals. It's not enough to show the numbers. When our team knows why a metric matters and how it impacts the business, it becomes more than just a number - it’s a meaningful goal that drives collective effort and better outcomes. So, I’m committed to embracing this vulnerability. I believe it’s essential for a motivated, informed, and engaged team.

Sharing a goal or target is not enough to rally your team. You need to explain why the target matters and what it means to the business to get there. In a prior life, I led a customer success organization, and we focused on gross retention. I explained to my team that, other than being a target that investors examined, hitting and exceeding our gross retention goals ensured that we could continue to invest in our team in a manner that provided the best possible support to our customers. In that way, we tied the metric to something that mattered to everyone in our customer success organization - providing the best possible customer support we could. Transparency is not always easy. Often, it feels very vulnerable to me. This level of openness requires sharing the complexities, thought processes, and even potential risks involved with a number of decisions - exposing me to scrutiny or criticism. But when I speak transparently, it helps everyone understand the importance of their work and motivates them by linking their efforts to broader company goals. It's not enough to show the numbers. When our team knows why a metric matters and how it impacts the business, it becomes more than just a number - it’s a meaningful goal that drives collective effort and better outcomes. So, I’m committed to embracing this vulnerability. I believe it’s essential for a motivated, informed, and engaged team.

How would it feel to take your team-building skills to an entirely new level?📈 Have you ever wished🙏 you could close the gap between you and your team? Imagine what you could do with a team that performs even better than they do today. 🤯 You can take a team from good to great🚀 by simply improving trust. Studies show that improving trust levels between teammates can substantially increase overall performance, as much as 50% improvement! 😲 Investing in your team's EQ skills will naturally improve trust. Emotional intelligence training improves⤴️ communication skills and strengthens relationships, improving internal and customer relations. 🤔Are you ready to close the gap and take your team from good to great?

"It wasn't possible without the team!" No matter how great the strategy is, or how amazing the product may be, no matter how perfect your business model is, or if you have the ideal market fit, it is never possible to achieve success without a great team. The feelings they have at work, the extra miles they go for each other, the creativity they unlock together, the endless solutions they come up with to solve customer problems—these are all essential. Your team is the make-it-or-break-it recipe for success. (Pic containing parts of our great team!) ---------------------------------------------------------------------- Do you have a team but aren't fully confident in their performance? Do you believe in your product more than your people? 🤳 Reach out, and we'll help you achieve true success!

Great way to frustrate your team? Have them provide information that never get reviewed, serves no purpose, and costs them a significant amount of time. You see this happen in CRMs all the time… I’ve witnessed people get tasked with either putting the same information in multiple places, or separating out that info into 50+ required fields… Every single click adds up. Even if it just takes 10 minutes per engagement. Multiply those 10 minutes times 100 people on your team, times X,000, for all the engagements you have…it could easily run you $1 million+ a year. For nothing. My guiding principle is this - I’m never going to have my team do something that we aren't using day to day in the business. I'm never going to ask them to capture data or do a process unless it contributes to our outcomes. Not only do I not want to waste energy and effort, I don’t want to create friction among a group of hardworking people who are there to focus on our goals and customers, not perform administrative tasks they know are futile. When I assign my team a task, I try to make sure they know either what's in it for them, or what's in it for the customer and the business.

Lately, I've noticed a trend in my team: We've been focusing on fixing symptoms instead of the actual problems. 🩹 It's easy to fall into this trap. We see a drop in productivity and schedule more meetings, or notice customer complaints and offer discounts. But those are just band-aids. They might offer temporary relief, but they won't address the root cause of the issue. To truly solve problems, we need to dig deeper. We need to ask ourselves: What's causing this symptom? What underlying factors are contributing to the problem? What would happen if this symptom disappeared? Would the problem still exist? It's not always easy to find the root cause, but it's worth the effort. By understanding the real problem, we can develop effective solutions that create lasting change. And even more importantly, once we've solved a problem, we need to take steps to make sure it never comes back. This might involve changing processes, implementing new systems, or providing additional training. It's about creating a sustainable solution, not just a quick fix.