So as organisations grow, what is needed across an organisation to avoid silo thinking? This question takes on even greater significance as organisations develop and split into different functional teams. The concept of T thinking provides a solution.
Change rarely fails because it’s a bad idea. Change normally fails because it has been poorly implemented. Of course, change needs to be well planned. But it also needs to be positioned in a way that will be positive for those impacted. In other words, it is important to win hearts and minds.
When we’re in a hurry we can take short cuts. Sometimes we can choose expediency over accuracy. It can be the same when we are communicating - even when we are not pressed for time - to get our message across. Whether in face-to-face meetings, by telephone, by email or any other method we can often miss things out. In fact, social media encourages us to act this way. Whatever communication method we choose it’s important to listen to what is not being said as well as what is being said.
Negative feedback. Constructive feedback. Corrective feedback. Developmental feedback. Whichever name you give it, giving a team member the opportunity to improve should be welcomed and not avoided. Here's how to go about it.
The journey that our customers make can be troublesome and have lots of touch points that potentially could go wrong. No matter how slick our processes, no matter how good our products and services may be, there is always a risk that something somewhere goes wrong. In summary, an intended wow! becomes an ouch! So how do we handle complaints when things don’t go according to plan? What can we say that will help solve the situation?
