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FEATURE STORY: EYES ON... |
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Long Live the New Tech Culture
by Lisa Nirell
The decade-long streak of “tech companies behaving badly” may have finally come to an end. I’ve started to witness a variety of beliefs and behaviors dissipate. Is it possible that, as Linda Hunt says in The Year of Living Dangerously, “All is not yet lost?” Here are some hopeful signs that ‘lose/lose’ values are going out of style and ”win/win” approaches are taking their place.
[FULL STORY]
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Overcoming High Failure Rate in the Customer Experience
By Yvonne Bailey
There’s trouble lurking among us. Within our offices and throughout our customer interactions, an invisible presence wreaks havoc on our deliverables, throws our best efforts into a tailspin, and sidelines customer expectations on a daily basis. When things go wrong, as we know they will, this unseen phantom is most often behind the failure.
[FULL STORY]
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Tell us what you'd like to see in an upcoming issue. What's working for you and what's not?
Your voice matters.
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Hello everyone. Hope you enjoyed your Easter weekend. This issue's feature story is by Lisa Nirell, who shares her view on the newly revived tech culture. A must read for anyone who survived the tech wreck. You know what they say about history repeating itself, if we don't learn from lessons past.
Our In the Spotlight feature offers guidelines for taking control of the customer experience in order to provide consistent results. You can also provide your best advice to a fellow reader who is having trouble with a VP who is resistant to change or submit a Peer2Peer Challenge of your own.
Do what you love each day and love what you do. I know I do!
Yvonne Bailey
Editor
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MAINTAIN YOUR VISION OF GROWTH |
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SYSTEMATIZE YOUR BUSINESS FOR SUCCESS |
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PRACTICE BALANCED LIFE LEADERSHIP |
Peer2Peer Challenge
We are attempting to gear up our company for growth over the next 18 – 24 months. My VP of Operations has been with me almost since the day I set up shop, and is very resistant to our growth plans.
He has made it evident that he does not support the initiative and is just going along with it, because its part of the job. His attitude is bringing down the staff and many of the other managers. I’m feeling torn between my personal loyalty and my commitment to the success of the business.
Can your readers provide their best advice for turning this situation around, or finding the most amicable way to end the relationship?
—Anonymous, President
Submit your own challenge
What dilemma do you take with you when you leave the office? Let us know what keeps you up at night.
Your peers would love to help. Submit your dilemma and tap into the collective wisdom and experience of the Eyes on Leadership audience.
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