Building a Culture of Excellent Customer Focus
What does high turnover, high stress, internal social cliques and infighting, shrinkage and dishonest transitions, falling revenue, and poor customer service all have in common? These are all some of the symptoms of a broken organizational culture. Furthermore, it is important to know that our Organizational Culture always leads to our customer focus. Customer focus is way we bring value to the customers and the way we demonstrate how valuable the customers are to our organization. Falling or stagnate revenue is one of the symptoms of a poor customer focus.
Now the bigger question is, how can we build an excellent culture of Customer Focus that will, serve our customers well, make us more competitive, and improve our revenues? This is what we will talk about on the 10th of September in Chattanooga Tennessee. During our conversation with Craig A. Stevens, President of Westbrook Stevens, we will brainstorm on how we might start building that excellent Culture of Customer Focus. Together we will talk about the “Westbrook Stevens Seven Attributes of Excellent Management” and discover some simple steps we can take to start creating and then sustaining an excellent culture of service that leads to a more revenue and a happier business life. For more information go to http://www.e-wbs.com/building-an-excellent-organizational-culture/. For a free eBook on the Seven Attributes of Excellent Management, go to http://www.e-wbs.com/home/reviews/.
Craig A. Stevens PMP, LSS-MBB, SFC, SDC, SMC, SPOC, SCT, PhD Candidate, is a Management and Industrial/Systems Engineering Consultant with over 30 years of experience. He is the president of Westbrook Stevens, LLC; an Author; a Visual Artist; and was the Manager for the Process Improvement Program for HCA Physician Services, where he developed the Process Improvement/Lean Six Sigma program for about 800 practices. As a consultant, he supported over 100 organizations in 25 states including (US DOD, US DOE, NASA, Lockheed Martin, Westinghouse, DuPont, etc.).
Craig actually grew up in the service industry. He has memories of being in a highchair in the corner of a professional kitchen while his parents served others. Later they sold the restaurant and became Holiday Inn, Inn Keepers (general managers) and Trouble Shooters for the parent owned company (corporate not franchises). From age 6, Craig could not leave his room without possibly bumping into a customer. He grew up (from age 11 to graduating with his masters) doing every job a hotel, restaurant, and bar had to offer (busboy, gardener, maintenance-man, bar tender, DJ, waiter, host, pool guy, security, night auditor, housekeeping, front desk, etc.) His parents traveled from hotel to hotel, improving properties. Because of this, Craig went to about 14 different schools by the time he graduated from High School. He says their every meal’s conversation centered on customer focus and improving operations.