Comments on: Live Chat on The High Cost of Doing Nothing

By: Kathy Cuff

Kathy Cuff — Tue, 10 Nov 2009 18:38:01 +0000

Thanks again for all of those who attended today. Dave and I hope that we gave you some ideas to take back and start discussions within your organization to be proactive in retaining employees, encreasing morale and productivity and developing the future leaders in your organization.

By: David Witt

David Witt — Tue, 10 Nov 2009 18:31:57 +0000

Thank you for attending our presentation today. It was a real pleasure for Kathy and me to present this information. If you have any additional questions, please send us an email at webinars@kenblanchard.com

By: Kathy Cuff

Kathy Cuff — Tue, 10 Nov 2009 18:27:57 +0000

so, maybe try comparing the average performer’s productivity to the high performer’s, and try to get them to see the difference in output, increase productivity and revenue generated. Now, try to identify for them what is contributing to the difference between the high performers and the low performers. Usually, what will show up is higher skills, better relationship with their leader, the mananger’s leadership skills, higher customer satisfaction, etc. Have you ever done an internal customer survey asking things about the leadership in your organization? This may open their eyes!!! it sounds like you are on top of it, let’s try to get them on board! GOod luck!

By: Ken Steiger

Ken Steiger — Tue, 10 Nov 2009 18:25:01 +0000

not sure if you saw my follow up above

By: Kathy Cuff

Kathy Cuff — Tue, 10 Nov 2009 18:20:40 +0000

Hi folks. We will be here for another ten minutes or so if there are any other questions–no question is a bad question! Thanks again for your participation!

By: Ken Steiger

Ken Steiger — Tue, 10 Nov 2009 18:20:39 +0000

I’ve presented similar data, actually, just focussed on the turnover issue. I calculated the costs, based on the impact of losing just the high performers over the past five years. They nodded their heads in agreement and dismay, and have done nothing with it since. Any suggestions on next steps I might take to prompt their commitment to taking my recommended actions (leadership development, including them; ah, there’s the rub!)

By: Kathy Cuff

Kathy Cuff — Tue, 10 Nov 2009 18:18:08 +0000

Hi Mark. you may also want to go to our website and look under the research section and look up another white paper that some of our colleagues have written called the Leadership Profit Chain which will give you additional information on this subject. Really good stuff!

By: Kathy Cuff

Kathy Cuff — Tue, 10 Nov 2009 18:14:56 +0000

Hi Ken. thanks for your questions. Two things I would suggest. First, have your top management go to the website (or you do it for them!) and fill in the numbers to see the actual numbers of the cost of doing nothing. In simple terms, you need to not only point out the “problem” but also the impact that it is having. A lot of times what happens, if top management doesn’t feel or see the impact that turnover, low morale, etc is having within the organizations, they don’t see it as a problem, only as YOUR problem. They have to feel the pain in order to do something about it!

By: David Witt

David Witt — Tue, 10 Nov 2009 18:14:36 +0000

The article is entitled, The Employee Customer Profit Chain at Sears and it was published in the Harvard Business Review in 1998. I’m not sure which month. You can find it online at hbsp.harvard.edu

By: Mark Hacker

Mark Hacker — Tue, 10 Nov 2009 18:11:27 +0000

Please let me know the article you cited about engagement/customer retention. I believe it was regarding Sears. HBR? Thanks. Mark