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LEAD 530 Presentation
Michael Boronowskion 26 January 2014
Transcript of LEAD 530 Presentation
@ The Core of our Readings
Relationships & Trust
Preach what you practice.
Play to win-win.
Keep it simple.
Reward the right results.
Listen hard, talk straight.
Transactional - viewed as “a zero-sum game where one side wins at the other’s expense and so everything rides on the negotiation of terms and conditions” (Day, 2000, p. 24)
Collaborative - offer close information, and shared commitments made in expectation of long-run benefits.
Value-adding - in the middle, focuses on getting customers to keeping customers.
Organizational success is the combination of three factors:
An organizational orientation that “makes customer retention a priority and gives employees. . . . wide latitude to satisfy them” (p. 77).
A configuration that includes organizational structure, processes, and incentives focused on building relationships (p. 77).
“Information about customers that is in-depth, relevant and available through IT systems in all parts of the company” (p. 77).
Customer data - it's good to protect customers' privacy, but avoid the common pitfall of being the “part of the business [that] may not want to let others tap into its customer database. . . . [lest they] spoil established relationships”(p. 81).
Stages of organizational alignment
recognize functional silos
fuller structural alignment
Lead for Loyalty
Concept Analysis: Long-term sustainability of relationships
Managing Market Relationships
Concept Analysis: Varieties of Relationships on "Relationship Spectrum"
Concept Analysis: Aligning orientation, configuration, and information around customer relationships to achieve a better “customer-relating capability”(Day, G., 2003, p. 77)
with the Market
Concept Analysis: Organizations need to look at customers and their needs rather than function or products.
That right there is the sphere of our interpretations.
And here's a bit about where we're coming from:
Last year, our board (compromised of community leaders and elders representing over a dozen communities) invited our group of student nurses and government representatives to a regular board meeting. In a triad setting, our students presented their learning and goals and recommendations for improvement for our college programs. Our board had the opportunity to educate and inform and share, strategic planning goals (short term) and our government rep.'s, both federally and provincially, shared their insight and goals. The experience of having that informal sharing session had an amazing impact on our students and it is reflective in their leadership roles.
Relationships between patrons and the library are close to a value-add scenario. Although there is no money value involved with patrons, as a staff we work hard to develop “a deep understanding of their needs and changing requirements” (Day, 2000, p.25) and strive to offer services tailored to the community’s needs which brings people back.
During job action I'm serving clients across all our campuses and I've found that it is fantastically difficult to provide the same level of service as my events staff because customer-information isn't well shared. In this way we're not aligned as while we're oriented towards
Listening hard and talking straight is about the communication process, true communication promotes trust. This in turn engenders loyalty (Reichheld, 2001, p. 81). RFPS needs to build trust with its employees and with the change agenda that is forthcoming this will be the case with the communities, which we serve.
Now into the readings
Reichheld, F. F. (2001). Lead for loyalty. Harvard Business Review, 79(7), 76-84.
Day, G. S. (2000). Managing market relationships. Journal of the Academy of Marketing Science, 28(1), 24-30.
Day, G. S. (2003). Creating a Superior Customer-Relating Capability. MIT Sloan Management Review, 44(3), 77-82.
Key elements to restructuring
Buy in from the top
Balancing trust of the strategy
Active and effective communication
Day, G. S. (2006). Aligning the organization with the market. MIT Sloan Management Review, 48(1), 41-49.
So that's how all that stuff, from market-relating through leading for loyalty, all relates back to...