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The Leader’s Guide to Radical Management
Reinventing the Workplace for the 21st Century
- Read in 13 minutes
- Audio & text available
- Contains 8 key ideas
The Leader’s Guide to Radical Management (2010) offers seven key principles that will help managers stay focused on making their customers happy. You’ll find that the practical tools presented in these blinks will not only increase your profits; they’ll keep you and your workforce focused on what’s really important.
Key idea 1 of 8
Every business should seek to delight its clients and turn them into promoters.
If you want to practice radical management, you need to start by asking an important question: “What am I trying to accomplish?”
The answer to that question, and the guiding principle for your business, should be client delight.
If you can keep your clients delighted, you’re bound to have a successful business, with loyal customers who’ll provide you with steady profits. This money can then be used to fund innovations for maintaining that delight.
And you should not only inspire delight in your clients; it should be used to motivate and inspire your employees as well.
Instead of just working for a paycheck, employees should recognize the value in helping others and putting a smile on a customer’s face. Client delight doesn’t just make a customer’s day better. It also makes the lives of employees happier and more fulfilled.
To measure client delight, you can reach out to customers directly with surveys or questionnaires that seek to determine their willingness to recommend your service to others.
Many businesses, including the Boston-based consultancy firm Bain & Company, have found that a willingness to recommend is one of the best indicators of client delight.
Fred Reichheld is a manager at Bain & Company, and his surveys use what’s called a Net Promoter Score (NPS).
This tool works by asking customers to use a scale of zero to ten to rate the likelihood of their recommending your product or service to other people. A very high score like nine or ten indicates the client will act as a promoter of your business, while a low score of zero to six suggests they’ll be a detractor – someone who will speak negatively about your business to others.
By using regular NPS surveys you can be sure you’re as effective as possible by targeting your detractors and putting your efforts into turning them into promoters.
But facilitating this metamorphosis requires that you know how to delight your clients, which is what we’ll explore in the blinks ahead.