Great leadership requires continuous learning and sharing


According to the recently released Workforce 2020 study, more than half of employees interviewed feel their leader lacks the necessary skills to effectively manage their staff. A majority of employees also said they don’t receive enough feedback on their performance from managers. These telling statistics point to some significant gaps in employees’ perception of their leaders’ ability to be successful in the future.

Similarly, Harvard Business Review recently published an article titled: The Best Leaders Are Insatiable Learners. It cites a seminal business speech delivered in 1990 by author and professor, John W. Gardner. Focusing on the topic of a leader’s personal responsibility for “self-renewal,” Gardner argued that most business leaders are “stale.”

Gardner’s words still ring true today. He says,“Be interested…boredom is the secret ailment of large-scale organizations.”Through his words, Gardner encouraged business leaders to keep learning, growing and changing. There is a myth that learning is for young people. But as the proverb says, ‘Its what you learn after you know it all that counts.’”

Although separated by nearly 15 years, both Gardner’s speech and the Workforce 2020 study demonstrate a key principle – that great leadership requires a deep, personal commitment to continuous learning. Leaders at all levels must hold themselves accountable to seek knowledge from new sources, push themselves to learn new skills, and to embrace a broader range of perspectives.

At Infinis Consulting, in our Leadership Excellence professional development course, we teach participants that intentions and behaviors matter. Why? Because employees are not just listening to what their leaders say; they are also watching what they do. Today’s employees also expect that their leaders will teach them new skills.

The bottom line: Leaders who make a commitment to their own personal and professional growth (e.g. the intention) and follow through by teaching others (e.g the behavior) are demonstrating to their employees that they value continuous learning – for themselves, for their employees, and for the future of the organization.

To know more about our Leadership Excellence courses, contact us.

Why organizations must create emotional service experience

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“If you do not make an emotional connection with customers, then satisfaction is worthless.” That’s according to a Gallup publication titled, “Customer Satisfaction Doesn’t Count.” Bolstering their research are numbers that suggest organizations who optimize this connection outperform their competitors by as much as 26% in gross margin and 85% in sales growth. Additionally, research showed that customers who are emotionally engaged are:

  • At least 3x more likely to recommend
  • 3x more likely to repurchase
  • Less likely to shop around (44% said they rarely or never shop around)
  • Much less price-sensitive (33% said they would need a discount of over 20% before they would defect)

Of course, using only numbers to support a claim of emotional necessity seems rather hollow. Instead, think back to a personal service experience that exceeded your expectations. It may have been the barber who stayed late to accommodate your schedule, the associate who ensured you looked and felt your best in a new suit, or the barista who always calls you by name. These are the types of personalized, above and beyond the call-of-duty, relationship-building moments your customers remember and share.

Service is experienced in a multitude of moments over time. At Infinis Consulting, a fanatical level of attention to each of these moments is how we create exceptional experiences for our clients. Organizations that use these moments like these to create emotional connections, as opposed to a purely rational connection, often realize an economic beneficial outcome.

To know more about how we can help your organization create emotional customer experience, contact us.