Read Online The Apple Experience: Secrets to Building Insanely Great Customer Loyalty by Carmine Gallo - Free Book Online Page B
Authors: Carmine Gallo
Tags: General, Business & Economics, marketing, Customer Relations, Business & Economics/customer relations, Business & Economics/industries/computer industry, Business & Economics/marketing/general, Business & Economics/industries/retailing, Business & Economics/management, Business & Economics/leadership
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The Apple credo card states, “We value eachcustomer problem as an opportunity to shine. We listen and respond immediately to all feedback, taking personal initiative to make it right. We encourage open dialogue with our people and customers to share ideas about improving our stores, our processes, and our performance.” 3
Some Apple managers whom I’ve met are very humble when it comes to this trust component. “We don’t get caught up in the illusion that we know everything or have all the right answers.” In Part II, you will learn about the Apple five steps of service. Step four is to “listen” for any unresolved issues, concerns, or questions.
Keep Commitments
Managers who keep their commitments do what they say they are going to do. If a manager promises an employee that he will address a concern at the end of the shift, he’d better keep that commitment. Managers who overpromise and underdeliver will lose the trust of their team very quickly. This point goes with delivering results: managers who can deliver results are more likely going to follow through with their commitments.
Extend Trust
Fearless managers extend trust. They don’t withhold trust because some risk is involved. Of course, they are careful, but they demonstrate a propensity to trust their employees. Covey offers the following advice: “Extend trust abundantly to those who have earned your trust. Extend conditionally to those who are earning your trust.” 4 According to Covey, trust means confidence. The opposite of trust—distrust—is suspicion. “When you trust people, you have confidence in them, in their integrity, and in their abilities.” Trust is established when everyone on the team—the newbie, the part-timer, the veteran, feels like an important part of the team. “Smart leaders create an environment that encourages appropriate risk-taking, an environment that makes it safe to make mistakes,” says Covey.
The fastest way to lose trust—at Apple or any other company—is to violate these thirteen principles. Trust will be shattered if amanager fails to speak clearly, seeks personal gain at the expense of the team, withholds information, distorts information, or refuses to listen.
Integrity and Trust: Nothing Else Matters
Integrity and trust together are an important competency in the Lominger Korn/Ferry leadership system applied at Apple and many other brands. “Integrity and trust are on almost every success profile we see. It is a basic threshold requirement to be a part of the team. Without it, almost nothing else matters.” 5 The Lominger system recommends that if people don’t buy what you’re saying, you might want to try the following remedies. Note how closely these remedies follow the guidelines offered in Covey’s
Speed of Trust
:
Say what needs to be said. Don’t hold back and qualify everything you say. Speak up when it’s the right thing to do.
Don’t exaggerate or overpromise. Don’t commit to too many things. Don’t embellish and stretch the truth.
Keep confidences. Don’t reveal personal information given to you in confidence.
Take responsibility. Don’t look for others to blame.
Step up to address issues. Don’t say things just to get along and to avoid trouble.
Share information. Don’t hold back critical information.
Follow through. Don’t avoid following through, especially on simple commitments.
Put the team first. Don’t use
I
instead of
we
. Signal that you are thinking as a team.
In many ways, trust is the hardest concept to convey, and yet it’s also the easiest if you cut to the essence of what it means to be a trustworthy leader. Virgin entrepreneur Richard Branson might have said it best: “I try to treat people as human beings … if theyknow you care, it brings out the best in them.” 6 Show your team that you care. Once you have clearly shown this, it will be easier to have open communication with them, and they will
Some Apple managers whom I’ve met are very humble when it comes to this trust component. “We don’t get caught up in the illusion that we know everything or have all the right answers.” In Part II, you will learn about the Apple five steps of service. Step four is to “listen” for any unresolved issues, concerns, or questions.
Keep Commitments
Managers who keep their commitments do what they say they are going to do. If a manager promises an employee that he will address a concern at the end of the shift, he’d better keep that commitment. Managers who overpromise and underdeliver will lose the trust of their team very quickly. This point goes with delivering results: managers who can deliver results are more likely going to follow through with their commitments.
Extend Trust
Fearless managers extend trust. They don’t withhold trust because some risk is involved. Of course, they are careful, but they demonstrate a propensity to trust their employees. Covey offers the following advice: “Extend trust abundantly to those who have earned your trust. Extend conditionally to those who are earning your trust.” 4 According to Covey, trust means confidence. The opposite of trust—distrust—is suspicion. “When you trust people, you have confidence in them, in their integrity, and in their abilities.” Trust is established when everyone on the team—the newbie, the part-timer, the veteran, feels like an important part of the team. “Smart leaders create an environment that encourages appropriate risk-taking, an environment that makes it safe to make mistakes,” says Covey.
The fastest way to lose trust—at Apple or any other company—is to violate these thirteen principles. Trust will be shattered if amanager fails to speak clearly, seeks personal gain at the expense of the team, withholds information, distorts information, or refuses to listen.
Integrity and Trust: Nothing Else Matters
Integrity and trust together are an important competency in the Lominger Korn/Ferry leadership system applied at Apple and many other brands. “Integrity and trust are on almost every success profile we see. It is a basic threshold requirement to be a part of the team. Without it, almost nothing else matters.” 5 The Lominger system recommends that if people don’t buy what you’re saying, you might want to try the following remedies. Note how closely these remedies follow the guidelines offered in Covey’s
Speed of Trust
:
Say what needs to be said. Don’t hold back and qualify everything you say. Speak up when it’s the right thing to do.
Don’t exaggerate or overpromise. Don’t commit to too many things. Don’t embellish and stretch the truth.
Keep confidences. Don’t reveal personal information given to you in confidence.
Take responsibility. Don’t look for others to blame.
Step up to address issues. Don’t say things just to get along and to avoid trouble.
Share information. Don’t hold back critical information.
Follow through. Don’t avoid following through, especially on simple commitments.
Put the team first. Don’t use
I
instead of
we
. Signal that you are thinking as a team.
In many ways, trust is the hardest concept to convey, and yet it’s also the easiest if you cut to the essence of what it means to be a trustworthy leader. Virgin entrepreneur Richard Branson might have said it best: “I try to treat people as human beings … if theyknow you care, it brings out the best in them.” 6 Show your team that you care. Once you have clearly shown this, it will be easier to have open communication with them, and they will
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