A happy employee is a happy customer

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The company culture is the interaction between people within the team based on the H2H (person-to-person) principle. The quality of these relationships within the team determines how the employee will interact with the company's client.

Happy customers bring more money to the company and recommend it to others. The most reliable way to make customers happy is to have happy employees working with them. According to research , employee satisfaction directly affects customer loyalty and company profits. Therefore, the soft component includes relationships, rituals, laws and rules of communication necessary for the development and prosperity of the company with the help of satisfied, inspired and involved employees.

One of the owners of a company we worked with uses the “three clients” rule:

The first is the employees, a healthy atmosphere in the team and psychological comfort.
The second is the client directly as a consumer.
The third is the owners and shareholders of the business.
By shifting his priorities towards the “first client”, that is, employees, he was able to increase his profits by 2.5 times.



"Communicate, I tell you, communicate!"
We conducted diagnostics of several industrial philippines telegram database companies from different regions of Russia, which showed that the most frequent request from owners of large businesses is to assess the competence of managers and their suitability for the position they hold. Such tactics are a one-sided game, since the focus is on personnel, but this does not shape the role of the system in management.

For example, the owner of a manufacturing company is dissatisfied with the speed of business growth. He understands the prospects for scaling, but he sees the key limitation to growth in his department heads, considering them lacking initiative. If you delve deeper into the problem, you can see that their planning meetings are monotonous, with the slogan: "Communicate, I tell you, communicate!"

After a series of questions and work in the "Finger on Yourself" practice, the owner realizes the reason for this situation. He is afraid of losing detailed control and does not trust any of the managers, he is deeply immersed in operational management and burns out. It is not profitable for employees to show initiative and grow, it is easier to wait until the owner does everything himself.

Usually, in such a situation, it is enough to reduce the manager’s functions and transfer some of the powers to the top managers, define their tasks and KPIs, and write down the regulations.