Being focused on customers isn’t a unique organizational trait. Almost everyone in business claims to be customer-focused in one form or another. Some even consider the term cliché. Inc.com contributing editor Jeff Haden cited it as culprit number 1 on his list of 10 Tired Business Clichés You Should Never Use Again.
Naturally, stating an intent to be customer-focused and actually being customer-focused are two different things. Sometimes the right thing for your client doesn’t align with the right thing for your organization. This is when having a customer-focused culture truly matters—when the right move is to do the hard thing in the short term for the best outcome for the client in the long term.
Understanding and empathizing with others helps IT leaders navigate complex business environments. Empathy enables us to better understand a situation, relate to other people, and view issues from different angles.
Here’s why it works, and how to put it in practice.
As a company embarks on a journey of digital transformation and immense change, the expectations of IT leaders change as well. Two general archetypes have emerged, but in reality, individuals fall somewhere on the spectrum between the two extremes. Both archetypes can be extraordinarily valuable in the right situation. Each can also be incredibly ineffective when placed in the wrong context.
In work, as in life, we can’t succeed on our own. In fact, the cornerstone of execution, change, and success in any organization is not a single person, but rather teams of people who work together to make things happen.
But why is it that some teams knock it out of the park while others struggle? The secret lies with organizational leadership and management—are you giving your teams what they need to succeed?
When hiring new team members, most interviewers discreetly study applicants to see if they would pass The Airport Test: “Could I get stuck in an airport for 8 hours with this person and not lose my mind?!” We recently took this idea to an entirely new level.