Managing Customers….Does your Heart Sink OR Soar? As part of your bank’s strategy, how well does your organization manage your customers? Whether your Customer Management System (CRM) is formal and expensive or more informal and less expensive, how effectively you manage your customers is critical to the strength of your relationship with them. When I
Managing Change 2.0 “The rest of the story…” By Dr. Deb Oliver, Executive Director, Iowa Quality Center Although I have studied how to successfully manage Change for the last 2 decades, I am happy to share that I am still learning. Last Fall I was fortunate enough to attend a training sponsored by CIRAS –
This article will focus and build on the concept Jim Collins, author of Good to Great, termed the hiring process as getting the right people on the bus. Although this book was written over a decade ago, the war to find the talent needed for your organization has become even more of an elusive task
Dr. Deb Oliver
In 1994, Peter Drucker described a new world of economic order in which knowledge, not labor or raw materials or capital, would be the key resource. That day has arrived!
Trying to identify, scope, and select continual improvement projects can be downright challenging and frustrating. If you’ve never done it before, it can be intimidating or formidable, and can create a lot of consternation and anxiety
By Deb Oliver, Organizational Performance Consultant, Iowa Quality Center
As we all know, the leader’s role in any type of quality management system within an organization is critical. Taking this one step further, a strong trusting relationship between the employees and leaders is toted as being one of the last unexplored areas of competitive advantage. One way to build this relationship is to establish a We-centric culture.
How do we improve employee engagement? The IQC touches over 30,000 associate members in our great state; 110+ companies. When asking them about leadership challenges; one of the most frequently occurring responses we get is: Employee Engagement.
I was meeting with a client a few weeks ago, discussing their current situation and trying to come to consensus on how I could best support him and his organization. This young manager was new to this particular site and part of the organization. Also, I had been working with this facility for just about year in helping them with key quality issues. In our discussions however, he said something to me that I found very concerning, but yet not so strange. This individual told me “we need to get results; we don’t have time to analyze data”.