Our Philosophy:

Great Leadership

Leaders are accountable for inspiring, developing, and empowering others. To do that, they must understand the business, clearly communicate and inspire people toward the future, help people develop and access more of their potential, and empower people to utilize their knowledge, skill, and creativity, to do what is best for the customer, the company, and themselves. We believe the four highest priorities of a leader are:
To focus the intention and attention of everyone on the mission of developing and keeping loyal customers.
To create a positive emotional culture so that the people can create a positive emotional connection with the customers.
To engage everyone in implementing the two major growth strategies: differentiation (doing things differently) and continuous improvement (doing things better.)
To coach every individual to perform at their best and reach their full potential.

Engaged Employees

The leaders have the greatest impact on the culture of the organization.

The culture is “the way it is around here.” It is the collective, most prevalent beliefs and behaviors that are supported or punished within the organization. The challenge for the leader is to help shape the culture into one of commitment rather than mere compliance. The goal is to create an organization of engaged and committed people by setting new and powerful cultural norms (attitudes and behaviors.)

An engaged culture is one in which the people of the organization go above and beyond to ensure a tremendous customer experience because they want to; not because they have to.

Loyal Customers

Customer loyalty is the single greatest influencer for achieving sustainable profit and growth.

The focus is not only on how to gain more customers, but more importantly, how to move customers from satisfied to highly satisfied to loyal. Loyal customers buy more of your products and services, go out of their way to passionately recommend your products and services to others, stand by you in times of crisis, and feel so strongly about their satisfaction and connection with your organization, that they're not interested in your competitor's products and services. The culture has the greatest impact on creating customer loyalty. Every interaction (whether active or passive) with the customer is an opportunity to develop loyalty.

The goal is to receive continuous feedback from the customer regarding loyalty factors and then enroll the people in finding new opportunities to add value to those factors.

Market Dominance

Good is the enemy of great. Great is the enemy of extraordinary. Market Domination defines extraordinary performance in each of the four measured categories:
Financial Performance: Are you the industry benchmark for Net to Gross and/or Net Profit as a percentage of sales?
Customer Loyalty: Do you have an approach to measure loyalty of your customers versus satisfaction?
Employee Engagement: Employees need to know their job intellectually, perform it physically, and feel it in their heart. Extraordinary performance is driven by an employee's passion for the work they do.
Market Domination: How do you measure if you are #1 in your marketplace? What are you best at? What do you need improvement in?

Financial Performance

Financial Performance is an output measurement of the throughput behaviors necessary to achieve your goal. Our approach is to work on the stated goal, the plans necessary to reach the goal, and the behaviors necessary to follow the plan. We measure goals in three separate categories:
MAP (minimum Acceptable Performance): What do you as an Owner expect as a minimum return on your investment?
PAR: The goal you want to achieve that you will base your budget and investment on.
Target: A stretch goal that, if all the plans and behaviors aligned, would exemplify extraordinary performance.

Sustainable Profit & Growth

Most organizations are on the quest to achieve sustainable profit and growth — it’s the “holy grail.”

While there are many factors that must be considered to achieve sustainable profit and growth, such as the right products, market strategy, processes, systems, people, and practices, our experiences have taught us that there are three primary drivers for achieving sustainable profit and growth that are often underutilized. Yet, when these three drivers are managed as a system, they have the greatest impact on achieving sustainable profit and growth. The drivers are great Leadership, a culture of engaged and committed people, and loyal Customers.

The most important work a leader does is to positively influence these drivers and treat them as a critical system. They are the key to achieving sustainable profit and growth.
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