How to elevate above the ordinary
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If you were a hotel, what kind of hotel would you be?
I once attended a training at a high-end boutique hotel. I had never paid that much for a room before and wasn't sure what the difference would be. I mean— how nice can sheets get?
I found out quickly. The sheets were nice. But that wasn't the difference. This was: One morning, I was crossing the parking lot. An employee, dressed in maintenance clothes, was walking on the other side. He shouted out, "Good morning, Mr. Muntean! Is there anything I can do for you?"
We had never met. I don't know how he knew who I was.
But I was struck that he knew. Not only that, he was going out of his way to find a way to bring value to me.
My entire experience with the staff was like that. They knew the guests' names. They not only went the extra mile—they seemed to look for ways to do so.
I understood the hotel's value at that point.
Hotel rooms are a commodity. Pay a little more and get a little larger room, maybe a better view. Maybe access to a breakfast bar at the top of the hotel instead of the bottom.
Nice. Expected. Not amazing.
This hotel offered amazing. A level of customer service that I've never experienced since. Here's what is most interesting: What really set them apart cost them close to nothing.
Perhaps a little was spent on training. Clearly, they had built a culture of excellence. They found management who stewarded that culture. But those are not heavy costs. They just take awareness and intentionality.
Any hotel could do the same. But they don't.
Any leader could do the same. Will you?
What kind of value do you offer? To whom? Are you more similar to a discount chain? A nice, but transactional 4-star? Or are you offering something completely unique?
People expect that transaction, but want the value
Zig Ziglar famously said, "You can have everything you want in life if you just help other people get what they want."
That doesn't stop when you become "the" leader, the CEO. In fact, it increases.
People expect (rightfully) for leaders to bring value. They want the obvious things—someone who provides some level of direction and keeps things organized and on track. Someone who gets stuff done.
They also want a leader who cares. Who looks out for their interests. Who cultivates and pursues excellence. Who knows how to attract and retain the best people. The best teams.
The people who hired you want value
Make sure you understand what it is they really want. Sometimes it isn't what you think.
Everyone wants a financially healthy organization. That goes without saying. But in my experience, very few owners or boards make this their sole concern.
Many want a legacy to be preserved. Or they want employees or customers to be taken care of in a certain way. Perhaps they want to feel free from worry or concern about operations.
You might be surprised at how often owners and board members tell me, "I want people to be happy. I don't want all this stress."
Know the value they want. And find ways to provide it—even if they didn't think to include it in the job description.
The people you lead want value
A common leadership mistake is to assume that employees are there to help you achieve your goals. That is not why people are there.
In an economy where employees can increasingly pick and choose where they work, they are doing so. If they aren't picking your organization—it's time to get honest.
The best employees are not mercenaries. They want to be paid what they are worth, but money is not their primary motivation. (It is for lower quality employees.)
Ideal employees want to work with managers and coworkers they like and respect. They want to be challenged and inspired. They want to grow. They want interesting and meaningful work.
Compensation matters. But not as much as you might think, especially not for great employees.
Create value—and you'll have their loyalty.
The people you serve—your clients or customers or patients—want value
When some companies are struggling, they often respond by cutting value to the consumer.
Because, hey, less value is a clear selling point.
Don't do this. Keep offering value. Much of what customers really want isn't even a cost. Having integrity. Acting in good faith. Considering the interests of others. Being responsive, helpful, reliable.
Conclusion
Very little of the "extra value" I've described comes with hard costs. It has to do with who you are and how you choose to relate to others. It has to do with your ability to be aware, to observe, and to be willing to serve.
Those soft skills and habits are what elevate leadership above the ordinary.
 | Christian Muntean is a seasoned expert in fostering business growth and profitability. With a Master's degree in Organizational Leadership and certifications as a Master Coach, Certified Exit Planning Advisor (CEPA), and International Mergers & Acquisitions Expert (IM&A), he guides entrepreneurial leaders through growth, succession planning, and exit strategies. He is an accomplished author of three books, including Train to Lead. Christian resides in Anchorage, Alaska, with his family. Learn More » |
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