Recently, I have been repetitively reinforcing the importance of creating exceptional employee and customer experiences. I’ve talked about the economic benefits that the results produce. I’ve also talked about the correlations between leveraging enabled and engaged employees and the impact that it has on net promoter scores and customer loyalty. And thus, bottom line financial results.

Often times, when people think about enhancing employee or customer experiences they mistakenly think that experience enhancement is going to cost them more money.

Nothing could be further from the truth.

Consistently and repeatedly in every industry across the globe I have witnessed that employee and customer experience improvement always coincides with and process improvements and cost reductions.

I have previously written that it is impossible for external experiences to be stronger or better than internal experiences.

That doesn’t mean it takes more time, energy or more financial resources.

When engaged employees consistently do the right thing, the right way, at the right time, for the right reasons, fantastic results follow.

These results include positive impact in ...

First published in 1989, Stephen Covey’s book The Seven Habits of Highly Effective People was life-changing for me in many ways.  I especially appreciated the concept of the Emotional Bank Account, even though it technically isn’t one of the “habits”.

Throughout my life, this simple idea of relationship “deposits” and “withdrawals” has helped me monitor the way I interact with others to ensure that my interpersonal “ledger sheet” is just as healthy as my financial one.

Not too long ago, there was a situation in my household where one of my children fibbed to me prior to bedtime. The next day, after discovering the truth of the situation, I found myself ever-so-slightly less trusting of answers being given from said child. I was shocked at my hasty conclusion– surely one fib does not a liar make! Luckily, I was able to recall the Emotional Bank Account and use the simple analogy to help the fibber understand that there had been a decrease in our Mother/Child trust account.

Yes, the “withdrawal” in the example above was small, but it reminded me how quickly our interpersonal resources can be ...

A few unique job interview tips to make you the one they want.

This is a guest post by Thomas Taylor. If you’d also like to guest post here on JobMob, follow these guest post guidelines.

Job interviewers read and hear so many clich?s these days that they just about walk and talk in their sleep during the recruitment process. No more “I should get the job because I’m honest, hardworking, and reliable” — it’s time to say something different if you want to them hire you.

In job interviews, you’ve not just got to talk the talk. You’ve got to walk the walk. Here’s how with these unique job interview tips.

1) Give examples

It’s more than likely that you’ll never have met the interviewer. Somehow, though, you have to convince them that you’re the person for the job.

How?

You prove you’re not just blowing hot air, by supporting your answers with examples: of problems you’ve solved, of (good) results, of how you’ve turned things around in some way (if that’s the case).

Show that you understand the job requirements. Demonstrate that you know about the sector by highlighting key ...

Recognize This! – Innovation is not just the big, market-transforming end result, but the little ideas along the way.

What’s the most powerful word in business today? Innovation.

Read any blog, any news source, any prospectus and you will quickly stumble over “innovation.” How the company pursues innovation, how innovative the products are, how “innovation” is a core value of the company. And this is all well and good – innovation truly is what propels industries and markets ever forward.

But the real question smart companies should be encouraging every employee, in every role, to ask is: “What can I do, in what I do every day, to be more innovative? How can I innovate our product, our service approach, to better serve our customers, change the market, or push the company forward?”

Unfortunately, too many people think innovation is too big for them or “not in my job description.” I believe that’s because we as leaders have failed to explain what real innovation actually looks like. David Steinberg, chief executive of XL Marketing, gives a much better definition of innovation in a recent New York Times ...

No matter what path you choose you create radical results.

Which type do you want to create for your organization?

I hope the radically positive path.

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