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OPINION

Building reputation is no longer about what you say; it’s about what you do, and more importantly, what the customer says you do. What you do is determined by the commitment and energy of the people that work for you. Their actions directly effect, and thereby create
the perceptions that people formulate about you – brands.

Reputations are no longer planned in the strategy department and then executed consistently over many months. They are built in real time by millions of individual actions - calls with customers, intuitive interfaces, beautiful products, great after sales service etc

 

These actions are either carried out by, or driven directly by employees. In the social age, they are the difference  between success and failure; do something great and customers will reward you with millions of pounds of free advertising, do something terrible and watch your market share erode.

There are really only two ways to influence reputation; by motivating and coordinating the people that work for you to go beyond the ordinary and create experiences that exceed expectations. The high-growth organisations of tomorrow must begin by winning the hearts and minds of the people who work for them, today.

This was much more straight-forward in the 20th century. Henry Ford was one of the first to realise that if you want to build more cars, you needed to break down phases of the production process into individual tasks, and incentivise people to produce more by offering financial rewards. In an age where success was largely determined by the volume of things produced, this became a hugely successful recipe. Today, the companies that lead their categories need employees to solve complex problems.

 

 Disruption is taking place at such a pace that the responsibility
for having new ideas or making decisions can no longer left to a
small minority. 

Encouraging people to innovate or perform complex, cognitive
tasks to solve problems is not driven by money alone. Research
by Sam Glucksberg at Princeton University attests that financial incentives, can, in certain situations, even inhibit people’s ability
to find solutions. 

So, how do you motivate the smartest people to join your organization, work disproportionately hard and come up with amazing ideas that will create great value? You find meaning
beyond the everyday.

 

You find a C.A.U.S.E.© worth working for.