Episode 321: Serving Customers Well In Japan

We love acronyms! Our workplaces are thriving with them such that we can hold extended conversations composed entirely of seemingly impenetrable codes. They are handy though and this one R.E.AL. is short and serviceable to describe best practice leadership attributes. It always good to have evidence around pontification.

“Reliable” is an obvious choice and though much upheld in principle, tends to break down in practice. Reliable is an attribute that leads to trust only when the staff observe that what is said is actually done, that promises are kept and that their own personal development is being given a high priority. “What is in it for me” is a common human frailty. Bosses who keep this in mind when making sure the organisation and individual goals of their staff are aligned, get more loyalty and more accomplished.

“Empathetic” is closely linked to listening skills. Taking the viewpoint of the other person is difficult if we don’t know what that viewpoint is. Busy bosses don’t have much time to get below the surface calm of the workplace. Some don’t care – just get me the numbers – or else! Using our position power works up to a point but we miss out on a lot of creative potential as the opportunity cost. Successful bosses have good awareness and confidence to communicate they really do care about their people.

“Aspirational” reflects ideas about grasping the bigger picture. Hovering above the melee of the everyday to see the vision to be realised on the far horizon. It means communicating beyond this quarter’s goals and placing each individual’s role in terms of their contribution to the bigger goal. The leader has to inject the ideas and concepts involved into terms that resonate with each person individually.

“Learning” gets nods of approval but many executives have had one year of experience thirty times rather than thirty years of experience. Their views are still locked away in a mental vault, for which they have lost the key. Too busy to learn. Busy, busy working in their business, rather than on their business. If we aren’t prepared to permanently kill our favoured ideas and concepts, we must be prepared to risk falling behind, trampled by our competitors.

REAL, is easy to remember and that at least is a start to actually realising its power. We know all of these things – we just forget or get too busy to do them. Let’s change that.