Hardwiring Quality, Loyalty, and Sustaining Results

I haven’t posted in a while for three really good reasons.  The first and most exciting reason comes as the result of the work going into a series of process improvement talks and training on the topic of Hardwiring Quality.  I am working closely with Dave Bell to use our combined experiences to help service industry leaders shape employee behavior in a way that creates lasting value for their organization.  

Secondly, I am doing research on what drives consumer loyalty in different industries.   I work in the healthcare industry and we know, for example, that how we treat our patients, both physically and emotionally, drives our business more than price and convenience.  Yet, in the home remodeling industry, word-of-mouth referrals (based on quality and timeliness of work) and salesperson likability tend to drive sales.  Not surprisingly, but not necessarily obvious, consumers judge hotels based on the cleanliness of the rooms more so than the courtesy of the staff.

Finally, I am in the midst of writing piece on the elusive nature of sustainability.  Most often, business leaders ask why it is so tough to sustain process improvement gains.  Teams work hard to create, develop, and improve processes.  Yet, looking back, leaders often wonder why the gains were not sustained over the long term.  I think I have a unique spin on the answer.  (I think through these questions while riding my bike.  I have about 50 or 60 more miles to ride before the answer shines fully on my brain, but the clouds are beginning to part.  I wrote my book in my head while riding my bike, then put it on paper three months later.)

During the spring and summer months, I will likely not post as often as I have during the winter.  While my mental focus is on the topics above, I will also be spending time working in the yard and doing my P90X in between the injuries caused by my P90X.  However, all my posts will made available through Facebook, LinkedIn, and Twitter.

-Jason Kilgore

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