Problems should be solved on the spot, as soon as they arise. No front-line employee should have to wait for a supervisor’s permission.
Any time a customer comes into contact with any aspect of a business, however remote, is an opportunity to form an impression.
If you’re not serving the customer, your job is to be serving someone who is.
The moral of the story: perceptions are everything. During each moment you are in contact with a customer, you are the organization.
Quality doesn’t mean we have to be 100 percent better in any one thing; it means we strive to be 1 percent better in 100 things.
Do not fear adversity. Remember, a kite rises against the wind rather than with it. People are not willing to take risks when they feel afraid or threatened. But if you manage people by love-that is, if you show them respect and trust-they start to perform up to their real capabilities.
Giving someone the freedom to take responsibility releases resources that would otherwise remain concealed.
You cannot improve one thing by 1000% but you can improve 1000 little things by 1%.
An individual without information can’t take responsibility. An individual with information can’t help but take responsibility.
If anything goes wrong, the customer doesn’t care whose fault it is. He’s the one who’s going to suffer anyway.
A true leader is one who designs the cathedral and then shares the vision that inspires others to build it.
The only thing that counts is a satisfied customer.
I learned that, before you reach an objective, you must be ready with a new one, and you must start to communicate it to the organization. But it is not the goal itself that is important.
Setting a good example is truly the most effective means of communication – and setting a poor one is disastrous!
We have 50,000 moments of truth every day.