CHANGING VALUES

How do you feel when you call someone and the person who pick up the phone asks your name, puts you on hold so you can listen to a robotic answering machine and then tells you the person you are calling can’t come to the phone right now? While this may be an “accepted” mode of screening calls in Malaysia, it is company-centric, leaving callers in a lurch. How can you lead the field if you are not focused on how to elicit positive emotion in every interaction? Under Gagasan 1Malaysia this way of handling customers is not acceptable. We need to find a way to optimize profit. For customers, it’s a positive emotion or experience distinctive in every interaction. This “happiness” generates true loyalty that reaches beyond considerations of cost and location alone. For associates, the culture inspires fulfillment and leadership at every level, causing people to continually reach beyond their “current best” with each interaction (inside and outside the business). When you view your profit at the end of the month, consider it a “version” of what profit could have been — a percentage of what‘s possible. Gagasan 1Malaysia demands cultures become extraordinary, and the results may be seen in a variety of hard and soft metrics. Our people are enthusiastic, acting in the name of excellence and directly participating in our business success — and they know it. Employees don’t need to “be wronged” or have a marginal attitude to drain an organization. Sometimes they have just been there too long. Let’s do business with a company that chooses to be amazing — a company that when people ask “Do you like working there?” the answer is a resounding “I love it. I make a difference there.” This is the response you get when leadership occurs at every level of the organization. Top down management is no longer relevant these days.