Employee And Customer Quotes & Sayings

This poster in a Nordstrom's department store once caught my attention: "The only difference between stores is the way they treat their customers." That's a bold statement. Most stores would advertise the quality of their merchandise or their wide selection as what sets them apart from the rest. The difference between Nordstrom's and other stores, according to an employee of the competition, is that other stores are organization-oriented; Nordstrom's is people-oriented. Their employees are trained to respond quickly and kindly to customer complaints. As a result, according to writer Nancy Austin, "Nordstrom's doesn't have customers; it has fans." A study by TARP, Technical Assistance — John C. Maxwell

The ability to sell - to communicate to another human being, be it a customer, employee, boss, spouse, or child - is the base skill of personal success. — Robert T. Kiyosaki

The relationship between nurturance and moral self-interest can be seen most clearly in nurturant forms of business practice. It involves the humane treatment of employees, the creation of a safe and humane workplace, social and ecological responsibility, fairness in hiring and promotion, the building of a work community, the development of excellent communication between employees and management and between the company and its customers, opportunities for employee self-development, a positive role in the larger community, scrupulous honesty, a regard for one's customers and for the public, and excellent customer service. Policies such as these have increased the productivity and success of many businesses. They are models of how Nurturant Parent morality can function to help businesses be successful and to allow owners, investors, and employees to seek their self-interest within this moral system. Moral — George Lakoff

If you want to experience dramatic growth within your organization, you must truly understand the relationship between profit, growth, longevity, customer relationships, employee empowerment, and customer service. — Anonymous

Great CEOs build exceptional strategies for gathering the required information continuously. They embed their quest for intelligence into all of their daily actions from staff meetings to customer meetings to one-on-ones. Winning strategies are built on comprehensive knowledge gathered in every interaction the CEO has with an employee, a customer, a partner, or an investor. — Ben Horowitz

What is good customer service about then?

One word: caring.

Bad customer service happens when the employee doesn't care.

You could chalk it up to low wages or getting paid regardless of results. But that's not it either.

Hiring managers need to do two things and two things only:

1. Hire employees that ALREADY care and are ALREADY motivated.

2. Repeat step 1.

When this is done, everything changes.

People are happy on both sides of the table.

Costs for management and training plummet — Richie Norton

At IBM everybody sells! Every employee has been trained to think that the customer comes first - everybody from the CEO, to the people in finance, to the receptionists, to those who work in manufacturing. — Buck Rodgers

Unless you are building a new company from the ground up and can install caring as your businesses' cornerstone, you have to be willing to embark on a completely cultural overhaul so that, like a local mom and pop shop, every employee is comfortable engaging in customer service, and does it authentically. — Gary Vaynerchuk

I feel constantly the tension of the quarterly cycles, the drive to produce shareowner value at the cost sometimes of customer value and employee value. [But] if you take equal care of the employees, they will take equal care of the customers and then we will get an equal or better opportunity for our shareowners. — Marilyn C. Nelson

If the employees come first, then they're happy. A motivated employee treats the customer well. The customer is happy so they keep coming back, which pleases the shareholders. It's not one of the enduring green mysteries of all time, it is just the way it works. — Herb Kelleher

As with all catalysts, the manager's function is to speed up the reaction between two substances, thus creating the desired end product. Specifically, the manager creates performance in each employee by speeding up the reaction between the employee's talent and the company's goals, and between the employee's talent and the customer's needs. — Marcus Buckingham

If I had to run a company on three measures, those measures would be customer satisfaction, employee satisfaction and cash flow. Jack Welch, former CEO of GE — Anonymous

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new ... If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot.
The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated. — Seth Godin

Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow. If you're growing customer satisfaction, your global market share is sure to grow, too. Employee satisfaction gets you productivity, quality, pride, and creativity. And cash flow is the pulse - the key vital sign of a company. — Jack Welch

I think I've done a good job in the industry from the standpoint of employee morale and customer satisfaction, and as an innovative thinker in tech. — David Duffield

The overall organizational health needs to be measured via employee engagement, culture readiness, business agility, and customer-centricity, etc. — Pearl Zhu

The customer is number one, the employee is number two and the shareholder is number three. If the customer is happy, the business is happy, and the shareholders are happy. — Jack Ma

Without doubt, there are lots of ways to measure the pulse of a business. But if you have employee engagement, customer satisfaction, and cash flow right, you can be sure your company is healthy and on the way to winning. — Jack Welch

The code-of-ethics playlist:
o Treat your colleagues, family, and friends with respect, dignity, fairness, and courtesy.
o Pride yourself in the diversity of your experience and know that you have a lot to offer.
o Commit to creating and supporting a world that is free of discrimination, harassment, and retaliation.
o Have balance in your life and help others to do the same.
o Invest in yourself, achieve ongoing enhancement of your skills, and continually upgrade your abilities.
o Be approachable, listen carefully, and look people directly in the eyes when speaking.
o Be involved, know what is expected from you, and let others know what is expected from them.
o Recognize and acknowledge achievement.
o Celebrate, relive, and communicate your successes on an ongoing basis. — Lorii Myers

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace. — Simon Mainwaring

Every employee can affect your company's brand, not just the front-line employees that are paid to talk to your customers. — Tony Hsieh

An employee is told that the customer is always right and, in fact, the customer is usually a moron and as asshole — Larry David

Your typical business just measures the metrics that have to do with the profitability of the business one way or another. But you can have metrics that measure employee happiness and the morale. You can also do direct customer surveys; you can track it over time. You can do supplier satisfaction scores as well. — John Mackey

Profits are related to customer retention. Customer retention is related to employee retention. Employee retention may or may not be related to benefits, but benefits could be part of the package that causes people to stay and
by the way
engage in discretionary effort.. If you go into any organization that's customer-facing, you can tell in five minutes when the employees are feeling abused. They retaliate on the customers. — Jeffrey Pfeffer

We are superior to the competition because we hire employees who work in an environment of belonging and purpose. We foster a climate where the employee can deliver what the customer wants. You cannot deliver what the customer wants by controlling the employee. — Horst Schulze

Highly engaged employees make the customer experience. Disengaged employees break it. — Timothy R. Clark