CUSTOMER SATISFACTION | BY L. BIFF MOTLEY
Use Leadership to Restore
BECAUSE OF THE SEEMINGLY NEVER ENDING DRUMBEAT of embarrassing stumbles and ethical lapses of a few multinational financial companies, it is paramount that we preserve and protect the historic trust our clients have placed in us. To do this in today’s world requires a new, more open
managerial ethos as well as a set of contemporary communications tools.
4. Be both steel and velvet.
Leadership requires an ability to sense
when to invoke authority and
when to foster collaboration and
This new focus and tool set should
be built around our most important
competitive asset: our employees.
While it is true that our product and
delivery concepts will change dramatically in response to technology
advancements, these will tend to be
quickly matched in the competitive
marketplace. Our long-term competitive advantage is and will remain our
people. Though how, when, and where
they interact with clients to work their
magic will certainly change.
Leadership rather than
While these changes will be the subject
of ongoing managerial focus, what needs
to happen now is a shift in orientation
from managing employee activities to
demonstrating leadership and trust. In
their book, “Triple Crown Leadership,”
the father and son team Bob and Gregg
Vanoureck advocate leadership over
management in today’s social ethos. The
book makes the point that companies
scoring the highest marks for leadership
integrity outperform those with the
lowest. Among the new leadership prin-
ciples in today’s more open communica-
tions environment are:
1. Inspire the team. Today, the
license to act is not granted by au-
thorities, but is expected in the cul-
ture. And the leader’s job is to call
upon the leadership capabilities of
2. Find the heart qualities. Heart
qualities are character, will, passion
and courage. Recruit these attributes and then train future leaders
in your business stills.
What needs to
happen is a shift
3. Trust your people. Effective
leaders know what their people can
do and they let them do it. This is
not only tremendously motivating,
it propels forward motion.
5. Do less. Think more. While
doing less runs counter to a high
achiever’s natural tendency, it is
critical that the leader focus on
what others require.
Of course, none of this takes away
from the importance and necessity
of achieving those timeless financial
objectives that we all know. What’s
changed is how we motivate and empower our most important resource—
our people. Today’s managerial tool
box has expanded to include a variety
of devices designed to engage our employees in ways that reinforce our culture and values while enlisting their
input, enthusiasm, and experience in
a vital team setting.
Three websites worth exploring to
learn more are: Jive (http://www.jive.
com); Chatter ( http://www.ch
at-ter.com) ; and Tibbr (http://www.
tibbr.com). While different, each offers an interesting example of how the
networked communications feature
of Web 2.0 might enable inspirational
leadership in your bank. n
ABOUT THE AUTHOR
L. BIFF MOTLEY, is
president of Motley &
Associates, New Orleans.
He can be reached at