A friend recently had an appointment with a doctor. The doctor started to prescribe medicine to treat the symptoms of a gut issue.

So the patient advocated for herself. She reminded the doctor that she has additional medical issues that are bigger than the gut issue. She has osteoporosis and needs a stronger skeletal system and this medicine will make her bones weaker.

The doctor heard her concern and thoughtfully responded, “Well, I guess you need to look at the whole picture.”

“ When we treat the symptoms of one part we can actually increase the problems for other parts.

At work and in our world is easy to focus on one piece of the puzzle:

• What is happening right now
• The goals that are not being met
• How we are being impacted
• The things we fear
• The causes we care about

“ When we seek first to understand we begin to see the other pieces of the puzzle.

The piece versus the whole:

Firing that long-term formerly high-performing employee. But not evaluating what has changed or what could be done about it.

Setting individual performance goals for employees that conflict with company objectives. But not evaluating why either the people or the company continually miss the mark.

Asking industry leaders to attend an advisory meeting so your school can continue to be accredited.   But telling them what you do, instead of asking for them what they need you to be teaching.

Spending millions of dollars to create a new program for your company without promoting the benefits of this new program to your sales team or your customers. But when sales goals aren’t achieved, that program is thrown out the window instead of leveraging it as the competitive edge that it is.

Arguing about if it is ok to kneel during the national anthem or not. …But not talking about how we work together to continue to close the gap between our country’s vision and our reality.

Debating compassion for future refugees versus national security as if they are the only pieces in the puzzle. But not investing that same level of energy to examine how current immigrants receive support and direction.  Resulting in missed opportunities to collaborate and accomplish both goals while helping people fall in love with their new home.

“ It is much more effective to examine the whole picture before we begin prescribing solutions.

Do you make decisions based on one or two pieces of a puzzle?  Or do you intentionally step back and examine the whole picture first?

Need help focusing on the whole picture?  Contact Chery to learn more.   

I recently visited a high school that has invested years teaching their students to be activists.

While that effort alone is impressive.  The uncommon skill they are teaching, and modeling for the students is even more so.

Through instruction and experience, their students are learning that a healthy culture is a balanced culture.  And that in a balanced culture it is possible to think critically and to be compassionate.

They are learning how to shine a bright light on truth with data and personal experiences.  …While getting involved with, and loving people that have made choices they disagree with.

They are engaging people and growing their cause because of their unique approach.  And the impact they are having on the students, families and the community is beyond impressive.

What those students and their families may not realize:

• Is that it is uncommon it is to learn to balance challenging concepts.
• This skill will benefit every part of their lives in the years to come.  (As individuals. with their families, in the businesses and non profits they will serve and within the communities and nation they will live in.)

Now imagine the cultures you are a part of: 

“ Is a balanced culture part of your strategy to improve engagement and growth?

Are Truth and Love strategically poured into the foundation and the future?

Is Vision balanced with Ownership?

• Do you have a vision?
• Does everyone know why it is important? And how they impact the vision?
• Is it clearly and frequently communicated both internally and externally?
• Is that vision used to guide decisions or to decorate walls?
• Are all teams measured on goals that support that vision – or are they forced to fight each other and work against the vision to accomplish their objectives?
• How often do they experience uncommon synergy and results?
• Are all people empowered and unleashed to bring their best to your organization?
• Does everyone listen to and respond to your customers, members or citizens?

Is EVERYONE unleashed to make the greatest difference possible?

When that happens, people at every level take ownership of the opportunities they see and:

• Individuals have more freedom, energy, commitment and growth
• Teams experience greater collaboration, synergy, engagement and results
• Customers are valued, honored, and continually amazed

Is Accountability balanced with Compassion?

Are all wafts of smoke followed to the source and fires are extinguished before they spread?

Do Smoke-Chasers:

• Seek the whole truth about opportunities in the organization?
• Weigh everything against the company vision, mission and values?
• Confront internal barriers that are preventing titled leaders from listening and responding to employees or from communicating & problem solving with peers?
• Balance consistency with fairness in their conversations and decision making?
• Treat people with respect – regardless of their title, personality style or behavior?
• Address inappropriate behavior – “Boss babies” grow up or leave, Manipulators change or go?
• Help their organizations overcome challenges and grow:  Often reducing risk, increasing efficiency and maximizing results without added expense?

Those who build strong balanced cultures are rewarded with uncommon:  

• Engagement: Their people are committed, and energized.
• Growth: Because they’re leveraging the wisdom and passion of many.

Leaders, can you relate to this?

Empowerment is one of your core values. It hangs on walls throughout your building.

You’ve hosted meetings, waved your magic empowerment wand and reminded people that they are encouraged to a take greater level of ownership in your business.

However, for the most part your employees aren’t responding.

Below are 5 reasons they aren’t taking ownership –yet!

1. Your words haven’t made an impact yet.

Ken Blanchard says that you must impact people’s KNOWLEDGE, before you can impact their ATTITUDE, and you must impact their ATTITUDE before their BEHAVIOR changes.

Marketing theory says that someone has to hear the same message at least 7 times before you begin to impact their knowledge.

So people need to hear your message at least 21 times before it begins to impact their knowledge, attitude and behavior. (Keeping in mind that every person is not physically or mentally present each time you say something.)

TIPS:

• Activate learning for all – People have different learning styles: So intentionally involve as many senses as possible when you empower them. Use words, music, video, food, activities…
• Model the behavior you wish to see. (See more in tips #5 & 6)

2. They don’t believe you.

Their previous work experiences have convinced them that speaking truth to power will create any combination of risks:

• Their position on the team
• How their boss will treat them
• How secure their jobs will be

 TIPS:

• Share stories of times that you and each member of your leadership team had the courage to lead up, what happened, and what you learned.  Emphasize how each one of them knows something that others don’t.  Ideas to reduce risk and expenses, increase revenue and efficiency, improve teamwork and customer service…  All help the company grow and increase job security.
• (See TIPS #5 & 6 as well!)

3. They don’t know how.

Even if they see a huge opportunity, they may not know how to approach you.  (Someone with a steady behavioral style may struggle to speak to someone with a dominant behavioral style.)

When they have the courage to approach you, and you respond favorably – they may still not know how to start their project.

TIPS:

• Invest in DiSC Training and learn to identify and understand different behavior styles so you can adjust to the style of the person you are speaking to.
• Learn Situational Leadership so you can provide the right balance of clear direction and support. (I am naturally supportive, and learned that when I cheered employees on that needed clear direction, I wasn’t providing the help they needed. Which confused them and stalled their ability to move to the next step. Learning to recognize what they needed most was a huge leadership step for me.)

4. The people you surround yourself with.

Be very aware of the words and actions of the executive team. It is not uncommon for a titled leader to nod in agreement in your presence and then undermine your desire to create an empowered culture when you are not around.

Traditionalists and new hires do this if they don’t understand the value of empowerment and if they worry about losing their power and authority.

Manipulators do this because they fear being seen for who they really are.

TIPS:

• Hire wisely. If that prospective leader has great experience but can’t share how they’ve leveraged empowerment to make a greater difference in previous organizations – dig deeper.   Are they opposed to empowered cultures or just lacking experience? Are they willing to share their “power” with others to become a better leader and build a more successful organization?
• Don’t seal yourself off. Never allow yourself to be influenced by only one person or group of people. Stay in close contact with people at all levels of your organization. Watch and listen. (See #5 & 6 as well!)

5. The processes you don’t have in place.

To create a truly empowered organization you need processes in place that hold titled leaders accountable to provide clear answers to the suggestions of employees.

TIPS:

• Implement a simple white paper process and teach everyone in the organization where the forms are and how to do it.
• Respond consistently. Executives meet monthly to review and respond to the employee suggestions.
  • Yes – As much as possible let those that suggested the idea, own the project and give them a sponsor in titled leadership to help them take next steps.
  • More information needed – be specific about what information is needed yet and give them suggested contacts.
  • No – Honor their initiative, be as specific as possible about why the idea won’t work at this time, and let them know when or if they should bring this idea forward again in the future.

6. Celebrate!

Honor, celebrate and reward those that take the initiative to grow your company.

TIPS:

In all employee meetings

• Honor those that are suggesting improvements
• Celebrate the difference they are making
• Reward their contributions.

“ Never forget:  People do what people see!

This is a piece of a puzzle.

-A PIECE of something greater than itself.

This piece is important.

-Without it, the picture is INCOMPLETE.

This piece is filled with critical clues about the WHOLE picture.

-But it will never be able to tell the story alone.

Each piece must be heard.

-But must NOT be the only perspective we consider.

ONE piece emphasizes:

My team

My budget

My knowledge

My experiences

My perspectives

My goals

-ME!

SEVERAL pieces provide more clues:

-But still fail to tell the whole story.

Our corner – Our people

Our side – Our needs

-Are more important than yours.

When ALL the pieces start asking:

Where are we going?

What do you see?

What do you know?

How can we help each other?

The picture becomes clear.

-And each piece becomes WHOLE.

I was raised in a tiny town in rural America with a population less of less than three thousand people. When I was first married, my husband and I met a couple that were raised in the second largest city in the U.S. with a population of almost four million.

The husband had been in street gangs and literally fought for his life.

When he asked what was dangerous in my hometown, he just about busted a gut when I said… “Gossip.”

Words were no threat to someone who had dodged bullets.

It seemed insensitive and pointless to try to argue that King Solomon really knew what he was talking about when he said, “Death and life are in the power of the tongue.”

When bullets are flying – gossip won’t kill you.

But here’s the thing…

“ Where spiteful tongues wag, destruction follows.

One of the most divisive people I’ve ever known was hired to be a new titled leader for a strong team. The team quickly caught her in a series of lies and questioned everything she said. So she planted a minefield that was designed to destroy the team’s unity – by asking each one of them the question below. Each time she would insert a different name and a different reason to doubt, “Do you think so and so is _________?”

As soon as she asked the question, each person’s focus was redirected from the behavior of their new boss, to the little seed of doubt that she just planted about their teammates. Soon those seeds of doubt grew into full-blown fear of each other.

Now the team didn’t trust her, and they no longer trusted each other either –by dividing them she remained in control. And instead of the synergy they once shared, each one felt as if they were completely on their own.

Motivation and morale tanked… And eventually results followed.

“ Real leaders don’t participate in gossip, and likewise they don’t tolerate gossip from others. Gossip destroys trust, assails credibility, and is one of the greatest adversaries of a healthy corporate culture. —MIKE MYATT

And just in case you think a healthy corporate culture is just warm fuzzy stuff, check out what Organizational Expert Patrick Lencioni has to say about it,

“ I am convinced that once organizational health is properly understood and placed into the right context, it will surpass all other disciplines in business as the greatest opportunity for improvement and competitive advantage. -Yet it is ignored by most leaders, even though it is simple, free, and available to anyone who wants it.

If your vision includes a growing organization filled with engaged employees. Don’t underestimate the life and death power of the tongue.

Please share: How are you investing in the health of your organization?

Last week, I visited a new friend that has been an expat for about 4 months in a country that is nothing like the one her family comes from.

When her husband accepted the position, they were promised life in a compound – a guarded and gated community with streets, and parks, and amenities that vary depending on your location.

The day before they left home to begin their expat lives, they were informed that there was a housing shortage in the area they were relocating to. (When it was conveniently too late to get their previous jobs back or easily jump back into the life they had.)

So they boarded the plane anyway. (Would you feel slightly trapped?)

And for the past four months the two of them and their young son have been sharing a two-room efficiency apartment.   They have a love seat in their little kitchen and all three of them share a bedroom with their son’s toys. While their shipment of household items sits in storage.

Since their arrival they’ve been advised that it will probably take a year before they can be moved onto a compound, and presented with one alternative that gives them some immediate choices for housing but removes other benefits that they had counted on.

My friend’s situation is mild in comparison to her neighbors:

Several of them have more children so they’ve been given two apartments that don’t have a connecting door.

• So who sleeps where?
• Who watches the children and keeps them safe?
• How to parents get time for themselves?
• And how does everyone gather?

Her apartment has windows.

• Most do NOT.

(Did your stomach just churn? Mine did – as I imagined living without sunlight and some kind of view.)

Thankfully – There are some positives:

• The staff at the apartment building is very professional and kind.
• The building is clean and well kept.
• In spite of not having streets to walk, and parks to play in:  They have a several pools, an outdoor playground, tennis courts, Jacuzzi, a store, a restaurant…

However, this is not what these families were promised when they agreed to move across the world, quit their jobs, sell their homes, pack their belongings, and leave families, friends and all that was familiar.    

The truth is that the housing shortage is not mentioned by a majority of the recruiters – no matter what company they work for.

• They fear that if it is mentioned – less people will agree to come.
• And they won’t meet their objectives.
• And their bonuses and maybe even their jobs will be at risk.

So they make their numbers today with half-truths and lies and don’t think about how that impacts tomorrow.

As a result new employees instantly question their new employers integrity and feel less secure.

And with each new experience they face, these families wonder…

• What else they haven’t been told?
• And how far they should they lower their expectations to stay mentally healthy?

And in those cases where family members aren’t willing and/or able to make the best of what they’ve been given:

• Each one of them suffers.
• And their bonds with each other struggle and sometimes break.

There is one thing that is common to every individual, relationship, team, family, organization, nation, economy and civilization throughout the world – one thing which, if removed will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love.  …That one thing is trust.  ~Stephen M.R. Covey

It’s a sick reality that the company doesn’t care about the individuals in the family, or the strength of the family unit.  

But they also fail to recognize that:

• They now have a many new-hires that are not so focused, productive or loyal.
• Each time they lie to their new hires, they set the precedent that integrity does not matter.
• The organization becomes unhealthier, harder to navigate, and less able respond to a changing environment.  Eventually replacing growth with decline.

I am convinced that once organizational health is properly understood and placed into the right context it will surpass all other disciplines in business as the greatest opportunity for improvement and competitive advantage. Really. ~Patrick Lencioni

At every level of the organization: Truth Matters

[Tweet “Has your company ever lied to you?”]

Meanwhile my new friend’s family, neighbors and the company that spun the truth? – They are all blessed to have her. As she is turning lemons into lemonade:

• Admitting that it has been a challenge.
• Speaking openly about the choices they’ve had to make about what to do next but choosing wisdom over fear.
• Choosing to reflect truth back to the organization that hired her husband without pouting or acting like a victim.
• Understanding the negativity of the other families in that apartment complex, and that it is not the fault of the staff in those buildings.
• Reflecting light and hope to the residents and the staff in that building.

If you are considering life as an expat be encouraged.  Not all companies work this way.  Some are towering examples of integrity.  

• Do your research about local employment law and know if the laws will protect you.
• If not, knowing how ethical that company you agree to work for before you agree to come is critical.  Use social media to connect to other current employees to find out about communication, security, medical questions, housing, school waiting lists, groceries…
• Consider the questions and concerns of everyone in your family.
• Pray about it.
• And then decide if the risks are worth the rewards.

We’re 2.5 years into our first expat adventure.  I felt a lot of fear when we were asked to do this.  But we followed the process above.  There have been challenges, but the rewards have made it all worth it.

If you are a recruiter in this situation:  

[Tweet “Have you ever spun the truth? “]

Is it time for you to be a candle or a beacon?

image credit:  iStock

Shortly after our move we began visiting churches. (In all of our other moves we visited one church and kept coming back.)

• This time we decided that we wanted to know what all of our options were before we joined one.
• And if we liked some of what we observed we attended more than once.

That decision quickly became a fascinating opportunity to observe towering strengths, glaring weaknesses, powerful vision, synergy or the lack of it – and a whole lot more!

Our observations apply to workplaces too!  

…Which one sounds like your organization?  

GREAT FACILITY, NO VISION, NO PASSION, DYING:

One had a beautiful, old, well-kept building that we would have loved to explore.

There were not nearly enough people present to fill the building.

They had no idea how to engage with visitors.

And offered no assistance understanding how to navigate their service.

HUGE FACILITY, OUTSTANDING MUSIC, LIVING IN THE PAST:

One was a huge auditorium.

Filled with amazing music.

And each time the pastor spoke it became clear that a few years earlier there had been a big division in the church and that he was still grieving, processing and defending. In nearly every sermon he continually reminded those present of his contributions to the church prior to the split.

DESPERATE:

In two locations we were pounced on within seconds of arriving and with such intensity that we felt more like prey than potential members.

PROFOUND MESSAGE, NOT GOOD AT ENGAGING VISITORS:

One consistently offered deep thought-provoking, life-changing messages.

And not one person ever greeted us.

[Tweet “”If you don’t live it, you don’t believe it.”  C. William Pollard”]

VISION and ORGANIZATON – BUT IS IT THE RIGHT VISION?

In one church we filled out a card indicating that we were first time visitors. Within 5 hours there were two people from the church at our door with a welcome gift, wanting to come in and visit.

(We were wowed by the efficient process that was in place and more than a little uncomfortable that we didn’t know they were coming and they wanted to sit and visit.)

OUTDATED INFORMATION…

One church advertised a contemporary service on their website, when we arrived at their building not one person could tell us where it was or how to get there.

HONORING AND ENGAGING…

Some honored and included children.

Some were more inclusive of senior citizens.

Others focused on special needs families.

Others appealed to diverse nationalities.

MAKING A DIFFERENCE OUTSIDE OF THEIR WALLS:

Most of them were engaged in the community in some way, some with great vision and energy, some with more of a spirit of obligation.

As we considered what we were observing and where we needed to be – I was reminded of a different church in a different city…

• Nothing was published about the classes they were offering, what they were studying, what times they were meeting, where they were meeting or who to contact.
• They frequently made reference to a second location by its name – assuming that everyone in attendance knew what it was. Each time they said the name – I thought it sounded like a nursing home.  …It took nearly a year to discover that was not the case!
• During the service they would reference things they did to support the community, as if everyone knew what they were doing, what they needed, who to contact and how to get involved.   (Only we didn’t.)

How Are First Impressions Impacting Your Organization?

• Do you know what you want your organization to reflect to others?
• Do you know what your organization is actually reflecting to others?
• How do first-time visitors feel in your organization?   – Are they welcomed, ignored, or attacked?
• Even the most gifted leaders can’t carry the entire organization – everyone’s gifts are needed.
• If you have a great plan and are working it efficiently – have you evaluated if it is producing the results you want?
• Is it assumed that everyone knows what is going on or how to get involved? Or is it clear?

What are your employees, long-term customers/members blind to that your first-time guests spot instantly?

Image Credits:  iStock & Ace Concierge 

Have you SAVED THE DATE?  April 20th is the launch of our new book:  Energize Your Leadership!

The power of storytelling comes alive in this collaborative book, Energize Your Leadership. These diverse leadership pros wisely decided to write a book that reached instead of preached. They dug deep into years of personal experiences to offer every leader and future leader the ONE thing they each need: A reflective way to stay energized. Without lecturing or proclaiming there is one best practice, they break through the apathy, that all leaders can intermittently feel, with stories that inspire.  ~Kate Nasser, The People Skills Coach

I pointed to my historical pattern of two years of achieving in a role, before I got bored and needed to learn something new and needed to make a greater difference. (Which usually meant I moved on…)

The interviewer smiled and nodded and shared that he had the same problem. …Until he came to work in this company…

He had my attention.

I had his attention.

And I got the job.

Nearly two years later – the team I was serving was no longer the least engaged, or lowest performing. They were so highly engaged that customers commented on the difference, the entire company felt their presence, and their results were setting the bar.

And I began to feel that familiar itch…

• Now what?
• Where do we go from here as a team?
• How can I learn and serve more?

At first I looked at the grass on the other side of the fence – just like I’d always done. It looked so green, so interesting, so inviting… And I considered making the leap.

And then one day I stumbled over a rock in our department and discovered a slimy squiggly thing that was hiding in a dark corner under all of our success. (How dare he!)

So the team began to shine the light of our efforts on that squiggly thing.

As we did we felt renewed energy and teamwork and before long that dark corner was fully illuminated and that squiggly thing moved out.

So we turned over another rock. …And then another rock. And then another one…

Sometimes we discovered more squiggly things.

Sometimes we discovered traces of gold and focused our efforts on making the most of a new opportunity.

Each time we turned a rock we were like children on a treasure hunt.

• We had an exciting adventure.
• Our knowledge and skills grew.
• We became a stronger team.
• And we made a greater and greater difference for our company.

And yes – I stayed 3.5 times longer than my historical pattern.  

In that process I learned:

1. Focusing on improving who you are and contributing to where you are can eliminate the two-year itch and any temptation to rest on previous successes.
2. You don’t have to give into the itch, don’t have to rest the moment you experience success, don’t have to experience decline, and don’t have to jump ship.
3. You can continue to engage others and grow simply by examining shadowy places and shining light into them.

[Tweet “Continuous Improvement increases satisfaction, engagement and growth – right where you are!”]

Today it is exactly two years since my dog and I said goodbye to friends in Tulsa, and started a road-trip before joining my husband overseas.

• On April 10^th – I’ll have been an expat for two years.

And the itch has been increasing for a few weeks.  So – Yes I’m turning a few rocks!

How about you? Do you have a natural rhythm that “itches” after a set amount of time? How do you handle it?

Image Credit – iStock

He blames his staff, treats them badly, moves them to different locations, stalls their vacations and refuses to listen to their feedback.

The truth is:

• He has been an absentee owner that has happily collected profits from the businesses while choosing not to be involved in day-to-day operations.
• He hasn’t trained his employees or empowered them to make decisions.
• He has not been engaged with his customers and doesn’t know what they value.
• He hasn’t been proactive about growing his businesses or even keeping up with his competitors.
• His prices are higher than the competition and his facilities are cramped, cluttered, outdated, and equipped with poor quality equipment and tools.

He can’t see what is obvious to anyone that seeks the services of his company…

HIS behavior is the root cause of the decline in his business.

And as bad as he sounds… He is not alone in his denial.

When human beings in large corporations, communities, countries and families begin to see the impact that neglect has on their lives and work – We are all tempted to look for a quick fix:

• How many times have you listened to a title leader blame others for what is not working?
• How many times have you seen an organization get rid of long-term employees that care deeply about the success of the organization?
• How many times have you seen someone trade in his or her family for a new one?
• How many times have you wished that there really were an EASY button to press?

If you are dealing with a challenge and struggling to figure out what to do about it pause and remember:

[Tweet “A Band-Aid covers the problem but it does not cure it.”]

Solutions aren’t found “out-there” ~ They are discovered after YOU take ownership of your behavior:  

• How are you contributing to the problem that you are facing?
• Are you investing time and energy taking care of what you have?
• Have you changed your behavior, before asking others to change theirs?

The post resonated loudly, because as an employee and as a customer I have wondered…  [Tweet “Do they not know, or do they not care?”]

Over the past 41 days, I’ve asked that question at an increasingly high level…

This summer my husband and I traveled from our expat lives on one side of the world to a dream vacation spot and then traveled some more, to visit family on the other side of the world.  …Which means that we caught a lot of connecting flights.

On the way there – NOT ONE flight left on time.  …But that was MINOR compared to our experiences coming home and our experiences since then.  

Below are just a few of the highlights:

• We paid two excess baggage fees. Cost: $550.00
• Our second connecting flight was cancelled, causing us to miss our third connecting flight. Resulting in a 24-hour layover. Cost: 24 hours of our time.
• When we arrived at our final destination our two excess bags had been cut open and the top half of the contents were removed. Cost: Over $1,900.00 and emotional attachment.  (The items that were taken were a variety of supplies for our expat lives, souvenirs from our recent vacation, and little treasures from previous vacations.)
• Since our arrival we’ve inventoried, created a detailed spreadsheet, tracked down receipts, scanned passports, and repeatedly attempted to communicate through one-sided systems, and poor processes to get reimbursed for even a portion of what we lost. Cost: 30 additional hours of our time and counting…

Our experiences have resulted in an ongoing opportunity to discover specific places where this airline and their partners could improve.

• And even if they don’t care to improve for the benefit of their customers –
• Logic says they should care about opportunities to improve their customer service ratings, their customer retention, and their revenue.

I’ve chosen not to include this airline’s name in the post, because I have not decided yet – if their executives don’t know or don’t care. However…

• Because it’s been almost impossible to reach anyone above a the level of a supervisor
• Because I have not been able to obtain an email address to anyone with any authority, or anyone that has been empowered to use this story to create positive change for their organization
• And because I have not been able to reach the CEO in a private or direct message on Social Media…  I will be Tweeting him when this post is published

If you are in any service industry – I challenge you to read through the details below, and then consider how well your organization would serve your customers in a situation like this.  

 As customers, we don’t expect perfection.

• We know that background checks can’t prevent all future theft.
• We know that people make mistakes, and that processes and systems occasionally fail.
• However, when those things happen we do expect you to make an effort to understand our experience, to own your mistakes, and to make the correction as easy as possible for us. 

 Your actions determine if we seek to do business with your competitors or if we will become your raving fans.

• And yes, we have become raving fans of other companies because their service recovery more than made up for their mistakes.

2.5 Months after we filed our claim, a partner airline resolved our issue with a full refund and two $250.00 travel vouchers.  

(The original airline’s Twitter and G+ account never responded to the post and the CEO never responded to an email, a private LinkedIn message, or to a Twitter post.)