Culture Eats Stategy For Lunch

Survey in a Box

RESOURCES

Wall Street Bonuses Equate to Moral Bankruptcy, NY Times Article

As executive bonus announcements are made, the consequences of this deception and betrayal will be felt throughout organizations – employees, customers and shareholders.

The Next Generation of Employee Engagement – EE 2.0©

Data gathered from the 1970’s to mid 1990’s about what “engages” employees and the key characteristics of a great place to work.

Why The Emotional Engagement of Patients Always Trump HCAHPS®

The debate is over and HCAHPS is now a reality in healthcare. Learn what leading healthcare organizations are doing to position themselves as “world class” for patient and employee satisfaction.

Ritz-Carlton: Breaking the Rules of Engagement

The Ritz-Carlton Hotel Company highlights The Coffman Organization’s role in helping establish Key Service Values that have led to their organization’s strong culture.

THE REPORT

Wall Steet Bonuses Equate to Moral Bankruptcy

Curt Coffman by Curt Coffman

As executive bonus announcements are made, the consequences of this deception and betrayal will be felt throughout organizations – employees, customers and shareholders. One micro (yet compelling) example is the fact that on average an employee works 5.4 hours in an 8 hour day, but during times of change, confusion and perceived inequity, that drops to 45 minutes.

Our Saving Graces: The Manager and the Customer

Kathie Sorensen by Kathie Sorensen

No, it’s not the sea gulls from Finding Nemo- but the latest in self-centered leadership from executive compensation committees and their beneficiaries.
Their actions have threatened to steal our hope.

Tell Me Why, Not How!

Kathie Sorensen by Kathie Sorensen

It’s common knowledge that the essence of patient loyalty is emotional commitment. Once on that track, we come to the inevitable discussion of how to create it.

Want Vs Not Want

Kathie Sorensen by Kathie Sorensen

Each year, The Coffman Organization receives hundreds of messages from organizations who are embarking on yet another “Service Initiative”. Our dialogue typically begins, with an exhausting diatribe about what they don’t want within their unique culture. Though well-intentioned, these initiatives are, more often than not, based on preventing weakness within the organization—not leveraging its natural strengths. Unfortunately, this dialogue and approach is commonplace in organizations everywhere.