Traditional Manager Vs. Customer-focused Manager

A traditional manager focuses on current goals. Their time and their energy is preoccupied with a series of probably corporate internally focused objectives – whether this is making a sales target, budget, profitability or some other goal, such as market share. On the other hand a customer-focused manager is led and empowered by a vision. A vision based on quality as well as quantity and results. A vision that inherently has a customer satisfaction measure and a vision that creates a feeling of pride and satisfaction in working in that way.

A traditional manager is largely reactive – making decisions, implementing plans based on the input of those above them, around them or in the external environment. ‘If it ain’t broke, don’t fix it,’ would be a common maxim. Today’s manager is largely proactive – ‘If it’s not broken, break it,’ because it’s going to be broken very soon. Today’s manager doesn’t wait for things to need a reason for change; they change things for the sake of it. Whether this is just simply the office layout, the times people take their lunch, company policies, prices, brochures, and markets – everything else has to be a proactive activity today. If you wait for the market to change you will probably always be one step behind. One step behind what the customers need and want and what your competitors are doing.

A traditional manager will often seek, either directly or indirectly, to limit other people’s participation. Typically, meetings between managers are excluded from input from other people, or they don’t involve other people perhaps as much as they should do – this is never seen as necessary. But today it is essential. Today’s manager has to promote involvement; they need opinions, thoughts, ideas, and feedback from all levels within the organization. The best way of achieving this is by one of two methods. The first is one we could loosely name ‘random communication,’ where just by simply creating the environment where people can mix and mingle, communicate, participate and share, ideas can be distributed. The other way is by doing something slightly more formal, by putting in place a series of waterfalls or communication falls where information and participation flows around the organization.

Traditional managers will probably reward people based on their qualifications or long service. A more customer-focused manager will reward and recognize people based on their ability to enhance customers and deliver excellence. For example, it is not uncommon for managers to regularly single out for some form of payment, or just simple recognition, those people in a customer service team who have gone beyond the normal levels and delivered something extraordinary during their job. Whether it was staying late sorting out a customer problem, coming up with an idea which helped the business move forward, making big improvements in their own work – these are the things that managers reward.

Another thing that has to change if you are going to move forward and lead successfully in a customer-focused organization is that you have to let go of solving problem yourself. One very successful manager who ran a very effective customer service team had a big sign on their wall. You can come in here with any problem at all, so long as you have one idea for a solution.

A traditional manager also sees their role as controlling information. They will keep their staff and other people on a ‘need to know’ basis. This is not how it works. Information should be shared, but not broadcast. A good manager will communicate actively and pro-actively to all concerned. He or she will keep them informed of the information they need to deliver the best possible service to the customer. This means the information is timely, relevant and understood.

Managing in today’s environment, with the pressures of working with ever demanding customers, will invariably result in matters of conflict and disagreement. Rather that patching these over, ignoring them, or letting them sort themselves out, as is perhaps more traditionally done by managers, these should now be sought out and moderated to a successful outcome.

A customer-focused manager ‘walks the talk’. He or she must act congruently and with the same values and honesty that they want their staff to deliver to their customers. That means they keep commitments, it means they under promise and over deliver, and they make everyone of their employees feel special and a valuable member of the team. Nobody just does a job and goes home, there is a purpose, a value and a mission.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit, and my Lectures.


Employee Training vs. Employee Development

Every organization needs to have well-adjusted, trained, and experienced people to perform the activities that must be done. As jobs in today’s dynamic organizations have become more complex, the importance of employee education has increased. When jobs were simple, easy to learn, and influenced to only a small degree by technological changes, there was little need for employees to upgrade or alter their skills. But that situation rarely exists today. Instead, rapid job changes are occuring, requiring employee skills to be transfomed and frequently updated. In organizations, this takes place through what we call employee training.

 Training is a learning experience in that it seeks a relatively permanent change in an individual that will improve the ability to perform on the job. We typically say training can involve the changing of skills, knowledge, attitudes, or behavior. It may mean changing what employees know, how they work, their attitudes toward their work, or their interaction with their coworkers or supervisor.

 Although employee training and employee development are similar in the methods used to affect learning, their time frames differ. Training is more present-day oriented; its focus is on individuals’ current jobs, enhancing those specific skills and abilities to immediately perform their jobs.

 Employee development, on the other hand, generally focuses on future jobs in the organization. As your job and career progress, new skills and abilities will be required. As you are groomed for positions of greater responsibility, employee development efforts can help prepare you for that day.

 Irrespective of whether we are involved in employee training or employee development, the same outcome is requirewd. That is, we are attempting to help individuals learn. Learning is critical to everyone’s success, and it’s something that will be with us throughout our working lives. But learning for learning’s sake does not happen in a vacuum. Rather, it is a function of several events that occur, with the responsibility for learning being a shared experience between the teacher and the learner.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit, Line of Sight