Addressing Negative Customer Experiences

If our front line workers are not influencing up, we have a continuous improvement problem. The best ideas and insights come from those who are on the front lines of the business therefore their valuable perspectives MUST be heard. Most companies still have a hierarchal structure which means that front-line workers are tasked with influencing up! Simply put, this means communicating effectively with their managers to gain their support or persuade them to see things from their perspective. In a rigid hierarchical structure, this can be difficult as front line workers can have limited direct access to senior leaders and may have to pass their ideas or concerns through multiple layers of management before they reach the top. All this 'red tape' and associated delays can frustrate people to the point that they just stop trying. We also see (unfortunately) that hierarchies can create power differentials between managers and their direct reports. Managers with unchecked power and ego can create a work environment where employees feel intimidated and fearful. If any of this resonates with you, you may be interested in knowing that there are numerous ways to turn this around. Lean thinking helps a lot here! 💡 If restricted communication is the problem- simply make it a priority to spend more time with people (by going to the Gemba, facilitating daily huddles, holding Kaizen events, organizing regular town hall meetings or hosting Q&A sessions with senior leaders, where employees at all levels can directly voice their ideas and concerns. 💡 If power dynamics is an issues, why not try something like reverse mentoring: Pair senior leaders with junior staff in mentoring relationships where the junior employees share insights and feedback. This can help flatten perceived power imbalances and promote mutual respect. Leadership training is also vital in reducing these issues. 💡 If there are cultural barriers, work on promoting a culture of openness: Actively foster a workplace culture that encourages questioning and exploring ideas. Visual boards can collect people's ideas for further exploration. 💡 If psychological safety seems low, train and coach all leaders to develop psychological safety in their teams. Create team agreements between leaders and teams that clearly conveys behaviours that are out and behaviours that are in (like raising concerns and suggest improvements). 💡 If slow decision-making is an issues, streamline approval processes: simplify the decision-making process by reducing unnecessary steps and empowering more employees to make decisions at their level. Keep trying until you find ways to hear front-line workers voices loud and clear to the point that they are informing continuous change and improvements every day for better decisions and a more inclusive workplace. #lean #leanthinking #continuousimprovement #employeeengagement #inclusion #frontlineworkers #leadership

Last week, I had the privilege of facilitating a three-day leadership training for all the managers and directors of a local government agency. The day our training began, I received heartbreaking news: a family friend had died by suicide as a result of a workplace issue. The tragedy was a gut-wrenching reminder that what happens inside our organizations—and inside our people—matters deeply. It reinforced why I begin almost every leadership training with the foundation of the Step into Your Moxie® Vocal Empowerment System: developing a strong Inner Voice. When leaders don’t understand or tend to their own inner dialogue—or the voices that dominate their team members’ internal narratives—employee engagement, performance, and well-being suffer. Sometimes, the consequences are far worse. So, in this training, we lingered longer than usual on self-talk. We explored: What voices hold the mic in your head, especially during uncomfortable moments? How does that internal chatter show up in communication and leadership with team members? What do you think the people you lead say to themselves, especially when they make a mistake, receive feedback, or feel overwhelmed? And then we got practical. When we transitioned into a module on coaching direct reports through a performance improvement plan, we began with empathy mapping. Because we had spent time building intrapersonal awareness, participants were able to go deeper, to look past surface-level behaviors and identify fears, assumptions, and narratives driving their employees’ actions. We talked about how to do this in the real world, especially during 1-on-1s and more formal coaching moments. We talked about how to take these insights into everyday leadership. Participants identified the importance of: -Beginning 1-on-1s with a genuine check-in—asking how people are really doing, and gently probing when someone’s initial answer feels surface-level. -Shifting from “How do I fix this?” to “Where does this person need support?”—and staying open to the idea that what people most need may not be more training or resources, but to feel seen and heard. -Removing isolation and building trust—by creating consistent space for honest dialogue, leaders reduce stigma and strengthen the foundation for positive mental health at work. When leaders prioritize presence over perfection—and connection over correction—they help rewrite the internal narratives that so often go unchecked. This is how we create cultures where people not only perform better, but also feel safer, stronger, and more human at work. Because sometimes, the most powerful leadership skill we have is helping someone shift the voice that says they’re not enough or that they’re alone as they navigate tough times.

Check the Top Level When Facing Issues in an Organization When an organization experiences recurring problems—poor performance, low employee engagement, declining customer satisfaction, missed targets, communication breakdowns, or a toxic work environment—the natural tendency is often to blame frontline employees or middle managers. However, sustainable organizational improvement begins by examining leadership at the top. Every organization is a reflection of its leadership. Culture, priorities, values, behaviors, and performance standards are largely shaped by those who occupy top-level positions. Employees generally do not wake up and decide to create organizational problems. More often, they operate within systems, structures, and cultures established by leadership. When these systems are unclear, inconsistent, or ineffective, employees struggle regardless of their individual abilities. Why Leaders Become Organizational Bottlenecks 1. Unclear Vision and Direction When senior leaders fail to communicate a clear vision, employees become confused about priorities. Departments begin moving in different directions, creating inefficiency and conflict. Without strategic clarity, even talented employees may waste time working on activities that do not contribute to organizational goals. 2. Slow Decision-Making Many organizations suffer because leaders centralize too many decisions. The organization becomes dependent on a small group of leaders who cannot possibly respond quickly enough to every situation. Effective leaders empower others rather than becoming the sole source of authority. 3. Poor Communication Communication problems rarely originate at the bottom. If employees are confused, it is often because communication channels are ineffective. Leaders may assume information has been understood when it has not. Top leaders set the tone for transparency and communication throughout the organization. Creating a Healthy Leadership Culture 1. Establish Clear Direction People need clarity. When everyone understands the destination, alignment improves significantly. 2. Empower Decision-Making Leaders should delegate authority appropriately. Empowerment increases organizational agility. - Respond faster - Feel more engaged - Develop leadership skills - Generate innovative solutions 3. Listen to Frontline Employees Frontline employees often see problems long before senior leaders do. Listening creates trust and helps leaders identify emerging problems before they become crises. - Customer issues - Process inefficiencies - Operational risks - Improvement opportunities 4. Lead by Example Employees pay attention to actions more than words. Create cultures where those same values flourish. - Accountability - Respect - Integrity - Transparency When facing organizational challenges, the first question should not be, "What are employees doing wrong?" but rather, "What can leadership do better?" PT Arita Prima Indonesia Tbk

Empower Your Team — Don’t Chop Them Off at the Knees In leadership, your words and actions either build people up or break them down. There’s no neutral ground. Too often, well-meaning leaders unintentionally disempower their teams — micromanaging, dismissing ideas, or correcting in ways that feel more like criticism than coaching. The result? A team that’s hesitant, disengaged, and afraid to take initiative. But empowered teams? They’re confident, creative, and committed. They take ownership, solve problems, and grow — because they feel trusted and supported. Here’s how top leaders empower instead of undermine: 🔹 Coach, Don’t Control Give guidance, not orders. Ask, “What do you think is the best approach?” instead of “Here’s what you need to do.” 🔹 Praise Progress, Not Just Perfection Celebrate effort and learning. Recognition fuels motivation far more than correction. 🔹 Create Psychological Safety Make it safe to speak up, ask questions, and make mistakes. Innovation thrives in environments where people aren’t afraid to fail. 🔹 Delegate with Trust Don’t just assign tasks — give ownership. Let your team lead projects and make decisions. Trust is the ultimate motivator. 🔹 Give Feedback That Builds Instead of “You messed this up,” try “Here’s what I noticed — let’s talk about how we can improve together.” 🔹 Listen Deeply Empowerment starts with understanding. Ask your team what they need to succeed — and really listen. 🔹 Model Growth Show your own learning journey. When leaders are vulnerable and open to feedback, teams follow suit. Empowerment isn’t soft — it’s strategic. It's messy too. It’s how you build resilient, high-performing teams that thrive under pressure and grow through challenge. #Leadership #TeamEmpowerment #ExecutiveCoaching #PattyDeDominic #BusinessCulture #PsychologicalSafety #GrowthMindset #LinkedInLearning

When pressure rises, perspective shrinks. In challenging environments, it’s easy for problems to grow louder than people. Deadlines tighten. Expectations climb. Small issues feel like existential threats. And before we know it… We’re managing problems instead of leading people. But the best leaders I’ve seen do something different. They rise above the noise. They pause long enough to ask: 👉 Is this the real issue—or just the loudest one? 👉 Am I seeing my people clearly—or through the lens of pressure? Because here’s the truth: Problems don’t build momentum—people do. And momentum comes from how we respond in the moments that feel most chaotic. So, what does great leadership look like in these moments? 1️⃣ Step back to see clearly Not every problem deserves equal weight. Great leaders create space to separate signal from noise—and focus energy where it actually matters. 2️⃣ Step in with empathy Pressure reveals people—it doesn’t define them. When you meet your team with understanding instead of frustration, you unlock their willingness to engage, not retreat. 3️⃣ Elevate, don’t dictate Instead of solving every issue yourself, ask better questions: ❓ What are we missing? ❓ What would great look like here? ❓ What’s one step forward we can take today? Empowered teams don’t just fix problems—they build confidence and capability along the way. 4️⃣ Build forward, not just fix backward It’s easy to fall into a cycle of constant repair. Real momentum comes from pairing problem-solving with progress: 👉 What are we building right now that makes future problems smaller? In my experience, culture isn’t tested when things are easy. It’s revealed—and shaped—when things are hard. And the leaders who create lasting momentum are the ones who can hold both truths at once: ✅ Yes, there are real challenges ✅ And yes, our people are capable of overcoming them If you want to accelerate performance—start by elevating your people. Because when people feel seen, supported, and trusted… They don’t just solve problems. They create momentum that outlasts them. Curious—what’s one way you’ve seen leaders turn pressure into progress for their team? 👇 Let’s learn from each other. #culturematters #associationleadership #peopleoverproblems ASAE: The Center for Association Leadership NAIFA

When Front Desk Staff Can't Resolve Complaints: A Missed Opportunity in Luxury Hotels I was working with a luxury hotel when I witnessed something that left me both astonished and deeply concerned. A guest had a complaint. It wasn’t a huge issue – a simple room service mistake – but the guest was frustrated. The receptionist tried to help, but wasn’t authorized to do anything about it. The receptionist had to call the manager to get approval to offer a simple solution, which took precious minutes. By the time the problem was resolved, the guest was already feeling neglected. I’ve seen this too many times across different properties. And I’ve often asked myself: why is it that in luxury hotels, where service excellence should be the benchmark, front desk staff are often restricted from solving problems on the spot? Here's the thing: Guests at luxury hotels expect immediate solutions. When there's a problem, they don’t want to wait for approval from someone else. They want a resolution NOW. Whether it's an issue with their room, a special request, or a simple mistake, the last thing they want is to hear that the person at the front desk has to ask a manager to make a decision. What I’ve seen in top-tier hotels – and something I’ve encouraged others to implement – is empowering front desk staff to make immediate decisions. For example, at the The Ritz-Carlton Hotel Company, L.L.C.-Carlton, every employee, from the front desk to housekeeping, can spend up to $2,000 on a guest without needing approval. Yes, $2,000, just like that. This not only expedites service, but it also builds trust and respect between employees and guests. The power to act swiftly is a core part of the Ritz-Carlton's service philosophy, and it’s one of the reasons they are world-renowned for excellence. But why should this be reserved for only a few luxury brands? Why not empower your front desk staff to resolve issues in real-time, based on clear guidelines and limits? Imagine the difference it would make if your team was trusted to act on the spot without waiting for management approval. Not only would it speed up problem resolution, but it would also build a culture of ownership, where each employee feels they have a personal stake in the guest’s experience. Here's the key takeaway: Luxury hotels must have clear, structured procedures that empower their staff to handle guest concerns efficiently while still keeping the hotel's standards intact. This isn’t just about empowerment; it’s about creating an environment where service excellence is the baseline, not the exception. So, I ask you, General Managers and Hotel Leaders: how are you empowering your front desk staff to handle complaints or requests in real-time? Do they have the freedom to make decisions, or do they have to escalate every issue? Let’s talk about how we can implement these strategies in your hotel to improve guest experience, streamline operations, and boost employee satisfaction. #LuxuryHotel

In my humble opinion, company outings or team-building activities won't fix bad company culture issue if they don't address the root problems. Ignoring the real issues only leads to worsen work environment. So if you're serious about fixing and improving company culture, here are nine steps you might want to implement: 1. 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝗖𝗼𝗿𝗲 𝗜𝘀𝘀𝘂𝗲𝘀 Start by understanding the underlying problems affecting your team. Use anonymous surveys to gather honest feedback. Without this insight, any activity is just a temporary fix. 2. 𝗢𝗽𝗲𝗻 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 Foster an environment where employees feel safe to speak up. Transparent communication builds trust and uncovers hidden issues that need attention. 3. 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗜𝗻𝘃𝗼𝗹𝘃𝗲𝗺𝗲𝗻𝘁 Leaders need to be actively involved in driving culture change. Their behavior sets the tone for the entire organization, so it's crucial they lead by example. 4. 𝗖𝗼𝗻𝘁𝗶��𝘂𝗼𝘂𝘀 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 Implement a system for regular feedback. This helps you identify ongoing issues and address them promptly before they escalate. 5. 𝗔𝗹𝗶𝗴𝗻 𝗩𝗮𝗹𝘂𝗲𝘀 Ensure that your company values align with daily operations. Values should be more than just words on a wall—they should be reflected in every action and decision. 6. 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 𝗮𝗻𝗱 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 Invest in training programs that promote the behaviors you want to see. Continuous learning not only improves skills but also fosters a positive culture. 7. 𝗥𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲 𝗮𝗻𝗱 𝗥𝗲𝘄𝗮𝗿𝗱 Acknowledge and reward behaviors that align with your company values. Recognition motivates employees and reinforces a positive culture. 8. 𝗘𝗺𝗽𝗼𝘄𝗲𝗿 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 Give your team the autonomy to make decisions. Empowerment leads to increased engagement, innovation, and job satisfaction. 9. 𝗠𝗼𝗻𝗶𝘁𝗼𝗿 𝗣𝗿𝗼𝗴𝗿𝗲𝘀𝘀 Regularly assess your company culture and make necessary adjustments. Remember, culture change is an ongoing process, not a one-time event. Addressing the root causes of cultural issues isn't easy, but it's essential for creating a healthy, productive work environment. Quick fixes like outings or team-building activities might boost morale temporarily, but without tackling the underlying problems, the positive effects won't last. Investing time and effort into these steps can lead to meaningful and lasting improvements for both your employees and your organization 👌

“What problem do you want to help solve?” It’s a deceptively simple question — and one of the most powerful unlocks I’ve found in coaching and developing talent. Too often, when I’m talking with partners about their growth or how they can achieve differentiated impact (relative to their peers…), they get stuck. They tend to ask: ➡️ “What should I be working on?” ➡️ “What project should I lead?” ➡️ “What’s going to stand out?” And I get it. Especially in big, fast-moving organizations, it’s easy to feel like all the “important work” is already spoken for. But when we shift the focus from projects to problems, the fog starts to lift. 💬 “What problem do you want to help solve?” That single question has opened up more creativity, energy, and purpose than any performance framework I’ve ever seen. Because problems are everywhere — and not all of them have owners yet. Maybe it’s: • A broken process that frustrates your peers or hiring managers • A pattern in the data that’s gone uninvestigated • A pain point in the candidate experience that needs attention • A disconnect between strategy and execution • A culture or engagement issue that no one has quite put words to yet When you empower someone to look for the problem — not wait for the assignment — you help them develop the muscle of curiosity, agency, and strategic thinking. And suddenly, they’re no longer asking for permission to lead — they’re doing the work that makes a difference and gets recognized and rewarded. This mindset shift isn’t just for early in career folks either. Even more senior leaders can benefit from moving away from “what’s my next job?” toward “what problem is mine to solve right now?” So the next time someone on your team feels stuck, uninspired, or unsure of how to grow, try this: Stop asking what they want to be known for, and start asking what they want to help fix. #Leadership #Coaching #Development #ProblemSolving

The best leaders don’t just give orders—they leverage their team’s strengths to solve problems together. This reduces the cognitive load at the top and spreads it across the organization, making it more efficient and creative. People want to feel useful, valued, and heard. When you tap into what they’re great at and let them shape improvements, they take ownership—and that’s when real change happens. The Problem: People Feel Stuck & Frustrated When employees hit friction in their work, they often don’t speak up—because they think nothing will change. This leads to frustration, disengagement, and inefficiency. Meanwhile, leaders try to fix things from the top down without fully understanding the problem—wasting time, money, and energy on solutions that don’t stick. The Solution: Leverage Strengths, Not Just Systems Instead of dictating change, bring your team into the process. Find out where they feel stuck, and help smooth out the friction. Here’s how: 1️⃣ Listen First 🔹 Hold working sessions, not just meetings—ask employees what’s slowing them down. 🔹 Gather feedback from the front lines—they see the problems leadership often misses. 2️⃣ Identify Superpowers 🔹 What unique skills or perspectives does each person bring? 🔹 Who naturally spots inefficiencies? Who excels at problem-solving? 3️⃣ Empower People to Own Solutions 🔹 Instead of handing them an answer, ask: “How would you fix this?” 🔹 Encourage experimentation—small tests lead to big improvements. 4️⃣ Support & Iterate 🔹 When friction appears, help smooth it out—don’t let people stay stuck. 🔹 Recognize what’s working and adjust what’s not—this keeps momentum going. People don’t want to be told what to do—they want to contribute to meaningful change. When you tap into their strengths and let them help shape solutions, they don’t just accept improvements—they own them. How do you leverage your team’s superpowers?