Mike Hohnen

and my brain shut off i can't really explain what happened everything just went fuzzy and wobbly and i was disoriented and i it was it was i wouldn't wish that on anybody and the short story is i spent a year trying to getting out of that because once you've you've done that you and that's just so let this be a warning to anybody when you start And I started, it took me a year to get out of it.

and my brain shut off i can't really explain what happened everything just went fuzzy and wobbly and i was disoriented and i it was it was i wouldn't wish that on anybody and the short story is i spent a year trying to getting out of that because once you've you've done that you and that's just so let this be a warning to anybody when you start And I started, it took me a year to get out of it.

And during that first period, it was so bad, I couldn't cross the street on my own because my brain was not capable of calculating, you know, the cars coming or not. Are they faster? Is there a space? That's actually a piece of complicated arithmetic our brain performs. And mine just wouldn't do it. It was just, can't do that. And so one really has to, and that was the lesson for me.

And during that first period, it was so bad, I couldn't cross the street on my own because my brain was not capable of calculating, you know, the cars coming or not. Are they faster? Is there a space? That's actually a piece of complicated arithmetic our brain performs. And mine just wouldn't do it. It was just, can't do that. And so one really has to, and that was the lesson for me.

What are the warning signs? What was it that, you know, that started telling you, body pains or headaches or whatever, that you were pressing this pedal a little bit hard, too hard. And I think that is so important because once it hits you, then it's no joke anymore. I mean, anybody who's been there will know what I'm talking about. I don't wish that for anybody. It's really, really tough.

What are the warning signs? What was it that, you know, that started telling you, body pains or headaches or whatever, that you were pressing this pedal a little bit hard, too hard. And I think that is so important because once it hits you, then it's no joke anymore. I mean, anybody who's been there will know what I'm talking about. I don't wish that for anybody. It's really, really tough.

This is where I become a broken record player, you know, because Johnny described a hotel visit that wasn't extremely successful. So coming back to the sort of overall framework here, everybody wants customer loyalty. Everybody drives for the, is super interested in their NPS score and all of this good stuff. But few people actually really take the time to reflect on the fact.

This is where I become a broken record player, you know, because Johnny described a hotel visit that wasn't extremely successful. So coming back to the sort of overall framework here, everybody wants customer loyalty. Everybody drives for the, is super interested in their NPS score and all of this good stuff. But few people actually really take the time to reflect on the fact.

So in the services industry, I don't know anything about production, but in the services industries, what is the primary driver of NPS? It's employee engagement. Employee engagement drives your NPS because there is no loyalty in basic satisfaction. Just delivering the right product at the right specification at the right price exactly as on spec and all the rest of it, that gives you 3.5%.

So in the services industry, I don't know anything about production, but in the services industries, what is the primary driver of NPS? It's employee engagement. Employee engagement drives your NPS because there is no loyalty in basic satisfaction. Just delivering the right product at the right specification at the right price exactly as on spec and all the rest of it, that gives you 3.5%.

It's on a scale of 1 to 5. It's a 3.5. It's okay. And there's no loyalty in that. So we tend to over-focus on this product specification and improving the product. But we forget that in order to get from basic satisfaction to fantastic loyalty and enthusiasm, it requires...

It's on a scale of 1 to 5. It's a 3.5. It's okay. And there's no loyalty in that. So we tend to over-focus on this product specification and improving the product. But we forget that in order to get from basic satisfaction to fantastic loyalty and enthusiasm, it requires...

employee engagement and then we need to ask us and when we look at the engagement figures we all know them from gallup and all the rest of them we know them from all the companies it's a huge headache across the board in general terms most places and engagement levels are very low so i think you can can sardines in portugal and not be particularly engaged in your job but in the services industry

employee engagement and then we need to ask us and when we look at the engagement figures we all know them from gallup and all the rest of them we know them from all the companies it's a huge headache across the board in general terms most places and engagement levels are very low so i think you can can sardines in portugal and not be particularly engaged in your job but in the services industry

From the customer perspective, there is a world of difference between being served by somebody who has a job and somebody who is actually engaged. It's just two different worlds. There's no comparison. So we don't spend enough time asking ourselves, so what is it? How do we actually get to that point? What is it that drives that engagement? How do we get to there?

From the customer perspective, there is a world of difference between being served by somebody who has a job and somebody who is actually engaged. It's just two different worlds. There's no comparison. So we don't spend enough time asking ourselves, so what is it? How do we actually get to that point? What is it that drives that engagement? How do we get to there?

And then we get back to my story about the polarities because if you think about it, there is a polarity which we could call tasks versus relationships. The to-do list, all the things we want to do versus spending time building relationships with people, connecting, all of that stuff. And if we lift that polarity 500 feet up, essentially that polarity is also called management versus leadership.

And then we get back to my story about the polarities because if you think about it, there is a polarity which we could call tasks versus relationships. The to-do list, all the things we want to do versus spending time building relationships with people, connecting, all of that stuff. And if we lift that polarity 500 feet up, essentially that polarity is also called management versus leadership.

The key problem that we face out there is that the system has a bias towards task orientation. The whole system that we all sort of subscribe to in the sense that We all live in these pyramids. There's somebody on top of us and somebody below us.

The key problem that we face out there is that the system has a bias towards task orientation. The whole system that we all sort of subscribe to in the sense that We all live in these pyramids. There's somebody on top of us and somebody below us.