Mike Hohnen

You're always, this is good. This is going to, this is, it's there every bloody day, day in and day out. You're faced with this.

You're always, this is good. This is going to, this is, it's there every bloody day, day in and day out. You're faced with this.

and so it's not a problem to be solved it's a polarity to be managed understanding when do you do what when do you put your foot down and resist and when do you insist on taking time to do something else or whatever it is but you need to do that and if you do that you will also see how much more successful you end up being because you get a completely different output from the next level below you so they support you but you have to have the guts to actually believe that

and so it's not a problem to be solved it's a polarity to be managed understanding when do you do what when do you put your foot down and resist and when do you insist on taking time to do something else or whatever it is but you need to do that and if you do that you will also see how much more successful you end up being because you get a completely different output from the next level below you so they support you but you have to have the guts to actually believe that

The first thing is, I don't ever think in employee satisfaction. Employee satisfaction is not an interesting concept in this context, because I can easily have people who are satisfied with their jobs, but not being particularly engaged. That doesn't help me. So I can provide really nice jobs or decent salaries, work conditions. I can do all of that stuff.

The first thing is, I don't ever think in employee satisfaction. Employee satisfaction is not an interesting concept in this context, because I can easily have people who are satisfied with their jobs, but not being particularly engaged. That doesn't help me. So I can provide really nice jobs or decent salaries, work conditions. I can do all of that stuff.

And I can tick off all the little boxes over on the management side and see I'm doing that really well. And I will get employee satisfaction. But I don't get any engagement. And so if we go back to the first thing, the NPS, if we try and analyze, so what is it that drives, what is it that moves the needle in NPS from being reasonably satisfied to being

And I can tick off all the little boxes over on the management side and see I'm doing that really well. And I will get employee satisfaction. But I don't get any engagement. And so if we go back to the first thing, the NPS, if we try and analyze, so what is it that drives, what is it that moves the needle in NPS from being reasonably satisfied to being

a key promoter in that sense it's not the product it's not the basic spec because we're already we've already established if you deliver on spec you get a 3.5 so what is it that needs to be added to your delivery your way of doing it in order to move the needle it's an emotional component

a key promoter in that sense it's not the product it's not the basic spec because we're already we've already established if you deliver on spec you get a 3.5 so what is it that needs to be added to your delivery your way of doing it in order to move the needle it's an emotional component

It's an emotional component in the sense that there's somebody in that team, that service team, that manages to connect with you in some way that touches you, that makes you feel seen, that makes you valued as a customer, solves the problem for your little dog. Whatever it is that they do, they do something that triggers something in you.

It's an emotional component in the sense that there's somebody in that team, that service team, that manages to connect with you in some way that touches you, that makes you feel seen, that makes you valued as a customer, solves the problem for your little dog. Whatever it is that they do, they do something that triggers something in you.

It's a feeling they trigger in you where you feel, oh, that was really sweet. Okay? So what does it take? to move the needle from basic employee satisfaction to engagement. It's exactly the same mechanism. I can get decent, reasonable employee satisfaction if I tick off all the boxes, I deliver on spec, I do what I'm supposed to do.

It's a feeling they trigger in you where you feel, oh, that was really sweet. Okay? So what does it take? to move the needle from basic employee satisfaction to engagement. It's exactly the same mechanism. I can get decent, reasonable employee satisfaction if I tick off all the boxes, I deliver on spec, I do what I'm supposed to do.

But if I want to move the needle, I have to make sure that that employee feels an emotional connection with this job and with me. And the tons of research to support this, that relationship that we're talking about is with your immediate boss. We join companies and we leave managers. It's the relationship with your immediate supervisor, which determines 90% of your mental health of the work.

But if I want to move the needle, I have to make sure that that employee feels an emotional connection with this job and with me. And the tons of research to support this, that relationship that we're talking about is with your immediate boss. We join companies and we leave managers. It's the relationship with your immediate supervisor, which determines 90% of your mental health of the work.

And so it's that relationship and it's a relationship. It's not a to-do list thing. It's a relationship. So you need to start thinking about, so what is it that constitutes a relationship? When does something become a relationship? When do I start thinking, This Matt guy that contacted me, he's actually an interesting and fun guy. Well, he starts taking an interest in me. He asks me questions.

And so it's that relationship and it's a relationship. It's not a to-do list thing. It's a relationship. So you need to start thinking about, so what is it that constitutes a relationship? When does something become a relationship? When do I start thinking, This Matt guy that contacted me, he's actually an interesting and fun guy. Well, he starts taking an interest in me. He asks me questions.

So what do you do, Mike? And tell me a little bit more. And John said you were doing something. And so when we take an interest in somebody else, it becomes the first step in a relationship. Think of anybody that has become a decent relationship. It starts off with a conversation where that other person actually shows an interest in you. We're pretty primitive.

So what do you do, Mike? And tell me a little bit more. And John said you were doing something. And so when we take an interest in somebody else, it becomes the first step in a relationship. Think of anybody that has become a decent relationship. It starts off with a conversation where that other person actually shows an interest in you. We're pretty primitive.