Everything else falls into place when you adopt this frame of mind

It’s true that you don’t become a unicorn by attempting to become a unicorn. Making a $1 billion value your first goal, or worse, making it your exit strategy, isn’t going to get you there. Entrepreneurs are on a quest, not a race to the finish line. Salesman, author, and motivational speaker Hilary “Zig” Ziglar famously quipped, “There is no elevator to success.” In order for you to go to your destination, you must take the stairs.

Success is made possible by the individuals you choose to accompany you on your journey, as well as the way you all support one another as you make your ascent. Money and success take care of itself, and exit should not be discussed. In the long run, the journey itself is more rewarding than the goal.

At Berclain, our first business, we built it one customer at a time, one relationship at a time. In the end, the company was bought out by a publicly traded company that approached us. Taleo, our second company, was also developed from the ground up in the same manner. Before we sold it to Oracle, it went public on the NASDAQ and quickly rose to the top of its industry. Our third company, Coveo, is being built in the same way. Caring is the key to both of their triumphs.

Every business is run by people for people’s sake

Although Coveo is a technological company, it’s more about people than technology to me. When I get out of bed in the morning, I focus on three things: my employees, customers, and shareholders….. And so on and so on.

The welfare of the individual is always given precedence over all other considerations.

Employees who feel valued, respected, and cared for are more likely to succeed in the workplace. They can tell that you care about their well-being and happiness because they see it reflected in your behaviours on a daily basis. They’re ready to put in the effort and time it takes to be their best for your cause. To the extent that you take care of your employees, they will in turn do the same for you and their colleagues (a dynamic detailed in this late-2021 McKinsey & Company article).

After then, the clients begin to trickle in.

Engaged personnel result in pleased consumers. Customers that have a better experience and are more satisfied with their service are more likely to buy from you. You’re in business to provide value to your clients, not to make money. It’s not just the products and services that are vital, but the people behind them that make it all happen. Employees who feel valued by their employers are more likely to be loyal to your business’s patrons.

In the end, stockholders get the rewards.

If you take care of your employees and clients, this will come naturally. There are a number of ways to quantify the impact of caring on an organisation — from sales returns to the higher value provided for customers when people care more, from the money saved by avoiding wasteful turnover to a company’s long-term market worth. If you care about your customers, they will repay you with their attention, ideas, and creativity, which adds up to a lot of money.

In a different way, relationships.

Taleo and Coveo have generated billions of dollars in value by bringing people together, inspiring them to work toward a common goal, and caring about their employees. Developing these connections necessitates an in-depth examination of the types of relationships you establish with employees, the strength of those core relationships, and the manner in which you support them. Everything else flows from these connections. The following are a few of the most important considerations:

An organisation can’t function without its people.

You can’t develop a successful organisation unless your employees are motivated by a common cause, one that is both meaningful to them and to society, and one that goes beyond what the company does every day. With shared aims and beliefs, employees shine the brightest when their work is substantiated by tangible results and truly useful in terms of their impact on the company’s success.

There are hundreds of people around me who I rely on every day. I rely on their expertise, have faith in their abilities, and am eager to learn from them. Not only does my employment require me to consider what people are saying, but it also requires me to look for the truth rather than a “correct” answer. When I bring people together and provide opportunity for them to form strong friendships based on mutual respect and trust, I hope to inspire the same throughout our organisation.

Customers and employees:

There are hundreds of people around me who I rely on every day. I rely on their expertise, have faith in their abilities, and am eager to learn from them. Not only does my employment require me to consider what people are saying, but it also requires me to look for the truth rather than a “correct” answer. When I bring people together and provide opportunity for them to form strong friendships based on mutual respect and trust, I hope to inspire the same throughout our organisation.

Employees + Employees:

Each and every day, you ask your customers to put their resources into your business. Because they value their time, it’s imperative that you do the same and make yourself as useful as possible. Customers are looking for more than just a fantastic product these days; they want to know that you’re paying attention to their needs and that you genuinely care about them. Customers are more likely to return, be willing to pay more, and even try new products and services if they had a positive experience, according to PWC research.

Workers and managers:

The fact that we care about the people that work here is important to us. For their own good, of course. We strive to create new and better ways to care for everyone. Individuals may be struggling in different ways because of their unique backgrounds and personalities during times of crisis. Our company was founded on the principle of caring, therefore these are perfect opportunities for us to demonstrate and reinforce our commitment to health and well-being. Team members must realise that there are business imperatives, but ownership/management recognises that those cannot be achieved unless the people in the organisation are physically and psychologically healthy. Adaptability is part of the problem.

Caring is a state of mind

You don’t do what you do because you care about others. It’s your sole focus. Remember, too, that words are cheap and that showing concern is best accomplished through deeds than than words.

Without profiting from their efforts, we care about them. This is not just out of a sense of duty, but because we feel that giving others the chance to work toward a worthwhile goal is an honour we can all be proud of. It’s hard to do anything on our own if we don’t care for each other and work together to build a broader vision.

In the end, if you have a team of talented individuals working together toward a single goal of delivering value to customers, your innovation rate is likely to be higher than your competitors’. As a bonus, you position your company to grow quicker than your rivals, and shareholder value will follow.

CHECK FOR MORE ARTICLES

Leave a Comment

instagram volgers kopen volgers kopen buy windows 10 pro buy windows 11 pro