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\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\nWhen implementing culture, strategy and unique customer experiences, I often use habits as an important element to get employees and managers to stop and take stock.
\nWhat are our good and bad habits?
\nHow do they support – or hinder – our goals and ambitions?
\nSome habits are guaranteed to be good, but we’re rarely conscious of them, and then it’s almost luck that we succeed.
\nThe bad habits, well, they are bad and rarely lead to anything good.
\nWe need to convert them into good ones, or remove them completely. <\/p>\n
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In the development we are in the middle of, which will only get stronger, I fully agree that we must become better at stopping, taking stock and deciding what needs to be learned, unlearned and relearned – also when it comes to habits – in order to be one of the winners of the future.<\/p>\n
Today I had the pleasure of facilitating a workshop where we talked a lot about habits.
\nThe organization must be supported to give customers even better customer experiences and we used the habits to find 3 very specific focus points for the coming period.
\nAn exciting process where we discussed, created new insights and shared knowledge like rarely before.
\nA process that makes it very clear where we need to take action to strengthen the level of competence and where we have our strengths. <\/p>\n
Now comes the hard part of the process – sticking to the new good habits and keeping the everyday monster at bay!<\/p>\n