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General
: Ed Muellers Management Style |
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| 1 recommendation | Message 1 of 29 in Discussion |
| (Original Message) | Sent: 9/11/2008 3:05 PM |
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CHAIRMAN ED'S OWN BUZZ WORDS August 6, 2008 �?/SPAN>During the second quarter we continued to make good progress on our strategic imperatives,�?/SPAN> said Edward A. Mueller, chairman and CEO for Qwest. �?/SPAN>Under more challenging conditions in some of our markets, operating results were mixed. Our Business segment�?/SPAN>s performance was solid, particularly within the high-growth strategic product set. This growth was offset by lower revenue contributions from the Mass Markets and Wholesale segments. As we head into the second half of the year, our focus continues on delivering an exceptional customer experience, providing differentiated service offerings, retaining disciplined cost management and generating cash flows to support growth initiatives and provide tangible returns for our shareholders.�?/SPAN> |
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I love this paragraph so much I wish I could some how post it in the call center..this is comcasts motto: One of the big drivers behind the morale change is empowerment. That may not have been a word you heard about on the floor 16 months ago. Do what it takes right now to resolve the issue on the phone; do not let the customer call back. You're the last person that's going to talk to the customer, so fix the issue. In the past, there might have been processes and procedures that maybe got in the way of that. It may be how you apply a credit to a certain situation. The motto here is if you explain your thought process ... then we will back you 100 percent of the time if it supports the customer. Here is qwest motto..NO CREDIT NO CREDIT NO CREDIT..oh yeah and if you really deserve credit and I give it to you I am put on a "watch" list and told I issue too many credits or to much credit..but all of my credits have been audited and they were all warranted..oh but I forgot we are micromanaged and you are threatening to write me up if I issue more credit...we dont have a standard for customer service it is all about the sales or how many times you can call in to finally get someone who works at Qwest and can actually read your bill..also then when you have an issue cause you got slammed by some cssa who needs numbers you have to stay on the line with me until I can fix it..by then I am told to get you off my line my talk time is too high..sorry call back again..better yet when you threaten me you are leaving Qwest to go to Comcast you just don't know how bad I want to tell you it would be the best decision you have made in years!! |
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| | From: dtc | Sent: 10/8/2008 1:31 AM |
ok speaking of management, gee why do you suppose dan yost is going to sioux city on wed?? from what I heard he's gonna meet with EVERY rep on the floor .... that should take all of 5 minutes 'cause that is all we have left in the center 400 to start now 150 sheesh |
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Just an fyi....I would not post anything on here that came from qwest....they can terminate you for it...take your chances. |
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| (1 recommendation so far) | Message 28 of 29 in Discussion |
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I just found this example of why we are failing.... A MODERN PARABLE... A Japanese company ( <st1:City w:st="on">Toyota</st1:City> ) and an American company (Ford) decided to have a canoe race on the <st1:place w:st="on">Missouri River</st1:place> . Both teams practiced long and hard to reach their peak performance before the race.
On the big day, the Japanese won by a mile.
The Americans, very discouraged and depressed, decided to investigate the reason for the crushing defeat. A management team made up of senior management was formed to investigate and recommend appropriate action.
Their conclusion was the Japanese had 8 people rowing and 1 person steering, while the A merican team had 8 people steering and 1 person rowing.
Feeling a deeper study was in order, American management hired a consulting company and paid them a large amount of money for a second opinion.
They advised, of course, that too many people were steering the boat, while not enough people were rowing.
Not sure of how to utilize that information, but wanting to prevent another loss to the Japanese, the rowing team's management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents, and 1 assistant superintendent steering manager.
They also implemented a new performance system that would give the 1 person rowing the boat greater incentive to work harder. It was called the 'Rowing Team Quality First Program,' with meetings, dinners, and free pens for the rower There was discussion of getting new paddles, canoes, and other equipment, extra vacation days for practices and bonuses.
The next year the Japanese won by two miles.
Humiliated, the American management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and canceled all capital investments for new equipment. The money saved was distributed to the Senior Executives as bonuses and the next year's racing team was outsourced to <st1:country-region w:st="on"><st1:place w:st="on">India</st1:place></st1:country-region>
Sadly, The End.
Here's something else to think about: Ford has spent the last thirty years moving all its factories out of the <st1:country-region w:st="on"><st1:place w:st="on">US</st1:place></st1:country-region> , claiming they can't make money paying American wages.
<st1:City w:st="on">TOYOTA</st1:City> has spent the last thirty years building more than a dozen plants inside the <st1:country-region w:st="on"><st1:place w:st="on">US</st1:place></st1:country-region> . The last quarter's results:
<st1:City w:st="on"><st1:place w:st="on">TOYOTA</st1:place></st1:City> makes 4 billion in profits while Ford racked up 9 billion in losses.
Ford folks are still scratching their heads.
IF THIS WEREN'T TRUE, IT MIGHT BE FUNNY.<o:p></o:p> <o:p></o:p> |
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Sorry about the large type,,, |
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