Slippage: Sliding From Good to Great
By: Lorna Riley
I once met a
small, 200-employee medical device organization that reported losing
six customers each month due to poor service. After adding employee
turnover, bottlenecks, and a few of the other usual suspects, and
the number quickly grew to 15 million. They wanted to grow by 25%
each year, but had missed this goal by a landslide. I call this
slippage--the amount of profit that organizations lose each year
from performance problems.
Ask any employee and they will tell you that they want to do a good
job, even a great job, but obstacles stand in the way. It may be a
lack of knowledge, or poor communication, or lack of appropriate
leadership. The list is seemingly endless, but not hopeless. The way
from being good to great, or what I call "off-the-chart results," is
Organizations pay for training whether they invest in it or not.
They pay for it in employee turnover, lost sales, lost customers,
lost time, and lost opportunities. For organizations to reach peak
capacity however, the entire system must be diagnosed and treated.
If sales people are provided with the skills they need to sell more,
the impact on customer service must be addressed as well. If
customer service is trained to manage increased sales, managers need
to know their role in motivating, sustaining, and rewarding
performance. Those organizations that rest on their laurels will
soon be replaced by those that do not. Good organizations stick with
training core competencies of each individual against performance
goals. Great organizations examine new connections for synergistic
alliances, and develop skills through training in order to be
Prevent slippage and slide from good to great by providing on-going
Even if you're on the right track, if you sit there too long, you'll
get run over. -- Will Rogers
- Copyright © 2002 by Lorna Riley. All rights reserved.