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The Happiness Quotient is defined and measured based on meeting people's wants, needs and desires, which may or may not tickle their emotional sides 24/7....


Those who question the thesis in earlier comments are correct: We cannot, nor should we try to, control people's emotions. That is not what The Happiness Quotient is about. It is also not about satisfying customers or employees, which I believe results in mediocrity.
Instead, it is about first understanding what motivates and inspires people to become loyal to a brand, and then using that information to build an internal and external culture of brand advocates who believe in and strive to always exceed human expectations.
To be successful, we must build from the inside/out, which requires a carefully structured strategic plan that is flexible, with measurable goals, with input from every department, and wherein every employee is held accountable for achieving the goals.
Raising The Happiness Quotient of our employees and customers starts at the beginning of our business:
1. The Business Plan and the business's core values are based on The Happiness Quotient and long-term revenue success, not short-term.
2. The business's core purpose must reflect something other than making money.
3. The annual Strategic Plan recognizes that employees at every level must participate in building the plan; they must be responsible and accountable for achieving the plan; and the goals must be measured in terms of exceeding employee and customer wants, needs and desires (The Happiness Quotient). In other words, the goals must be progressive, not about Wall Street, but always about Main Street. Evidence supports the fact that companies that operate in this way usually exceed the median expectations of Wall Street.
4. From the beginning, every hire must be focused on building a culture true to the business's core values.
5. Every business decision must be filtered through the core values.
6. Every employee must receive ongoing brand and values training.
7. Every employee must receive ongoing and honest internal communications--the good and the bad must be shared.
8. Every employee must receive encouragement and have access to a structure that enables risk-taking and innovation.
9. Every employee must be held responsible and accountable for both internal and external marketing and brand building.
10. Employees and customers must be honored, recognized and rewarded for suggestions, ideas and innovations that make the company better.
At the end of the day, it is always about the "who" not the "what." It is about people, not revenues. When it is, the revenues will come.

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ABOUT THE AUTHOR

Lewis Green, Founder and Managing Principal of L&G Business Solutions, LLC, (https://www.l-gsolutions.com) brings three decades of business management experience. L&G Business Solutions, LLC, represents his third company. Additionally, he held management positions with GTE Discovery Publications, Puget Sound Energy and Starbucks Coffee Company.

In addition to his business experiences, Lewis is a published author and a former journalist, sports writer and travel writer. His feature articles have appeared in books, magazines and newspapers throughout North America. He has taught in public schools; lobbied for organizations both in state capitols and in Washington, D.C.; delivered workshops, seminars, and training programs; and made presentations to audiences in colleges, businesses and professional organizations. Lewis also has served as a book editor with a large publisher, the Executive Editor overseeing four magazines, and a newspaper department editor. Lewis served eight years in the U.S. Air Force, where he received the Air Force Commendation Medal.