Podcasts, podcasts everywhere. But how do you choose what to listen to?
With so many (too many?) podcasts to pick from, there can be an element of overwhelm.
However, when I saw the company featured in this podcast from Concious Leaders, I had to give it a listen.
This interview, hosted by Ruth Farenga, is with John Timpson, chairman of Timpson’s. In it, he candidly shared his ups and downs, experience of saying goodbye to the wrong people (which he terms as a positive thing), examples of upside-down management (a phrase the business has owned ), and his focus on extra, great service – and enabling that at all costs.
I’ve been a big fan of Timpson’s for many years – you’ll probably know them for being the uber-helpful cobblers and watch fixers adorning many a supermarket entrance (2000+ stores).
More that that, they have an interesting upside-down structure (“Upside Down Management applies to everyone at Timpson. We all have the authority to find the best way to do our jobs.“), hire many people who need a second chance (including former prisoners) and do a lot of good in the business world. Give CEO, and John’s son, James a follow on Twitter for a taste of what I am talking about.
A few takeaways from listening to this pod:
The concept of *everything* being supportive of the frontline customer service role, facilitating good discussions, not enforcing policy and rules, more empowering and enabling the people that matter to focus on their customer-facing jobs.
Specifically, John spoke about the two things he wants from all of his team, which now numbers into thousands: 1) look the part and 2) put money in the till. Everything else is not important. He empowers his frontline teams, but is not rigorous or enforcing strict policy, enabling autonomy and high level of personal service. It is up to that person to decide how to speak to and deal with each customer in a personal and personable way.
The reminder that you cannot teach someone everything. Sometimes, you have to cut ties and realise they are not the right person for you. Not a bad thing.
The emotional intelligence of the area managers is key. They are empowering their team by taking on the burden of responsibility for all, even shielding the crucial customer service role from incoming, or internal, phone calls. They should be ready to serve at all times, not working about answering the phone. John calls his area manages the ‘social workers’.
Linked to this is the empathy – be kind and good to people and they will stick around/support/become great advocates. For example, giving people time off for financial, grief, bereavement, or other life challenge reasons is kind at its heart. Showing there are more important things than work.
I’ll stop there, but really recommend you give the podcast a listen. Link below:
https://www.consciousleaders.org.uk/podcast
Thanks, Ruth!