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Posted by Bruce Hendrick on Wed, Jan 14, 2015 @ 13:01 PM

In Part 1 and Part 2 of this series, we shared RBB’s cultural behaviors that lead to customer, business, and individual success. Every employee is obliged to act according to these standards.

In Part 1 we discussed how we treat customers. Part 2 laid out the personal conduct side of things. As we wrap up the series in Part 3, we zero-in on a few key behaviors for how we work together.

We respect those who believe that we are being too prescriptive – and even a bit condescending for adults – by detailing such things. After all, the argument goes, anyone worth keeping behaves this way.

But our view is simple: by knowing what leads to success as a business and individually, we take much of the stressful guesswork out of the equation. Each of us becomes free to focus our very best on the job at hand: to satisfy customers. 

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Employee families' financial well-being depends on a strong and healthy RBB, both now and in the future. This occasionally requires that short term sacrifice be made to secure the best chance of success down the road. We understand the need for these tradeoffs. We guard the assets of RBB as if they were our own.  

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Priorities change over time, depending on the shifting opportunities and threats to the business. As new company objectives, directions, and game plans emerge we get on board quickly. Getting on board includes asking tough, challenging questions to maximize our chance of success.  

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Diversity in all its forms is a prized strength. We are at our best when we are ourselves, provided that we all behave according to RBB standards. 

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Conflicts naturally arise due to the pressures of the work environment and the multiple objectives we must achieve. We resolve our conflicts with respect, face-to-face, and in private. We do not wait for the other person to approach us first.   

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Our process is perfectly designed to give us the results we are getting. When mistakes happen, we investigate the cause and improve our process to prevent recurrence. We assume our coworkers’ best intentions. 

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We enjoy our time at work by looking for the humor in our midst. While doing so we avoid sarcastic and otherwise potentially offensive remarks.

If your company’s culture has reached a plateau, it may well be worth your time to examine the behavioral standards that everyone in the organization should meet. You might be amazed at the new heights of awareness and mutual accountability that such standards promote!

Topics: Small Batch Electronics, Customer Service, About RBB

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