Utility Sector

Masters in Minds understands utility companies' unique challenges and supports utility companies in enhancing CX, upskilling customer contact personnel, and training front-facing staff to deliver the best possible customer experience.

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inner-banner Utility Sector

Our Solutions & Services

At the core of our approach is a deep understanding of the utility industry's intricacies and the critical role that customer experience plays in shaping perceptions and driving customer loyalty. We recognise that utility companies operate in highly regulated environments with diverse customer bases, vulnerable customers, evolving expectations, and the cost-of-living crisis. Therefore, we work closely with utility companies to develop and support strategies aligning with their business objectives and customer needs.

 

One fundamental way ... Read More

Some Examples of Our 'How'

Management 3.0

Management 3.0

Our Management 3.0 training is designed to equip managers with modern methodologies that prioritise ...
Customer Journeys

Customer Journeys

Our Customer Journey uncovering workshops delve deep into understanding client experiences, mapping ...
Leadership 3.0

Leadership 3.0

Our programme equips leaders with the skills, insights, and tools needed to ...
Performance Improvements

Performance Improvements

We deliver performance improvements by reducing cost-to-serve and elevating CSAT and NPS scores. ...
Tone of Voice Scripts

Tone of Voice Scripts

With meticulous expertise, we craft customer-centric communication that resonates across ...
Best Practice Call Library

Best Practice Call Library

Our team leverages our collective experience to curate best-practice call centre libraries, ...
CX Audits

CX Audits

Our CX audits evaluate the overall customer experience across touchpoints. They assess factors like ...

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Creating a Customer First, Last & Always Culture

Furthermore, we recognise the importance of empowering front-facing staff, such as field technicians and service personnel, to deliver exceptional customer experiences in every interaction. Our training programmes focus on equipping these employees with the technical expertise, communication skills, and customer-centric mindset needed to provide proactive and high-quality service. Whether proactively communicating service updates, addressing customer concerns on-site, or educating customers on energy-saving initiatives, our training empowers front-facing staff to be ambassadors of customer satisfaction.

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Other Services & Products

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Training Courses / Programmes

Through our comprehensive training solutions, we foster growth, cultivate excellence, and drive measurable results.

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MiM Digital

MiM Digital empowers organisations to unlock their full potential and achieve their goals using our digital people platforms

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Organisational Audits

Our comprehensive audit services are designed to provide organisations with valuable insights and actionable recommendations

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Feature Insights

Culture

April 29, 2024

73% say their C-Suite rarely, if ever work together on projects or strategic initiatives.
 
The world of work is facing dramatic change driven by technology, demographic shifts, and the evolving expectations of talent. Most recently, we have also witnessed a profound shift in the mindset of organisations, and the role they are expected to play within wider society.
 
Senior leaders can’t afford to work in silos in today’s complex, dynamic environment. The goal is to act as a symphony of experts playing in harmony—instead of a cacophony of experts who sound great alone, but not together. Consciously creating their strategies, aligning their goals and objectives, prioritising, implementing, and ensuring the culture is enabling and engaging.

The global survey of more than 11,000 business and HR leaders across 124 countries, reveals 10 areas for businesses to focus on to better organise, manage, develop, and align people at work. (Deloitte)

   The symphonic c-suite.
   People data.
   From careers to experiences.
   Well-being.
   Hyper-connected workplace.
   New rewards.
   Citizenship and social-impact.
   AI, robotics, and automation.
   The longevity dividend.
   The workforce ecosystem.

 
Previously Deloittes’ 2016 ‘Global Human Capital Trends 2016: The New Organisation: Different by Design, led with a very telling statistic:

 

“82% of leaders say they believe that ‘culture’ is a competitive advantage, yet fewer than 1 in 3 executives say they understand their own organisational culture”.

Think about that for a moment… whatever it turns out this mysterious substance called ‘culture’ is…eight out of ten people say it’s a competitive advantage, to be grasped or missed…but seven out of ten don’t know what it looks like, sounds like, or feels like. What chance of grasping that competitive advantage? How do you address the newly defined 10 focus areas if you don’t know your starting point?

 

Leadership models are changing, as organisations dismantle the classic management pyramid, we are now in the dawning of the ‘symphonic c-suite’. ‘Teams leading Teams’. End of the Silo. Technology and business disruption are fuelling the demand for a “new organisation”. Social enterprise. Catering to the employee experience is a top priority for business and HR leaders. Experience and well-being v career.

So: leadership, organisation design and capability, technology, and how people ‘feel’ are important. What else do we know? What is the ‘culture’ stuff? Before the 2018, 2016 research – the 2015 report gave us a good insight:

‘Organisations that create a culture defined by meaningful work, deep employee engagement, job and organisational fit, and strong leadership are outperforming their peers and will likely beat their competition in attracting top talent’.

How do we create meaningful work? How do we engage people? How does a C-suite be a symphony? How do we create experiences vs careers? Where do we place well-being in the priorities?

Here’s a thought for you: We need to get real…culture is the way we do things around here. Get a handle on your baseline.

Culture is tangible and measurable. It is not just something that is printed on a card and distributed to staff, turned into posters, molded into a coaster, branded into a coffee mug, or used to decorate the front of a t-shirt…yes, that’s been tried…as has singing the company song. This is all good stuff for the suppliers who make this stuff, and maybe even for the local choirmaster, and it’ll keep a few souls busy in the marketing and people department (departments are no longer required. Remember, teams leading teams)…none of the above creates the culture. Why not?

 
Because whether you are a member of the 30% who thinks they understand their culture, or whether you are one of the puzzled and curious 70% that don’t…your people will believe what you do, not what you say. If you are a leader that’s how you create and reinforce your culture on a daily basis, whether you are consciously attempting to do so, or are blissfully unaware of how important you are.

 

Culture is how we think and do things around here – a behavioural expression of the things we value, a procedural expression, a structural expression…a leadership expression. You can’t lie about it…because actions speak louder than words. The more senior you are, the more your own actions and decisions are scrutinised and measured against what you say you’re about.

 

Your organisational culture, whether you like it or not, understand it or not, will reflect you.

Culture is an outcome.

PS : Culture is not soft.
The Evidence, the excellent report from Engage for Success, states that companies with engagement scores in the top quartile have twice the net profit of those in the bottom quartile. This stat is being quoted but is it being acted upon across a wide enough community of organisations?

Culture is a living thing, being shaped all the time, whether actively or passively – consciously or unconsciously.

Repeat – Culture is an outcome.

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Change Management

April 26, 2024

Why do organisations fail at change?

According to John Kotter, 70%-85% of all projects and programs that require people to adapt to new ways fail. Once an organisation makes a change, many organisations boomerang back to what the business used to be.

There could be numerous reasons for the failure; however, the most pivotal ones are the lack of senior team alignment, communication, poor implementation and no change management capability. The leadership requirements of leading a transformation differ from a generic senior leadership role. Business transformations are effectively remodelling and maintaining the new model, which many senior leaders do not have the experience and practical skills to deliver.

Why do organisations fail at change?

Leadership is arguably the most frequent reason why organisational change fails. Most problems within a given change programme are solved, caused or prevented by the skill of the change leaders in charge. However, leaders are not trained effectively to be skilful change leaders; change leadership development is lacking and must become prioritised. Leaders cannot operate change programmes like they run their organisations as they are too different.

However, leaders deserve support, knowledge, and encouragement to implement change. Once leaders have the training they need to be successful, they can implement the mechanisms to help embed new habits that will become consistent and widespread.

Are your leaders equipped to change your organisation?

If they are not, arrange a call with us. We can ensure your leaders are ready for tomorrow’s changes.

 

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Culture

April 26, 2024

Implementing Diversity and Inclusion

The world is complex and interconnected by globalisation, diversity, and technological advance. Diversity in the business is about more than gender, race, and ethnicity – it now includes employees with diverse education, socioeconomic, political beliefs, religions, cultures, and disabilities. Now, more than ever, there is an overwhelming business case for diversity and inclusion in the workforce. Businesses are discovering that they are flourishing by promoting a diverse and inclusive workforce. 

Workplace inclusion is when people feel valued and accepted in their team and in the wider organisation, without having to conform. A workplace can be very diverse; however, without inclusion, companies may fail to leverage their diverse talent pool, incorporate various perspectives, and involve different approaches, which may result in failure to maximise their success. 

The 2015 McKinsey report, ‘Why Diversity Matters,’ found that businesses with higher levels of diversity outperform businesses by up to 15%. By hiring a diverse range of people, an organisation is allowing itself the prospect to uncover more creative solutions and welcome an increasingly diverse customer/client base. However, to unlock this prospect, diversity must be conjoined with inclusion; employees must feel that their contributions are valued and respected. 

Workplace conflict is inevitable, especially in diverse environments where opinions, ideas, and statements can be misunderstood. Today’s leaders must understand that their diverse workforces have different ways of thinking and must adapt to these differences. If leaders are accustomed to working with like-minded employees with similar backgrounds, then they will be set in their ways of communication. Communication in leadership is vital – if a leader does not pay attention to cultural differences, then the leader’s communication style can disrupt efficient collaboration. Leaders must be informed and understand the diverse range of colleagues by being good listeners and having the skill set to uncover hidden talents and place them in situations that benefit the employee and organisation. If leaders do not adapt, there will be a prevention of inclusion.  

A diverse workforce is progressive. However, leaders must make that workforce inclusive to ensure that the diverse workforce is collaborating positively and progression is encouraged for each employee regardless of background. Leaders will benefit from developing an organisational culture aligned with a diversity and inclusion policy that encourages employee engagement. Building teams purposefully leads to healthy conflict that enables greater agility through change.  

The workforce has changed massively. Many external factors have increased the pressure on businesses to make their workforce inclusive. Leaders may want to have constructive conversations with the intention of learning. Gone are the days when leaders avoided ‘uncomfortable’ conversations at work – in the past, leaders often told their employees to leave their thoughts and opinions at home. With the rise of social and political issues, that is becoming increasingly impossible. Leaders may benefit from preparing for conversations with their employees to understand and squash any negative perceptions to create an inclusive environment that supports diverse teams and encourages and mediates tough conversations around highly charged social issues. Leaders that exhibit a readiness to listen to different points of view, not to let someone else win, but to distinguish whether this person’s disagreement can be considered aligned with their organisation. 

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Mindset, Attitudes and Behaviuors

April 26, 2024

Using Workplace Conflict to your Advantage

Relationships in the workplace affect the culture as well as the overall quality of work. Conflict in the workplace, and between colleagues, can be inevitable – workplace conflict can transpire across a vast range of behaviour: harassment, bullying, a difference in opinion, and dissatisfaction.   

To a certain extent, conflict is useful as it highlights underlying issues – conflict allows a path for constructive and innovative methods to develop an organisation. However, if a conflict is not addressed at the earliest opportunity, then it can become a serious issue. CIPD published a report, in 2020, called ‘Managing Conflict in the Modern Workplace.’ (CIPD, 2020) The report highlights the destructiveness of unresolved conflict on an individual’s mental health, and on an organisation’s productivity. The standard procedure of managing conflict, in the workplace, is mostly textbook – there is a formal procedure that includes paperwork. The process can feel technical, interrogative, and intimidating.  

Organisations typically have a People Manager or an HR team to combat work conflict. However, there needs to be a focus on creating a work culture where conflict is resolved promptly – there must be an appreciation for the colleagues who are courageous enough to speak out. Rather than having a focus on the procedure of conflict, there needs to be an emphasis on the resolution of conflict. To accomplish this, organisations should teach their colleagues how to raise complaints through discrete channels. Furthermore, management makes a significant difference to an organisation. If managers implement conflict training for their employees then the training will encourage openness to bringing problems to management. 

Therefore, organisations would benefit immensely if conflict training was encouraged. Training employees on how to raise conflict with positive intentions may ensure they are skilled to communicate for good outcomes and encourage a cooperative and open discussion in the workplace, which will contribute to a positive, productive workforce.  

 

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Ignite your organisation's potential with Masters in Minds! Our expert consultants are ready to help you enhance efficiency, boost growth, and create a thriving workplace culture. With cutting-edge tools like Mindset Indicator Monitor, MiMLaaS, and Johari360, we offer tailored solutions to meet your unique needs. Whether you're looking to improve employee engagement, streamline operations, or develop leadership skills, we're here to support you every step of the way. Don't wait—reach out today and discover how we can transform your business. Chat with us now and start your journey to success!