Why Businesses Shouldn’t Ignore Bad Reviews

By R.Bruce Dalglish of Philadelphia, Pennsylvania

In business, one of the most important factors is to always be mindful of customer feedback. Customer reviews are a type of feedback in which your customers and clients inform you about the quality of work or services you are providing, thereby giving you the information you need to better your product and company. But what if the feedback isn’t positive?

When a negative review appears, the prudent move is to respond to it. Shrugging it off is understandable, especially if the complaints are outlandish or unwarranted, but leaving them unanswered could also bear negative consequences. By failing to acknowledge and address negative reviews, business owners may unwillingly communicate to present and future customers that their satisfaction is not important.

Such negative reviews should not be met with hostility either. Even if the review is harsh or even personal, the practical thing to do is to respond quickly with compassion and understanding. Remember that a customer is allowed to be upset, and it’s your job as a service or product provider to meet their expectations. Sometimes all a disgruntled customer needs is to be heard; so don’t be afraid to apologize if an apology is needed.

Receiving bad reviews is never easy, but if handled well, such feedback can be turned into opportunities to improve and make your business better and stronger than before.

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About the Author

A resident of Philadelphia, Pennsylvania, R. Bruce Dalglish has served as the Chairman and CEO of Alliance Hospice and All Caring Hospice since 2005. In this role, Bruce Dalglish oversees the development and strategic direction of both companies. From 2008 – 2013, Bruce Dalglish served on the Public Policy Committee of the National Hospice and Palliative Care Organization (NHPCO). 

Perk Up: Why You Should Offer Employee Perks

By R. Bruce Dalglish of Philadelphia, Pennsylvania

An important component of corporate culture is the type of benefits you offer your employees.

Perks, which is short for perquisites, are privileges granted to your employees in addition to their salaries and benefits. Traditionally, some perks have included healthcare plans and vacation time, but now companies are creating new perks to offer their employees.

Today, perks have evolved and diversified to include such benefits as complementary lunches, personal trainers and business “free time,” during which employees are allowed to do personalized research and in-house education programs. These incentives may seem outlandish, but they are proven to increase productivity, raise employee happiness, entice attractive new hires, and increase retention.

Perks don’t have to be large and costly to the organization; they can be simple things, such as a coffee maker in the employee lounge, a stocked refrigerator, or reserved parking. These little things can add up to making a big difference in your recruiting process. In other words, having desirable perks may be the ticket to attracting desirable employees.

Follow R. Bruce Dalglish on Twitter, Facebook, LinkedIn, Google+ and YouTube.

About the Author

A resident of Philadelphia, Pennsylvania, R. Bruce Dalglish has served as the Chairman and CEO of Alliance Hospice and All Caring Hospice since 2005. In this role, Bruce Dalglish oversees the development and strategic direction of both companies. From 2008 – 2013, Bruce Dalglish served on the Public Policy Committee of the National Hospice and Palliative Care Organization (NHPCO).  

 

Corporate Culture’s Impact

By R.Bruce Dalglish of Philadelphia, Pennsylvania

A proper corporate culture is instrumental in any business’ long-term success. That is why it’s important to recognize your organization’s own culture and perfect it.

It is not difficult to create a corporate culture of your very own.  Harvard Business Review recently published a new article describing the six components of a great corporate culture. Those components are: 1) A strong mission statement, 2) A clearly articulated set of values, 3) Practices that mirror these values, 4) People who express these values, 5) A unique narrative, or origin story, and 6) An open floor plan.

There are more components besides the ones mentioned above, but those six should provide any business with a solid enough foundation to develop their own corporate culture.

Your corporate culture does not only define how your employees interact with your clients but also how they interact with one another. Remember that every employee is a representation of your business, and if an employee isn’t expressing your values, then they may not be a proper fit for your organization.

Follow R. Bruce Dalglish on Twitter, Facebook, LinkedIn, Google+ and YouTube.

About the Author

A resident of Philadelphia, Pennsylvania, R. Bruce Dalglish has served as the Chairman and CEO of Alliance Hospice and All Caring Hospice since 2005. In this role, Bruce Dalglish oversees the development and strategic direction of both companies. From 2008 – 2013, Bruce Dalglish served on the Public Policy Committee of the National Hospice and Palliative Care Organization (NHPCO).

  

Assembling the Right Team for Your Organization

By R.Bruce Dalglish of Philadelphia, Pennsylvania

Assembling the right team for the job is essential to the success of your organization. This is why special attention must be paid to the way you select and hire your employees.

Besides confirming the essential job qualifications of your candidates, it is important to look at whether the potential employee will be a good fit in your company’s corporate culture. Members of truly great and effective teams work in synergy with each other. This, in turn, requires everyone to be able to communicate freely and share the common vision for the company.

Your job candidate may have all the necessary skills and experience required to do the job, but if he or she does not fit well within your organization’s established cultural norms, you should look elsewhere. Assembling the right team for your company will require you to look beyond resumes and recommendations. Remember, the people you hire today will be essential for moving your organization forward for years to come.

Follow R. Bruce Dalglish on Twitter, Facebook, LinkeIn, Google+ and YouTube.

About the Author

A resident of Philadelphia, Pennsylvania, R. Bruce Dalglish has served as the Chairman and CEO of Alliance Hospice and All Caring Hospice since 2005. In this role, Bruce Dalglish oversees the development and strategic direction of both companies. From 2008 – 2013, Bruce Dalglish served on the Public Policy Committee of the National Hospice and Palliative Care Organization (NHPCO).  

 

Join the Team

By R. Bruce Dalglish of Philadelphia, Pennsylvania

Don’t think of your organization as a company – think of it as a team.

On a sports team, each and every individual has a specific assignment and an important role to play. If one team member is down, the rest of the team will rally to help. The team’s achievements are everyone’s achievements – and that’s how it should be in a company, as well.

A team is a single organism made up of a lot of small, integral parts - and it is the same with a company. Every single team member should understand how the parts work together to make a whole, and, similarly, every team member should be invested in the success of the team. Just as hogging the ball is frowned upon in sports, so should hogging the credit in work.

A team is greater than the sum of its parts. When a team works together, that’s when great things happen. In fact, it is ONLY when a team works together seamlessly that it can achieve its full potential.

When you think of your organization as a team, it helps to unlock that potential so that your company can achieve great things.

Feel free to connect with me on Google+, Facebook, Twitter and LinkedIn.

About the Author

A resident of Philadelphia, Pennsylvania, R. Bruce Dalglish has served as the Chairman and CEO of Alliance Hospice and All Caring Hospice since 2005. In this role, Bruce Dalglish oversees the development and strategic direction of both companies. From 2008 – 2013, Bruce Dalglish served on the Public Policy Committee of the National Hospice and Palliative Care Organization (NHPCO).