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customer who participated in the customer focus conferences has inquired how
they might run a conference for their own customers. And the PDI distributor
network has expressed similar interest.
Although it is difficult to quantify the impact, improving business results
are clearly related to employee and managerial actions. Sales are running
below planned growth, due to the recession in the North American manufac-
turing economy. But operating profit is on or close to plan. Employees are show-
ing evidence of understanding the business realities and are committed to doing
their part to control costs, reduce customer turnover, and win new business.
Going forward, PDI will monitor progress through a variety of measures:
Future Measures for Monitoring Success
• Tracking progress against the baseline data gathered at the beginning of
implementation
• Monitoring employee survey results
• Tracking the adoption of new customer contact behaviors via customer
scorecards
• Following the turnover rate among employees, which is expected to
drop as a result of changed management practices
• Monitoring the rate of customer churn, which is expected to slow as
new customer contact behaviors build stronger ties to customers
• Measuring the new customer win rate, also expected to improve as new
product and service offerings, coupled with differentiating actions and
attitudes, create a more compelling offering
LESSONS RELEARNED
Someone once observed that “experience is recognizing the same mistake when
you make it again.” PDI’s experience with large-scale change has proven again
some familiar truths for managing change. What is noteworthy about PDI’s change
initiative is how it is engaging its people as a source of sustainable competitive
advantage. Market advantage gained through technology, product functionality,

managers as well as their desired one (see Exhibit 15.2). The definitions to each
of the four parts follow:
Mental Model—the culturally accepted understanding of the leader’s role
Motive—the driving force behind the leader’s actions
Manner—the way in which employees are treated
Methods—the overall characterization of the processes or procedures leaders use
5. Leadership culture assessment model and tool adapted from Roger Harrison and
Herb Stokes, Diagnosing Organizational Culture (San Francisco: Jossey-Bass, 1992).
6. Process steps for conducting customer focus conferences:
Preconference
• Launch employee participant nomination process: three to four people from
each of four to five customer contact groups
• Invite local customers to participate
• Prepare local meeting space and related logistics
Conference Design
• Welcome, introductions, and ground rules
• Customer presentations
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• Employee small groups to review their own customer contact behaviors; prepare
presentation to customers
• Dialogue between customers and employees; employees revisit attitudes and
actions and recommend five each
• Lunch
• Employee small groups discuss and report barriers to being more customer
focused
• Employees report actions needed from managers to enhance customer focus
• Employees report on ways to train colleagues in new attitudes and actions and
on how to monitor successful implementation

Counter Sales: Attitudes and Actions
• Attitude: safety first
Demonstrates a safety-first attitude
Advises customers on safe handling of products
Helps load product safely into customer’s vehicle
The store is free from tripping and other safety hazards
• Attitude: “can-do” problem solver
Displays and uses flyers, Solution Guides, and other resources
Probes, listens, understands customer needs, and offers best solution
Demonstrates knowledge of our products and business
Answers questions and explains related products and services
Someone from Praxair has called to see whether all is well after I have made a
significant purchase (for example, a welding machine)
• Attitude: responsive and reliable
Provides accurate and reliable information
Fills orders quickly and accurately
Returns phone calls promptly
Follows up on orders
Stocks items I frequently use
• Attitude: honesty
Tells the truth, does not hide mistakes
Finds out correct answers when not sure
Keeps commitments to get back to customers
• Attitude: professional and positive
Acknowledges customer even when tied up with someone else
Greets customer by name, smiles, makes eye contact
Comes out from behind the counter, shakes hands, and gives name
Treats all customers as though it was their first visit
Keeps store clean and appealing
Helps customers take product to vehicle

wide. Rich and his family reside in Newtown, Connecticut.
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