Product Description

FOLLOW THIS PATH is a ten-step programme for making your company more profitable by understanding that both employees and customers are people with emotional and psychological needs and wants. People are not rational utility-maximizers acting on perfect information, as in economic theory. Rather, as both customer and employee, they want to form economic relationships - like any other kind of relationship - that are based on trust and emotional connection. If they succeed in forming such relationships, they engage (a key word in the book, and a central theme) with an organization, and will ultimately prove more profitable to it. The authors draw on years of Gallup surveys to detail the Q12 - the 12 factors that encourage employees to become engaged with the organization, and the CE11 - the 11 factors that lead to Customer Engagement. In each case, they show how engagement leads to profitability, and back up their claims with lots of statistics based on Gallup findings.

Product Details

• Amazon Sales Rank: #603019 in Books
• Published on: 2003-02-06
• Original language: English
• Binding: Hardcover
• 304 pages

From the Publisher
Tells business leaders and managers how to achieve sustainable growth and profits in an environment of intense competition.

About the Author
Curt Coffman is the co-author of New York Times bestseller, First, Break All the Rules. He is also the Global Practice Leader of Q12 Management, within Gallup. Gabriel Gonzalez-Molina is an economist and Gallup speaker and consultant.

Customer Reviews

The Road to Be Taken
Coffman and Gonzalez-Molina not only challenge but indeed obliterate much conventional wisdom about organizational growth and individual development. Those inclined to challenge them would be well-advised to consider the basis of their assertions: "Ten million customers and over two hundred thousand managers were surveyed. More than three million employees were interviewed from 1995 through 2001. Additionally, more than two million talent-fit/role-success reviews were tallied. More than 300, 000 business units, in hundreds of organizations worldwide, took part in the study....All major industries, from fast-food chains to physicians' groups, were represented. A wide variety of job types was included, as were all kinds of customers. Industry and organizations of all sizes were integrated....Employees from different types of organizations were measured in terms of their talent, engagement, and outcomes."

What about customers? "Similarly, customer data included purchase information: Volume, dollar amounts spent, repurchase intentions and behavior, brand ratings, product evaluations, opinions, and other complementary patterns of attitudes and behavior were all covered in detail." Who wants to step forward to challenge the validity of Coffman and Gonzalez-Molina's assertions? Not I.

The subtitle of this book, "How the World's Greatest Organizations Drive Growth by Unleashing Human Potential," is somewhat misleading. In fact, according to Coffman and Gonzalez-Molina, cultures -- not organizations -- unleash human potential which, in turn, drives organizations. More specifically, emotion-driven, highly engaged employees ("associates" at Wal-Mart and J.C. Penney) continuously nourish and thereby sustain profitable relationships with (yes) emotion-driven, highly-engaged customers. Contrary to conventional wisdom, "Superior performance is not the exclusive product of the rational mind. no matter how appealing it is to business to believe this is so. Talent does intelligence one better, because it combines and utilizes the full circuitry (rational and emotional) of the brain's neural connections in the endless pursuit of productive outcome."

What about knowledge and skills? Coffman and Gonzalez-Molina duly acknowledge that they are required by quality performance. However, "In essence, talent and engagement are emotionally driven. In tough economic times, talent and emotional engagement are the only natural competitive advantages." Emotional engagement is thus the "fuel" that drives the most productive employees (approximately 20% of any workforce) and the most profitable customers. Coffman and Gonzalez-Molina seem almost surprised by the fact that there is an unlimited supply. "The most amazing thing about it is that it never runs out."

The word "path" in this book's title refers to a sequence of "steps" to be taken:

1. Acknowledge the role that emotion plays in driving business outcomes.

Comment: Keep in mind that emotions can be either positive (e.g. appreciation) or negative (e.g. resentment).

2. Acknowledge that all employees possess innate talents that can be emotionally engaged.

Comment: Workers generally do best what they enjoy doing most.

3. Understand that unique talent combinations lead to increased profits and growth.

Comment: Because needs change, different talents may be needed and in different combinations.

4. Understand and appreciate the power of the Q12 and accept what it can do for an organization.

Comment: Coffman and Gonzalez-Molina focus on the Q12 in Chapter 4 and explain how to manage the Q12 in Chapter 5.

5. Understand what it means to manage to develop and sustain engaged employees.

6. Understand the economic implications of engaged, not-engaged, and actively disengaged employees.

7. Acknowledge the role which emotions play in customer engagement.

8. Understand the eleven indicators of customer engagement and how they will impact on your brand, product, or organization.

9. Accept what managing to enhance and sustain customer engagement means.

10. Understand the economic implications of fully engaged, engaged, not-engaged, and actively disengaged customers.

NOTE: The chapter in which this step is examined, Chapter 10 ("Emotional Economics, Part 2") develops in much greater depth the material provided in Chapter 6, "Emotional Economics, Part 1."

Coffman and Gonzalez-Molina devote a separate chapter to each of the ten steps of The Gallup Path, explaining precisely how it can enable any organization (regardless of size or nature) to "drive growth by unleashing human potential." Taking each of these steps will fail, however, unless and until when doing so supervisors REALLY DO understand (a) that talent drives performance and supervisors are totally committed to engaging the talent of every employee, (b) that emotionally engaged employees are invariably the most productive employees, and finally (c) that emotionally engaged customers "always come back for more" and thus are the bedrock of any organization's sustainable profitably.

In their concluding remarks, Coffman and Gonzalez-Molina observe that "It's time to see your world in a different way." In fact, by the end of this book, they have urged their reader to see the world in dozens of different ways. It is important to supervisors to know that, once embarked on The Gallup Path, they will be guided and informed by Coffman and Gonzalez-Molina every step of the way.

Those who share my high regard for this book are urged to check out First, Break All the Rules which Coffman co-authored with Marcus Buckingham. Also, Hammer's The Agenda: What Every Business Must Do to Dominate the Decade; Bossidy and Charan's Execution: the Discipline of Getting Things Done; O'Toole's Leading Change: The Argument for Value-Based Leadership; Collins' Good to Great: Why Some Companies Make the Leap and Others Don't; and Connors and Smith's The Oz Principle: Getting Results Through Individual & Organizational Accountability.