In the previous chapter I told you that I was going to explain how it can be done to increase the value of the employee and the value of the company mutually, but the truth is I am not going to do that at this moment because what I am
Continuing with the ideas expressed in the previous chapter and the concept of XRM that I proposed to you, in which we focused in the needs and points of view of stakeholders, specifically those of the employees, my experience up to the date in different companies, and what I have
As I have been mentioning before in previous chapters of this diary, particularly where I spoke to you about the change from the CRM to the XRM, there is a fundamental concept which I defend from the role of Chief Happiness Officer and can be summarized in this title’s phrase: “Forget about
Starting a project, like the one Felipe and I envisioned, in a company where these ideas hadn’t been discussed at any time has the same difficulties as when you meet a friend or colleague and tell him/her that you are working as a Chief Happiness Officer… everyone tells you Chief
As I said in the previous chapter of my diary, it is true that there are many organizations that want to transform their teams and improve, however, they don’t understand that the company has to evolve and transform itself at the same time, so that after a specific action or
As I told you at the end of the first chapter of my diary as Chief Happiness Officer, it’s true that seven years after that first email, where it was proposed to change the way we worked with the people and the talent of the organization, things changed radically. However, seven
First Chapter: How did I get here? I come from being an executive with 10 years of experience, focused on getting results, reading leadership books, very focused on sales, customer experience and management … Does this sound familiar to you? But, after that period of working and learning, the company
© 2020 – Luis Gil
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