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Creating happy customers with happy employees!

A happy employee is likely to be more productive and more creative. When an organization provides an environment conducive to freedom of expression, it gives employees a sense of ownership and empowerment. This factor alone can be the difference between an employee and a happy employee.
Recent research shows that 70% of buying experiences are based on how the customers feel they are being treated! So, it is no surprise that satisfying customers significantly impacts whether or not they choose to do business with you again.

Most organizations are understandably customer-centric and feel that a happy customer is the key to success. However, it is also important to understand that happy and motivated employees are the catalyst to ensuring customer delight. A secret to happy, engaged employees is treating them like individuals, nurturing their growth and enabling autonomy to be creative, take initiatives, and generally be free to be great at their jobs. The Manager-Employee Relationship is key to building a dynamic, happy sales organization. One of the most common reasons employees fall short of their objectives or even leave their organizations is the result of poor management.

Some common mistakes leaders make today:

1. Constantly prioritizing business development and closing deals ahead of employee development and well-being
2. Spending too much time monitoring and collecting data instead of focusing on developing sales teams
3. Demanding quantity over quality
4. Forgetting to focus on leading by example and creating role models
5. Being too transactional

So how do we build trust amongst employees?

Be a Role model

As a team authority, a manager should ideally provide a combination of operational knowledge and leadership. Set an example of success by leading from the front rather than just being an advisor. This means providing real solutions to the various team, customer, product and management issues that regularly crop up. Remember that honesty is the best policy. In the end, trust is the cornerstone of team building — employees may not like what you have to say, but they will appreciate your honesty.

Inter Personal Skills

What makes your employees tick? As their leader, you understand each employee’s motivation and constraints. Good interpersonal relationships can get things done faster and more effectively. Provide support after successes and failures. A solid balance between professional leadership and personal understanding between employees and managers is the recipe for success.

Be Accessible and Communicate openly

Have an open door policy. If employees feel comfortable coming to you with new ideas, concerns or complaints, it’s then easier to establish strong working relationships. Inaccessible management fosters frustration amongst employees; an unhappy employee creates more unhappiness not only in the work place but also amongst customers. Transparent communications, clear expectations and honest feedback helps in developing trust and confidence.


Include employees in important decision-making whenever possible. When employees work together to create policy, set organizational goals, choose the tools they need to work and make other important decisions, they feel valued and important to the organization. In other words, empower your employees.

Be Fair & Resolve Conflicts

As a leader, it is important to treat all your employees fairly. Biases are detrimental to managers’ ability to generate trust among teams and to lead. Similarly, addressing and dealing with conflict is essential to a manager’s ability to manage. As a good leader, proactively resolve conflicts swiftly and fairly.

Finally, it is important to note that great service and customer satisfaction are best delivered by satisfied and happy employees. Therefore, as a leader, your priorities should be clear!

About the author

Raj Kumar Sharma is Arkadin's Vice President of Sales for Arkadin India, heading Sales Operations for the country. He is responsible for the strategy and implementation of sales policy for Arkadin India in addition to ensuring over-achievement of revenue. Raj is a seasoned sales and business professional with more than 30 years of experience under his belt, including Sales management, coordination of Large Enterprise business development, complex bids & special projects. Raj is also versed in the management of business alliances, strategic planning & team leadership across a spectrum of verticals, specifically client and partner loyalty. With a post graduate degree in Science and a Doctorate in Management, Raj is highly entrepreneurial and a self-starter, passionate about team building, motivating and getting the best out of the teams.

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