Expert interview with Larry Hochman
Part 1
Posted on November 13, 2007 - Filed Under CSA - Celebrity Speakers, Expert Interviews |
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1. You were selected as “The European Business Speaker of the Year” and your portfolio counts nearly 400 speeches. What is the source of your inspiration for all these speeches: could it be the experience of the ten years you spent at British Airways, where you held the position of Director of Customer Service?
My inspiration for speeches everywhere in the world (in 2006 I did speeches on every continent) is a deeply held belief in a future that is positive. Even though I am often identified as a futurist, I never try to predict the future. What I try to do is to prepare people for the future by identifying trends already underway that I believe will impact both their businesses and their careers. Individuals can then decide what personal actions are necessary to build the foundations for success. We live in truly remarkable times of unlimited opportunity for many. People must open their eyes and minds and as Leonardo Da Vinci once said, “Know How To See”. I hope that my speeches help people better understand the world they live in and therefore are better able to take advantage of every opportunity in the unique globalised world where we all now reside.
2. How could companies build strong customer relationships that last a lifetime? How could an organization create a long-term relationship with his customers? Is there a special recipe to achieve success or does it depend on the company or a top management team?
In the kind of world we live in today, commercial success is indeed impossible without the building of customer relationships to last a lifetime. This, in fact, is more important now than ever before. Customers, everywhere, have more information and more choice which gives them more power and more control than anyone ever imagined would ever be possible. This is the most profound commercial reality of the so called “Information Age”. The key element that must be present in order to build a strong relationship of any kind is TRUST. This is true in both personal and professional relationships. Perhaps the single most important question to be asked of the very best customers of all businesses, when conducting research of any kind, is the following one: “Do you trust us and if not, why not?”. Having this information, feeding it back into the organisation and responding accordingly, will give you a true picture of what must be done to better retain your most important customers and therefore be a profitable enterprise in the future..
3. We are living in times of radical change all around the world due to the innovations in technology, due to new talented people organizations are struggling to attract. Could you develop a little bit the concept of ‘global leadership’ in the context of the globalization process that many have been discussing for some time now?
We live in world where all the rules are changing, with the key features being globalisation driven by new technologies. Boundaries, barriers and bureaucracies are falling everywhere and things are on the move like never before; people are on the move, goods and service are on the move, ideas are on the move and of course capital is on the move. A successful global leader in today’s world must have, more than anything else, the vision to see and the courage to act. It is impossible to lead successfully without a vision of what it is you are trying to inspire people to accomplish, and what are the issues and trends that must be contended with along the way. Vision alone, however, is not enough. The courage to take concrete action, and the ability to inspire confidence in others to take actions of their own, is of equal importance. Every leader should ask themselves occasionally the following question: What is the last courageous decision I have made? Leaders must also be responsible for helping to create an environment where people can realise their full potential, with more individuals therefore contributing fully to the success and growth of the organisation.
end of part 1
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