{"id":258824,"date":"2026-07-13T16:31:52","date_gmt":"2026-07-13T13:31:52","guid":{"rendered":"https:\/\/1kitap1.com\/en\/discovering-the-soul-of-service-leonard-l-berry-1\/"},"modified":"2026-07-13T16:31:52","modified_gmt":"2026-07-13T13:31:52","slug":"discovering-the-soul-of-service-leonard-l-berry-1","status":"publish","type":"post","link":"https:\/\/1kitap1.com\/en\/discovering-the-soul-of-service-leonard-l-berry-1\/","title":{"rendered":"Discovering The Soul Of Service – LEONARD L BERRY (1)"},"content":{"rendered":"
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In the corridors of Chick-fil-A\u2019s Atlanta headquarters or in its restaurants across the country, employees and operators speak warmly about \u201cTruett.\u201d Dana Commercial Credit\u2019s Ed Shultz hosts \u201cLunch with Ed\u201d sessions to give small groups of Dana people the opportunity to question him about the company\u2019s strategy\u2014or about how to prepare mushroom soup (Shultz is a gourmet cook). A management trainee can walk into any executive\u2019s office at Enterprise Rent-A-Car\u2019s St. Louis headquarters, which is what branch manager Scott McDonald did when he was a trainee: \u201cI went to St. Louis and walked right up to Andy\u2019s office.\u201d<\/p>\n

A group of Midwest Express flight attendants were asked about the high level of trust in the organization. The answer was: \u201cIt comes from knowing people in management like Tim personally. The personal relationship is a lot better than a signature on a piece of paper. We know that Tim is genuinely a good person and would never do anything for the sake of business that violated his beliefs.\u201d<\/p>\n

Adds Frank Brenner, who started at Midwest Express as a ramp agent: \u201cWhen the president of the company shakes your hand on your first day and says, \u2018Hey, you\u2019re working for the best now\u2019\u2014WOW! I\u2019ve never experienced anything like that before.\u201d Family Honor The sample companies encourage organizational trust by believing in members of the organization. They create trust by trusting. Just as families do not expect members to cheat, neither do high-trust companies expect employees to do so. Some employees may indeed cheat but this is considered an aberration that does not require management looking over all employees\u2019 shoulders.<\/p>\n

Miller SQA factory employees do not use time clocks. They are automatically paid for 40 hours a week. When they miss work, they record the missed time in the computer. Each year employees are granted 24 hours for personal time such as medical appointments. Additional hours are deducted from the employee\u2019s bank. The calculations are done on the honor system. Jennifer Grassano, a sales coach and bedding consultant for Dial-A- Mattress, works out of her home part of the week.<\/p>\n

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More Praise for Discovering the Soul of Service \u201cAnother Len Berry classic that every service company executive should read. This book definitely will be on the reading list for the Chapters team.\u201d \u2014Lawrence N. Stevenson, President and Chief Executive Officer, Chapters, Inc. \u201cLen Berry gets it. Customers count. Insightful lessons from a real student of business.\u201d<\/p>\n

\u2014L. Daniel Jorndt, Chief Executive Officer, Walgreen Company \u201cA road map for overcoming the maladies of complacency, overconfidence, and arrogance that often accompany success. In addition, it?s a great read.\u201d \u2014James L. Heskett, UPS Foundation Professor of Business Administration Emeritus, Harvard Business School \u201cThis well-written book demonstrates Berry\u2019s passion for service excellence. I\u2019ve closely followed his pioneering work, and this is his best book!\u201d \u2014Stephen W. Brown, Edward M. Carson Chair in Services Marketing, Arizona State University \u201cDemonstrates compellingly that the nine drivers of excellence can be implemented across a wide variety of businesses.\u201d<\/p>\n

\u2014Philip S. Orsino, President and Chief Executive Officer, Premdor, Inc. \u201cA refreshing and insightful view of service, particularly the emphasis on humane values and their vital importance to achieving excellence in service companies.\u201d \u2014Denise Ilitch, Vice Chairwoman, Little Caesar Enterprises, Inc. OTHER BOOKS BY LEONARD L. BERRY ON GREAT SERVICE: A FRAMEWORK FOR ACTION MARKETING SERVICES: COMPETING THROUGH QUALITY DELIVERING QUALITY SERVICE: BALANCING CUSTOMER PERCEPTIONS AND EXPECTATIONS SERVICE QUALITY: A PROFIT STRATEGY FOR FINANCIAL INSTITUTIONS BANKERS WHO SELL: IMPROVING SELLING EFFECTIVENESS IN BANKING MARKETING FINANCIAL SERVICES: A STRATEGIC VISION BANKING TOMORROW: MANAGING MARKETS THROUGH PLANNING MARKETING FOR BANKERS THE FREE PRESS A Division of Simon & Schuster Inc.<\/p>\n

1230 Avenue of the Americas New York, NY 10020 www.SimonandSchuster.com Visit us on the World Wide Web: http:\/\/www.SimonSays.com Copyright \u00a9 1999 by Leonard L. Berry All rights reserved, including the right of reproduction in whole or in part in any form. THE FREE PRESS and colophon are trademarks of Simon & Schuster Inc. ISBN 0-684-83086-8 eISBN: 978-0-684-83086-5 OceanofPDF.com This book is dedicated with love to my wife, Nancy; to my sons, Matthew and Jonathan; to my mother, Mae Berry; and to the memory of my father, Abe Berry.<\/p>\n

OceanofPDF.com CONTENTS Acknowledgments Author\u2019s Note 1. Sustaining Success in Service Companies 2. Success-Sustaining Values 3. Leading with Values 4. Strategic Focus 5. Executional Excellence 6. Control of Destiny 7. Trust-Based Relationships 8. Investment in Employee Success 9. Acting Small 10.<\/p>\n<\/blockquote>\n

This is a short excerpt from the opening of “” by Unknown, quoted for review and introduction purposes. All rights belong to the copyright holders.<\/em><\/p>\n

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