Before & After: Leadership email

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Date: September 1, 2020
To: All Global Banking Field Service Employees
From: Thomas Lee
Subject: Quality and Continuous Improvement

Recently, Jesse Hernandez and William Walters wrote to employees asking for their help and participation in a bold new initiative. The challenge before us, they said, is to make continuous improvement everyone’s most important job, because quality is fundamental for a competitive future.

That goal suits Global Banking better than any company I know. We are a company of some 50,000-plus men and women who are proud of the work we do and the contributions we make. We believe intensely that our service must be more than good, it must be the best. And we are willing, even anxious, to improve ourselves and our work in order to improve our service.

The concept behind the initiative is both fundamental and powerful:
By our all working together, communicating better, and focusing on continuously improving our processes, we can produce greater value for our customers, a greater challenge to our competitors, and greater satisfaction for ourselves in a job well done.

In its most basic form this is an extremely individual challenge, and we can all begin immediately to find ways to improve how we do our jobs. But there will also be more formal efforts, large and small, to bring us closer together as a team. Throughout the company, new efforts will be set up to help us focus on improving the way we work.

Maintaining Global’s worldwide leadership requires your best efforts. The payoffs will include a multitude of benefits, including more involvement as you help us pinpoint and solve problems, greater likelihood of long-range job security, pride in personal accomplishment, teamwork leading to more responsibility and control, greater opportunity to rise in the organization based on ability, and more meaningful work.

Here at Field Service, we will assemble a team of employees from all levels to help examine our needs, develop a plan, establish goals and a schedule, define roles for other teams within the division, and set up training. We will then initiate the effort gradually, on a program-by-program basis, refining our plans along the way. Please read the attached booklet to learn more. Any ideas you have for improvements can be noted on pages 4 - 6 in the space provided.

Also look for a preliminary GCL (Global Customer Loyalty) rollout schedule and description from your manager by November 1, 2005. Field Service is also taking steps to provide superior service by responding more quickly and thoroughly to our customers’ needs, writing to our customers in ways that make them feel serviced and listened to, giving customer-service representatives intensive telephone training, and implementing employee incentive programs.

I look forward to working with you to build an exciting new initiative of quality and teamwork at Global Banking—one that will keep us the pride of our customers and the envy of our competition.

Thanks for your full participation.

Date: September 1, 2020
To: All Global Banking Field Service Employees
From: Thomas Lee
Subject: Upcoming changes with implementing Global’s Customer Loyalty program

Hello:

Quality—in every aspect of our work—is essential for Global’s future. Global’s Customer Loyalty program (GCL) is our strategy for staying ahead of the competition. We must work together to provide the best customer service possible.

How GCL will benefit Field Service
With this new initiative, Field Service will
provide superior service by responding more quickly and thoroughly to our customers’ needs
write to our customers in ways that make them feel valued and heard
give customer service representatives intensive e-mail training
take steps to implement employee incentive programs.

Individual and team benefits of GCL
With your help, we can maintain Global’s worldwide leadership. Benefits include
a greater likelihood of long-range job security
more involvement as you help us pinpoint and solve problems
a better opportunity to rise in the organization based on ability
more meaningful work.

Field Service’s action plan to implement GCL
GCL will include formal efforts, large and small, to bring us closer together as a company. To set this program in motion in Field Service, we’ll invite many employees from all levels to help us
1. examine our needs
2. establish goals and develop a plan and schedule
3. define roles for other teams within the division and set up training
4. initiate the effort gradually, on a program-by-program basis.

Next steps: Please read the attachment and provide any ideas for improvements on pages 4–6
Your manager will give you a GCL schedule and description by November 1. When we launch the initiative company-wide, we will stagger the rollout to minimize impact on our customers.

I look forward to working with you to build an exciting new initiative of quality and teamwork at Global—one that will delight our customers and outperform our competition.

Best,

Thomas Lee
Director of Field Services