Claus Möller is a psychologist and economist originally from Denmark. He works as a management consultant and is celebrated for his contributions to industrial quality processes. Named one of the 9 quality gurus globally by the UK Chamber of Industry and Commerce.
He is a graduate of the Copenhagen Business and Management School. He founded and chaired his own company, Time Manager International (in Spanish, International Time Manager), which provides consulting and training services to large internationally renowned clients.
Its philosophy of quality focuses on the people who are part of the organization. It also considers that the entrepreneurial culture in the worker is essential to achieve a solid and sustained success over time, based on offering quality to the client; that is, meet your expectations.
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Claus Möller was born on July 12, 1942 in Sonderborg, Denmark. He graduated from the Copenhagen School of Business and Management in 1965 and completed a postgraduate degree in 1968.
At the end of his studies, Möller applied for a job at IBM; however, he was rejected because he did not score high enough on an IQ test. This experience was key to the development of his philosophy on emotional intelligence in leadership.
In 1975 he founded the human resources management company Time Manager International, where he introduced his concepts on the importance of the development of people for the success of a corporation.
TMI specialized in empowering employees: according to Möller, the quality of a company, more than its products, falls on the people who control or sell them. This made it popular with the hospitality and tourism sectors mainly; has clients such as British Airways and American Express.
In 2004 Möller bought his shares in the company and went on to dedicate himself to consulting on an individual basis. He is currently considered one of the most outstanding educators on leadership and human quality..
Claus Möller is internationally recognized for the results obtained in the companies he advises. It achieves the fulfillment of objectives such as the improvement in quality processes, an increase in productivity and the strengthening of interpersonal relationships.
Möller postulates that a company cannot offer the quality of its products if there is no quality first among its personnel. Regarding quality, it explains that it is what meets the customer's expectations. This, he mentions, is as important as the quality of production of a good or the standards in services..
He adds that the quality of a product or service varies from country to country, as different cultures have different expectations and aspirations..
It is even considered that the expectations of the same client can change over time; therefore, we must think about products and services with the ability to satisfy diverse needs.
It consists of making sure that all the processes carried out in the company are essential and worthwhile. That is, you earn more than what they cost us.
Management must focus on carrying out its activities effectively and using resources optimally.
It must not only build, but also maintain a corporate image that makes the workplace attractive to employees. Quality should be oriented to meet and exceed customer expectations. In addition, it focuses on preventing future needs that may arise along the way..
The company must build and maintain a positive relationship with its stakeholders. Before systems, technology, machinery and processes, people are the most important element in the equation for success. There must be an openness of work between colleagues and team members.
The key to being an excellent leader is having the ability to mix effective management with employees who work together for the same purpose..
The leader's behavior should focus on assigning goals, meeting objectives and having developed communication skills.
Möller notes that a satisfied customer becomes an agent at the service of the company; not only will you continue to purchase the services and products, but also very likely to recommend them in your close circle.
To see a complaint as a gift is to be grateful that the customer spoke about their dissatisfaction. This feedback gives the company a clue on what to change or what aspects to strengthen. Complaint boxes are actually a window into the customer's perspective and expectations.
Statistics show that those customers who do not file complaints simply switch providers. For this reason, it is necessary to cultivate in the company a culture that appreciates criticism in a positive way and knows how to value it for what it really is: an opportunity to improve..
The concept of employeeship is an English word game that joins employee (employee) with the suffix -ship, which represents a skill, condition or characteristic.
Möller uses this name to highlight the importance of positive relationships between members, since he considers that whoever seeks quality must put people first.
When talking about employeeship it also gives a guideline on what it takes to be a good employee. Management programs and organizational literature talk a lot about being a good manager, but they rarely mention how necessary and useful a good employee is in tune with the goals of the company..
Although he does not minimize the work of the manager, Möller differs from the general agreement on the management being the key positions. For him, the power is in the employee, who is the closest element to the customer and is usually the bridge between the customer and the product. The importance is even greater when it comes to services where the contact is direct.
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