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Member You - Customer Service Managers: Are You Going to Make Your Troops March?
As business professionals, we spend lots of our time interacting with all sorts of people – clients, suppliers, consultants etc. Our interactions can be in person, on the telephone, by email or even these days, by sms.If you do some reading on the subject, you’ll quickly find the predominant school of thought is that all commu
She did, her people ended their procrastination and avoidance behaviors, and the results were stunning.
The firm’s industry wide customer service rankings shot up to number one from twenty-four, and something even more marvelous occurred.
Employee satisfaction soared, as well. The people who we trained, who had to be forced to roll out the new techniques, g
What if there was a way to make money sitting in traffic jams?How this for a free idea for you....Recently I was talking to a gentlemen about advertising, and finding 'other ways' to generate leads for our own small businesses. One technique that we both overlooked, is putting basic signage on your car (with a tw
He’d be paid in a manner that is precisely commensurate to his contributions.
He’d happily dispatch himself to work on time because he would appreciate how blissful it is to be well matched to one's job.
As a manager, you wouldn’t have to push him or cajole or entreat him to do his best, because he’d gladly give 100% all of the time, finding joy in challenges, while embracing change.
It sounds like a fairy tale world that I’m painting, doesn’t it?
But how different is this vision from that of organizational development gurus who believe that we can get the best contributions through team-building, fire walking, woodland and seaside retreats, and casual Fridays?
When all is said and done, if people know how you want them to work, and the best ways to get results for customers, then it is their job, as Nike says, to JUST DO IT.
In my experience as an employee, a manager, and a consultant I’ve detected that simply ORDERING people to do their jobs is the last thing most managers wish to do, yet it is necessary.
For example, I designed a major training program for a financial services company. More than 250 people were briefed about the program, taught its mechanics, and were expected to put them to work.
Days passed, and one of the senior managers whispered to me:
“They’re not doing the program, why?”
“They’re waiting for you to tell them THEY MUST DO IT,” I replied.
She did, her people ended their procrastination and avoidance behaviors, and the results were stunning.
The firm’s industry wide customer service rankings shot up to number one from twenty-four, and something even more marvelous occurred.
Employee satisfaction soared, as well. The people who we trained, who had to be forced to roll out the new techniques, go
A consumer will give you about three seconds, maybe 4 if you're lucky, to get to your message across. To make it obvious that your brand is different, that your brand is better, and why they should take time to care. That's it. You've got three seconds.It's imperative that you make it clear that you differ and deserve a langui
It sounds like a fairy tale world that I’m painting, doesn’t it?
But how different is this vision from that of organizational development gurus who believe that we can get the best contributions through team-building, fire walking, woodland and seaside retreats, and casual Fridays?
When all is said and done, if people know how you want them to work, and the best ways to get results for customers, then it is their job, as Nike says, to JUST DO IT.
In my experience as an employee, a manager, and a consultant I’ve detected that simply ORDERING people to do their jobs is the last thing most managers wish to do, yet it is necessary.
For example, I designed a major training program for a financial services company. More than 250 people were briefed about the program, taught its mechanics, and were expected to put them to work.
Days passed, and one of the senior managers whispered to me:
“They’re not doing the program, why?”
“They’re waiting for you to tell them THEY MUST DO IT,” I replied.
She did, her people ended their procrastination and avoidance behaviors, and the results were stunning.
The firm’s industry wide customer service rankings shot up to number one from twenty-four, and something even more marvelous occurred.
Employee satisfaction soared, as well. The people who we trained, who had to be forced to roll out the new techniques, g
Compassion is one of five principles of the Skilled Facilitator approach. (It's also one of the four core values of the approach.) I have already written about the other four principles: curiosity, commitment, accountability, and transparency.Compassion means temporarily suspending judgment so that you can appreciate others' p
When all is said and done, if people know how you want them to work, and the best ways to get results for customers, then it is their job, as Nike says, to JUST DO IT.
In my experience as an employee, a manager, and a consultant I’ve detected that simply ORDERING people to do their jobs is the last thing most managers wish to do, yet it is necessary.
For example, I designed a major training program for a financial services company. More than 250 people were briefed about the program, taught its mechanics, and were expected to put them to work.
Days passed, and one of the senior managers whispered to me:
“They’re not doing the program, why?”
“They’re waiting for you to tell them THEY MUST DO IT,” I replied.
She did, her people ended their procrastination and avoidance behaviors, and the results were stunning.
The firm’s industry wide customer service rankings shot up to number one from twenty-four, and something even more marvelous occurred.
Employee satisfaction soared, as well. The people who we trained, who had to be forced to roll out the new techniques, g
I’m a typical generation Y child. I started a degree when I finished school, thinking that it was just the next step in life. Having only completed a year, I was stuck with so many decisions and had no idea what to do next. So I did what most gen Y kids do: I took a year off and headed overseas.I knew from that point on that
For example, I designed a major training program for a financial services company. More than 250 people were briefed about the program, taught its mechanics, and were expected to put them to work.
Days passed, and one of the senior managers whispered to me:
“They’re not doing the program, why?”
“They’re waiting for you to tell them THEY MUST DO IT,” I replied.
She did, her people ended their procrastination and avoidance behaviors, and the results were stunning.
The firm’s industry wide customer service rankings shot up to number one from twenty-four, and something even more marvelous occurred.
Employee satisfaction soared, as well. The people who we trained, who had to be forced to roll out the new techniques, g
Medical billing agencies take a lot of things for granted. They purchase a piece of DME software in order to do their daily billing and they expect everything to run perfectly. Well, in the real world, it isn't quite that simple. There is a lot of work that goes into putting out a piece of medical billing software. While we're no
She did, her people ended their procrastination and avoidance behaviors, and the results were stunning.
The firm’s industry wide customer service rankings shot up to number one from twenty-four, and something even more marvelous occurred.
Employee satisfaction soared, as well. The people who we trained, who had to be forced to roll out the new techniques, got more satisfaction from their jobs. In fact, they topped all departments in employee satisfaction. Before the program started, they were dead last.
DISCIPLINE achieved these results. Sweet-talk and encouragement and appealing to the higher nature of associates didn’t do the trick.
In fact, what are generally considered “enlightened” management practices only spawned co-dependency and regression.
Time and again, I’ve seen this pattern.
The price of leadership is temporary unpopularity. Managers need to forego their rapport with the troops in the greater interest of procuring victory.
Do the right things, achieve winning results, gain recognition as being an elite unit, and you'll rightly earn everyone's respect.
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