Customer Service Leadership

Transcription

1 Customer Service Leadership Participant Workbook The Belding Group of Companies Inc. 300 Earl Grey Dr. Ste 370 Kanata ON Canada K2T 1C1 Phone: Fax: Web:

2 World-Class Customer Service Leadership 2 The Perfect Employee What are the characteristics of a great employee?

3 World-Class Customer Service Leadership 3 A little about leadership What defines a leader? Why do people follow? Three different types of leaders:

4 World-Class Customer Service Leadership 4 1. What is your Charisma Quotient? A. I always make a point to say please and thank you to people who serve me. B. I expect people to do their job, just as I would in their situation. 2. A. I enjoy hearing people who have points of view different than mine. B. I enjoy debating with people who have points of view different than mine. 3. A. I usually learn about other s accomplishments. B. I usually tell people about my own accomplishments. 4. A. When things go wrong that are out of my control, I try to look for something positive to get out of it. B. When things go wrong that are out of my control, I focus on damage control. 5. A. I am always on time. B. I am always late. 6. A. When I m meeting with people I turn off my cell phone, close my door and hold my calls. B. I m very busy, and I like to stay available to everyone so that I can accomplish more. 7. A. When someone does something that irritates me, I rarely bring it up. B. It s healthy for people and relationships to speak what s on your minds. 8. A. When I m making a presentation, my primary concern is the audience. B. When I m making a presentation, I am primarily concerned about what the people will think of me.

5 World-Class Customer Service Leadership 5 9. What is your Charisma Quotient? A. When I have an issue with a product or service, I try to find someone in authority to talk to. B. When I have an issue with a product or service, I will bring it up with the nearest employee, even when I know he or she can t do anything about it. 10. A. When my day gets off to a bad start, I recover quickly and regain my positive attitude. B. When my day gets off to a bad start, it can drag me down for a whole day. 11. A. I have absolute control over my own destiny. B. It is mostly uncontrollable outside influences that impact my fate. 12. A. I find ways to enjoy myself in virtually every situation. B. A lot of times I get very frustrated and demotivated. 13. A. I like being around happy people. B. People who are happy all the time drive me nuts. 14. A. I see new opportunities every day. B. I see new problems every day. 15. A. I make it a point to remember people s names. B. I often forget people s names shortly after they ve told me. 16. A. I make it a point to always make eye contact. B. Any eye contact I make with anyone is typically brief.

6 World-Class Customer Service Leadership What is your Charisma Quotient? A. I work to build close bonds with my co-workers. B. I work hard to get my job done, and don t concern myself with building relationships. 18. A. When I m in a store, I try to make employees smile. B. I go to a store to shop, not make friends with the employees. 19. A. There are very few situations I can t handle. B. I m uncomfortable in situations I ve never encountered before. 20. A. When someone questions my position on something, I try and understand their point of view. B. When someone questions my position on something, I work harder to try and explain it to them. 21. A. When I m in a group of people I don t know well, I look forward to the opportunity to make new acquaintances. B. When I m in a group of people I don t know well, I am very uncomfortable. 22. A. I look for opportunities to compliment people. B. I don t want to appear insincere. 23. A. When someone else is in a bad mood, I try and cheer them up. B. When someone else is in a bad mood, I try and avoid them. 24. A. I often find humor in situations at work. B. I take things very seriously.

7 World-Class Customer Service Leadership 7 What is your Charisma Quotient? 25. A. I m very comfortable giving a presentation to my peers. B. I get nervous when I have to do a presentation to my peers. 26. A. I m very comfortable talking to my boss. B. I get nervous when I m talking to my boss. 27. A. Once I ve made a decision, I run with it. B. I often find myself second-guessing my decisions. 28. A. I often find reasons to laugh while at work. B. I like people to think of me as being serious about my work. 29. A. I often reflect on how lucky I am. B. I think a lot about things I would like to have. 30. A. I find meeting new people an interesting experience. B. I m cautious when meeting new people.

8 World-Class Customer Service Leadership 8 CHARISMA QUOTIENT TOTAL INTERNAL CHARACTERISTICS Positive Confidence Attitude EXTERNAL CHARACTERISTICS Outward Positive Focus Demeanor MAX TOTAL 90

9 World-Class Customer Service Leadership 9 The 4 things all employees want D A R T

10 World-Class Customer Service Leadership 10 Effective Communication Lesson #1 - Lesson #2 - Lesson #3 - Lesson #4 - Lesson #5 -

11 World-Class Customer Service Leadership 11 What s the problem? 1. I ve talked with Susan 15 times about this, and she s still not doing it! 2. It seems like I m always having to make an exception for Fred. 3. Susan is the most unmotivated person I know. 4. Fred is so darned negative all the time. 5. Susan doesn t have the skill to get to the next level.

12 World-Class Customer Service Leadership 12 Case Study: Rise & Fall Jeans Experts is a Canadian chain of 50 unisex fashion stores, predominantly located on the east coast. In 1999 the company implemented a comprehensive chain-wide customer service training program to all employees. The training program included live training for all employees, and training for all store managers on how to coach their employees. The outcome of the training was measured by reviewing changes in year-over-year sales, and through weekly performance surveys. For the first three weeks following the training, sales for the company increased 22% and survey scores increased 15%. In the fourth week, sales levelled off, and by the fifth week, both sales and survey scores began to decline. By week 12, weekly sales figures and survey scores had dropped to only 2% ahead of the year previous. Why did the sales and survey scores increase so dramatically following the training?

13 World-Class Customer Service Leadership 13 Case Study: Rise & Fall Why did both sales and survey scores begin to decline? What could the company have done to maintain the higher level of performance?

14 World-Class Customer Service Leadership 14 What is Performance Coaching? Performance Coaching or Behind the Bench Coaching should be neither formal nor time consuming. Like the sports coach behind the bench, your behaviour should be natural and positive. In fact, if your employees recognize that you are coaching them, or if you re spending more than a few minutes a day coaching them, you re probably not doing it right! The Definition of Performance Coaching: The process of assisting and encouraging employees to develop and master their skills, and implement them more consistently in the workplace.

15 World-Class Customer Service Leadership 15 Setting Immutable Performance Standards Can you have a flexible standard? The seven rules of performance standards:

16 World-Class Customer Service Leadership 16 The 4 Step Coaching Process Behind-the-Bench coaching needs to be formally planned, yet informally executed One of the most effective skills a manager can have to boost employee motivation and productivity is performance coaching. Effective performance coaching should be neither complicated, nor time-consuming. It does, however, require consistency in the application of the principles. In other words, effective coaching means making a commitment to following a PLAN. The Behind-the-Bench Coaching Process includes four fundamental elements. The words make up the acronym S.O.A.R. S O A R

17 World-Class Customer Service Leadership 17 Observing Performance Four tips for effective observation: Look for what people are doing RIGHT Be obvious Be discreet Don t lose focus! The Giant Trap! Don't look for problems. It takes neither courage, nor imagination nor intelligence to find problems. Problems have a way of finding us Shaun Belding

18 World-Class Customer Service Leadership 18 Assessing Performance Basic principle of assessment: Base assessment on improvement, not perfection! Three assessment categories: 1. Met or exceeded the objective 2. Did not meet the objective 3. Attempted to meet the objective

19 World-Class Customer Service Leadership 19 Responding to Performance The three response types: The six step Constructive response:

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21 World-Class Customer Service Leadership 21 The Plan Skills/Behaviours Required Achievement

22 World-Class Customer Service Leadership 22 Effective Role Playing The six rules of role-playing: Why is it professional athletes are willing to practice, drill and rehearse every day, but those in business believe they don t need it?

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