Phillip Van Hooser's Blog: Build Performance Blog, page 21

Managing Confrontation: How to Make a Bad Situation Better

Knowing how to successfully manage confrontation is a skill that all leaders need in their toolkit. So if you’ve been avoiding confrontation for fear of doing more harm than good, read on. These steps to managing confrontation will help you more effectively resolve those uncomfortable situations.

8 Steps for Managing Confrontation

How often do you experience clashing attitudes or ideas with — or among — your employees? How frequently are you called upon to mediate or resolve situations where team members don’t see eye to eye? I’m betting it happens — alot. 

As leaders, we know these problems need to be addressed, but most of us hate confrontation. We find these situations uncomfortable and full of emotional minefields, and as a result, we avoid managing confrontation.

We say things like, “this will only make matters worse” or “I’m not sure I can control my emotions.” “Maybe if I give it some time, the issue will resolve itself.” Do any of these sound familiar? Probably so. Unfortunately, it is, at best, wishful thinking.

Every leader’s toolkit should include knowing how to successfully manage confrontation. So if you’ve been avoiding confrontation for fear of doing more harm than good, read on — these techniques for managing confrontation will help you more effectively resolve those uncomfortable situations.

#1: Prepare yourself in advance.

First, clearly determine the cause for the confrontation. Are you addressing a performance issue, an unacceptable attitude or perhaps a safety issue? Also determine the goal for the confrontation. What do you want to achieve? How do you want to be perceived after the confrontation? With these answers in mind, it will be easier to stay on target during the confrontation.

#2: Don’t procrastinate if a confrontation is necessary.

Many leaders try to convince themselves that the problem with work itself out or dissipate if left alone. Putting off what needs to be addressed allows more time for emotions to grow and frustrations to fester. The reality is that bad news does not get better with time.

#3: Avoid extreme emotional involvement.

Never try managing confrontation when you are emotionally charged. This is difficult, but that is why preparing yourself in advance is so important.

#4: Choose carefully the time and place for the confrontation.

Go behind closed doors if possible. Confrontation in front of an audience invites embarrassment and offers undue opportunities for “emotional performances.” Consider timing the confrontation at the end of the work day. This gives the other person an easy exit for cooling off and considering the issue.

#5: Work to determine the other person’s driving needs.

Try to evaluate the issue from other vantage points. Don’t make assumptions, instead ask questions to confirm or refute your impressions. (Use these 6 questions to improve the results of any of your communication efforts.)

#6: Willing accept some measure of responsibility for the situation.

If managing confrontation effectively is your goal, admitting fault if you are to blame, in part or in total, goes along way toward diffusing many conflicting situations.

#7: Allow the other person time to vent.

You have had the advantage of sorting through your emotions before initiating this confrontation. Give the other person the same opportunity.

#8: Zero in on the problem, not the person.

Negative confrontation focuses on the person, but positive confrontation focuses on the problem. Frame the conversation in terms of specific expectations for future performance. Encourage feedback regarding alternative solutions or approaches for managing the issue.

After the dust settles…

You may not find a solution immediately. And you may never completely agree on the issue. But a leader’s responsibility is to address difficult issues and ensure steps are taken to work toward a mutually agreeable solution. It’s hard work, but great leaders know the results are worth the effort.

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#managingconfrontation #theproblemwon’tgoaway #stopwishfulthinking #howtomanageconfrontation #makeabadsituationbetter #weneedtotalk

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3 Steps to Build Trust & Business Value

Do you trust your boss, colleagues and employees? If you’re the boss, do your co-workers and team trust you? The answer has a direct, monetary impact on the business bottom line. Here are three ways to build trust and at the same time, improve business performance.

3 Steps to Build Trust & Business Value

EY’s recent global study on trust in the workplace indicated the organizational consequences of a lack of trust are real. They include higher turnover, reduced quality, loss of productivity and difficulty recruiting because of bad PR by disgruntled employees. The report also shows “…less than half of full-time workers say they have “a great deal of trust” in these groups (employers 46%, bosses 49% and colleagues 49%.)”

Those in leadership positions should recognize that trust does not automatically come with the management roles we occupy. Trust must be earned. And trust has a definite financial impact on profits, productivity and marketplace goodwill. Here are three steps to help leaders build trust and positively improve performance.

Step 1: Take Responsibility & Share Recognition.

This is the one of the most important, often overlooked, steps to build trust. Leaders who take a little bit more than their share of the blame and a little bit less than their share of the credit impress us. Too often though, human nature leads us to do just the opposite. We take more credit than we deserve and shirk our share of the responsibility. Leaders build trust in greater measure when they are accountable for their actions and when they recognize the value and contributions of their people.

Step 2: Communicate with Your Employees.

Trusted leaders regularly engage in open, honest, transparent dialogue that values the ideas and points of view of our employees. An employee may not get everything they ask for or suggest. But giving them an opportunity to be heard goes a long way to build trust. And don’t neglect communicating timely feedback with your people. You won’t build trust by “saving up” good or bad news until performance review time. Show employees you care about their success and development. Provide correction or encouragement in real time. This tells them you have their interests as well as the company’s in mind.

For more ideas on building trust through communication, take a look at We Need to Talk.

Step 3: Share Your Feelings, Don’t Show Them.

Please be careful with this one. and understand I said, “share your feelings,” not “show your feelings.” Don’t assume your employees understand what you are thinking or how you are feeling. They can’t and they shouldn’t be expected to.

You are the leader — step out of your comfort zone and respectfully tell your people about the emotions you are experiencing. Rather than yelling or responding sarcastically, you might say “This disappoints (aggravates, angers) me” or “I am very frustrated and confused by your actions.”

Organizations, their leaders and their employees are a team. Leaders of successful, profitable, organizations understand that when they build trust, they are building value for ALL the team…employees, stakeholders and customers. Building trust builds value — that’s the bottom line.

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#buildtrust #dumbquestionsleadersask #shareyourfeelings #takeresponsibility #trustintheworkplace #buildbusinessvalue

 

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Leaders: Give A Second Chance or Say Sayonara?

The question should leaders give a second chance or say sayonara is not one to be handled flippantly.  Today I am sharing 4 points every leader should consider before closing the door on an employee.

Leaders: Give A Second Chance or Say Sayonara?

A leader’s most meaningful responsibility is to develop their people to reach their maximum potential. But what happens when employees don’t perform at a level that meets or exceeds their leader’s expectations?  Should leaders give second chances or say sayonara?  Before making a final decision, consider these four thoughts.

 

Was The Expectation Crystal Clear?

I was talking with a frustrated leader recently.  Their employee, whose title was Customer Service Representative (CSR), was not meeting his sales goals. The leader had told the employee multiple times that he needed to increase his sales, but the results weren’t changing. This leader wanted to get rid of the employee. I wondered if it was time to give a second chance.

My first question to the leader was, “Does the employee have a crystal clear expectation of what your objective for him is — to increase sales?” The leader responded, “Absolutely.  I have told him over and over again.”

So often I see such a disconnect between leaders and employees in regards to expectations because of poor communication.

I had a long conversation with her employee to see if we could get to the heart of the disconnect. It became clear that even though the leader talked to the employee about the need to increase sales, the employee did not understand sales should be his number one priority.

Now, some may say that it’s the CSR’s fault for not catching on that the leader wanted him to shift his priorities and level up his performance.  I say, no way!

When leaders communicate, it is the leader’s responsibility to make sure the message is accurately received.  Let me say that one more time in case you were just skimming this article. It is the leader’s responsibility to make sure the message is accurately received.

After one of the multiple sales conversations the leader had with the employee, she should have asked the employee, “In order to make sure I communicated correctly, will you tell me what you understand my expectation is of you, please?”

I have no doubt that the leader could have avoided getting to this frustrating place if she would have taken responsibility for making sure her employee understood her message. Don’t think I am roasting that leader — that is not my intention.  I have been there before and have learned this lesson the hard way.  Before you say sayonara to an employee, make sure you have asked the questions to ensure your employee has a crystal clear understanding of what you expect of them. It might be time to give a second chance to yourself and to them.

Think your leaders could benefit from some communication skills training? Let’s talk!

Did You Give Them The Resources To Succeed?

So many times decision-makers hand off responsibilities and promote employees without giving them the resources they need to be highly successful.  Now, you have to know that I am obsessed with empowering employees and with people taking responsibility for their own success.  However, if you are at the point where you are questioning whether or not you should let an employee go, I want you to ask yourself if you gave them the training, equipment, and experiences they needed in order to perform the way you wanted.

I absolutely believe leaders should give a second chance to employees if the leader did not do everything they could to help them be successful. Give a second chance for the employee to learn and do better.  Give yourself a second chance as their leader to help them be successful.  Maybe you need to educate them. Maybe you need to inspire them. Whatever it is you need to do, own your leadership responsibility for developing your people before cutting ties.

How is Their Attitude?

As leaders, we have to remember that our employees are real people just like us.  People go through good seasons and tough seasons.  If your employee is underperforming, take some time to talk with them and see how their life is going.  Maybe they have had some really bad cards dealt to them recently — choose to show compassion.  As a leader, your team has to perform at a certain level — I get that.  But, if your employee’s attitude is positioned where they want to do better, I encourage you to give a second chance.

However, if your employee’s attitude is set on apathetic, carelessness, or recklessness — regardless the season — it might be time to say sayonara.  The trajectory for that kind of attitude is almost always going to be straight down.

 

Remember Why You Hired Them.

Finally, before you make the last call, remember why you hired them. Something made you want them to work for you when they were in the interview. What was it?  Is it still there?  If not, can you ignite that spark again?

Leaders who own the responsibility of developing their people, harness the power to impact lives in a massive, positive way.  Next time you’re faced with the decision to give a second chance or let someone go, remember these 4 considerations.

Does someone you know need to see this? Share it!

#secondchances #leadership #leadershipdevelopment #leadershipdecisions #decisionskills #decisionmakingskills

 

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How Can I Improve My Customer Service?

If you’re wondering, “how can I improve my customer service performance?” here are three practical tips to help you deliver thoughtful, personalized service to customers.

3 Tips to Improve My Customer Service
#1 Listen to Customers

If I want to improve my customer service, my first tip is this — listen.

Listen better and especially listen when customers are complaining. A complaint is a symptom that a problem exists. A complaint isn’t an absolute guarantee a problem exists. But anytime a complaint occurs, it should be explored. Exploring it will determine if it is valid. And upon investigation, I’ve either verified the integrity of my customer service process or I’ve uncovered new opportunities to improve my customer service approach.

#2 Think Like Customers

Next, to improve my customer service performance, I have to think like my customers. A great way to understand what my customers want is by asking them good questions — questions that reveal not only what they’re thinking, but how they are feeling and what motivates them.

For example, If I’m in auto sales and my customer is looking to purchase a first car for his daughter, I might ask,

“Mr. Smith, since this will be your daughter’s first car, what specific options do you want included or omitted? How do you feel about hands-free technology or is roadside assistance important to you? If your daughter will be helping with the payment of the car, should we take a look at pre-owned models?”

Customers appreciate knowing their best interests are important to a service provider. And when I understand what my customers think and how they feel, I can more appropriately offer a personalized service plan rather than the usual, impersonal cookie-cutter approach.

#3 Use Common Sense

Using common sense to improve my customer service is foundation of it all! In listening to customers and asking good questions, I learn what they want, need and expect. At that point, as a service professional, it becomes my responsibility to create a commonsense, strategic service approach that provides effective, profitable service.

Long term business success depends on how well I listen, how creatively I think and how I take commonsense action to improve my customer service every time!

For more good questions to ask, check out this article on boosting sales and customer service with 1 question.

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#improvemycustomerservice #williesway #usecommonsense # thinklikecustomers #listentocustomers #customerservicetips

 

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Build Trust Between A Multi-Generation Workforce

When your employees trust you, they will listen, learn, follow, and grow with you long-term. Building trust between a multi-generation workforce requires intentional focus. There are subjects you should and should not talk about, questions you should and should not ask, and actions you must absolutely take. So how do you know what to do for who?  Well, I know it can seem like the differences between generations are endless, but I think we are more similar than different. Use these three tips to help build trust between your multi-generation team.

Build Trust Between A Multi-Generation Workforce

 

I worked in the retail, finance, and food service industries for the past 15 years.  The tips I am sharing with you today are practical, specific, and they work. I know because I have experienced these situations on both the leader and the employee side of the equation. Here we go!

Talk Up, Not Down

Think of your organizational chart.  There are subjects you can discuss with the people above you and there are things you should never discuss with the people below you.  One example: employee performance. When it comes to employee performance — talk up, not down. 

Let’s pretend you are the supervisor of a poor-performing front-line employee named Gary.  Do not discuss Gary’s poor performance with Gary’s peers. That conversation should only be had with Gary in private or with your supervisor if absolutely necessary.  Talk up the organizational chart, not down.  If you open up to Gary’s peers in that way, you may feel like you are building a deeper relationship with them.  Instead, you are breaking their level of trust and confidence with you. If you will talk negatively about Gary with them, what is going to keep you from talking negatively about them to someone else, too? They will lose trust, then you will lose their buy-in.

Should you listen to Gary’s peers if they complain about Gary?  Absolutely. Listen only, don’t add to the complaint.

No matter your generation, we all want to feel like we can trust that our boss isn’t talking bad about us to our peers.

Don’t Ask Their Opinion Unless…

As a new young manager, I thought it would be a great idea to ask all of my seasoned employees and coworkers what their opinions were on projects I was working on.  I thought this would provide insight for me, engage them, and help them feel more valued. 

I was surprised one morning when my coworker was frustrated when I asked his opinion on a new project I was working on.  Without hesitation, he said to me that he had been giving me his opinion over and over, but I never take it! 

Regardless of my intent, he didn’t feel more valued, he felt devalued.  He was not more engaged, he was more distant. He didn’t trust that his opinion even mattered to me.  I had to apologize to him.  (Have you made a mistake?  This blog may help.)

You can build trust with people by asking their opinion.  But, don’t ask their opinion unless you will actually consider it.  Don’t ask their opinion unless you are going to explain your final decision.  Don’t ask their opinion unless you realize they understand your intention for asking them.

No matter your generation, we all want our opinion to be valued.

 

Deliver On Everything

Have you ever had someone promise something, but not deliver?  No matter how big or how small, when people do not deliver on their word, others lose trust in them.  Here is a real-world example.

There was a sales contest in another department of the business.  The employee with the highest sales at the end of 6 weeks wins a $50 Visa gift card.  The employee who won the contest never received the gift card. Even as the years went on after that contest, the employee never forgot that their supervisor didn’t deliver on that gift card promise.  They also spread the word around the office every time new contests were announced. How do you think that affected team morale and motivation in future contests? It was BAD. No one was motivated to push for higher success because they couldn’t trust that their leader would deliver.

At work, if you promise a prize to your employees after a sales contest–deliver.  If you tell your employees they are going to do a 360 review–deliver. If you say you will have a project done by a certain date–deliver.  Leaders build trust by delivering on everything, every time. 

No matter your generation, we all want people to mean what they say.

 

Is your business struggling with performance issues? Leadership development training can help. Let’s talk! 

 

#leadership #emergingleaders #successionplanning #communication #communicationskills

 

 

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3 Fundamentals for Acknowledging Customers

Why is acknowledging customers so important? The first few seconds of any business encounter set the stage for the business relationship to follow. Use these three fundamental sentences when acknowledging customers to build more purposeful business encounters.

L.L.Bean’s Commitment to Acknowledging Customers

A few years ago, my wife and I decided to visit the anchor store for L.L.Bean in Freeport, Maine. As I moved through the aisles, I found myself in a back corner of the building. There I noticed something stenciled on the wall for all — customers and employees alike — to see. The sign read:

At L.L.Bean a Customer Is…

The most important person to us, whether in person, by phone or by mail.
Not dependent on us, but us on them.
Not an interruption of our work, but our purpose for doing it.
Human like us, with feelings, emotions and biases.
Not someone to argue or match wits with.

It just makes common sense that if our customers — the people we are “dependent on,” and the “purpose for our work,” — are the “most important person to us,” acknowledging them should be our immediate reaction when they walk into our stores, call our offices or email a request.

But sometimes we hesitate to make the first move. Maybe we’re preoccupied with an operational task or we are unsure what to say. Nevertheless, hesitating even slightly can make us appear aloof, pretentious or unapproachable to the customer.

#1 Move to the customer and at least make eye contact as soon as possible.

The sooner you approach your customer, the less time you allow them to formulate mental obstacles, objections or negative impressions of you and your business. If you are temporarily unable to move to the customer, (on the phone, with someone else, etc) at least make eye contact to acknowledge the customer and let them know you recognize their presence.

In Willie’s Way, I wrote about how the cab driver, Willie Watson, did this even before I made the decision to get into his cab. He made eye contact with me and he said,

“Hey buddy, need a ride?”

This was something every cab driver in the queue could have done. But their hesitation cost them a fare.

#2 Introduce yourself to unfamiliar customers immediately.

Willie knew the window of opportunity was limited. If I made it to the back seat of his cab without that initial positive connection being made, there was a real possibility that I would soon be engaged in my phone, checking my email or maybe even catching a nap. And that would mean the opportunity for a personal business connection would be lost, possibly forever.

Here’s how Willie immediately acknowledged me, the customer, when I climbed into his cab.

“My name is William Watson. My friends call me Willie. I’d appreciate it if you’d call me Willie, too.”

At this point in the business relationship, I had the choice to respond to Willie’s greeting or ignore it. Not wanting to be rude and pleasantly intrigued by Willie’s approach, I replied,

“My name is Phillip. My friends call me Phil. I’d appreciate it if you’d call me Phil, too!”

With just a couple easy sentences, the customer and the service provider are now on a first name basis!

#3 Once you know the customer’s name, repeat it as often as possible during your conversation.

Immediately, Willie extended his hand and said,

“It’s nice to meet you, Phil!”

And he continued using my name throughout our conversation.

With just three short (probably well rehearsed) statements, Willie broke down the barrier between potential customer and service provider. He effortlessly acknowledged me, the customer, called me by name and then invited me into a special group he calls “friends.”

Acknowledging Customers Isn’t Earth Shattering

You may be thinking, “these fundamentals for acknowledging customers aren’t earth shattering.”  And you’re right, but how often do we habitually practice some of the most fundamental elements of great customer service?

Willie did several unique things to win my business! (all easy to do, inexpensive and effective!) For the rest of the story, pick up a copy of Willie’s Way here.

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#acknowledgingcustomers #williesway #woowowwincustomers #saymynamesaymyname #hellomynameis #fundamentalcustomerservice

 

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Identify High Caliber Future Leaders

Stop wasting resources trying to develop the wrong employees into high caliber future leaders.  Instead, identify those with the most potential by intentionally looking for these four characteristics.

Identify High Caliber Future Leaders

As a leader, you have the power to ignite passion and increase knowledge in those you have the responsibility of serving.  There is only so much time in the day and so many dollars you have allocated to developing future leaders.  You must spend both wisely. In a Harvard Business Review article, their data shows that 40% of people involved in formal high-potential training programs DON’T BELONG THERE.  Here are 4 unique things to look for when identifying emerging leaders so you don’t waste 40% of your resources!

“…My customers…”

Successful leaders recognize the importance of interacting with their employees personally and do it often.  As you are interacting with your employees with the purpose of finding your future leaders, listen for those employees who say “my customers”. When they say “my”, what they are subconsciously communicating is that attitude of I am choosing to be responsible for this business or I have a stake in this business.  One of the best characteristics of a successful leader is someone who takes ownership of the business and treats it as their own.

 

What is their story?

Discovering the right employees with the highest potential for future leadership success can be done through the process of listening to their stories.  Of course, you must have built trust with your employees for them to open up to you and tell you their stories. But once you have gained their trust, ask them about their life growing up. Ask them about a difficult experience they had to get through.  It is often those employees with an overcomer story that make incredible leaders. Why? Because overcomers have shown they have the audacity to find a solution, they have the grit to get through the hard times and not give up, and they can adapt to change when necessary.  All of those things are extremely valuable traits of successful leaders. 

 

Party-Thrower, Cake-Baker, Note-Writer, Etc.

The people who hold management and supervisory roles become leaders when they start focusing on serving their people.  When you serve your people, you will increase your influence with them and be able to develop a team capable and willing to crush company goals.  As you go throughout your days at the office working to identify future leaders, intentionally look for the employees who are making a conscious effort to serve others.  The people throwing the birthday parties, bringing in donuts just because, or taking the time to write hand-written notes to coworkers…those are the employees who have a servant heart and the best leaders are servants at heart.

 

Successful On The Side

Someone who is disciplined in one area of their life can likely transfer that discipline to other areas of their life.  Leaders must be disciplined to manage their time, emotions, and their professional trajectory well. Look for the health nut in your area, the man or woman who is in really good physical shape, the person who has a successful side hustle, the person who decided to go back to school on their own, etc.  No matter what the activity is outside of work, if they can be disciplined to be successful there, then it is likely they can transfer that discipline to leadership responsibilities.

 

People are not born great leaders, people learn to be great leaders. These emerging leaders must be taught how to effectively:

connect with multiple generations
make better business decisions
strategically plan for the future
build an engaged team
successfully deal with conflict
…and more! 

Most people have never had in-depth training on how to be a leader that others will want to follow.  This causes issues in morale, retention, engagement, performance and more. It’s your responsibility as a successful leader to empower your people by giving them the tools they need to succeed. When your people succeed then you will succeed.

Think your future leaders could benefit from leadership training? Let’s talk! 

#emergingleader #highperformer #highcaliber #leadershipdevelopment #leadershiptraining #personaldevelopment #leadershipisservice

 

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Exceeding Customer Expectations Rock Star & Resort Style

Exceeding customer expectations isn’t reserved for rock stars and ultra-luxury resorts. When you repeatedly give customers more than they expect, you can count on loyal fans and five-star ratings!

Exceeding Customer Expectations Rock Star Style

Welcome to my basement and welcome to my Doobies Brothers display! Yep, I’m a Doobie Brothers fan! I discovered the Doobies way back in the 1970s when I was still a college student. I went to a concert and frankly, I was smitten! The Doobie Brothers were wonderful! They had great energy, great material, and they delivered more than I expected! (Here’s one of my favorites from their many hits!)

Over the years, I’ve continued to follow the Doobie Brothers and they’ve continued to do just that — give me more than I expect! I believe there’s a lesson to be learned there. For those of us who have customers, fans and followers — as long as we continue exceeding customer expectations — giving them more than they expect — then frankly, they will keep coming back for more!

I wrote a customer service book about Willie Watson, a cab driver in Columbia, South Carolina. I don’t know if Willie ever saw the Doobie Brothers in concert, but he certainly understood the principle of exceeding customer expectations. Here are two practical ways you begin exceeding customer expectations today.

#1 Write a Thank You Note

Whenever possible and practical, write a personal thank you note or email to your customers. Most of us don’t anticipate high levels of service. Sending a personal thank you note is an easy step toward exceeding the typical customer’s expectations.

#2 Don’t Point, Escort

I credit the Ritz Carlton Amelia Island, Florida with this idea.

After a presentation soundcheck at the spacious Ritz Carlton convention center, I found myself completely turned around. Maria from housekeeping greeted me and asked how she could help. When I asked for directions to the restaurant, Maria politely said, “Sir, please follow me.”

For several minutes I followed Maria. Finally, the restaurant came into sight and Maria introduced me to the restaurant hostess. Before Maria departed, I said to her, “Maria, thank you for your help. It was very kind of you, but you didn’t have to bring me all the way here. You could have just pointed the way and I’m sure I would have found it eventually.”

Maria looked me in the eye, smiled confidently and said, “Sir, at the Ritz Carlton, we don’t point our guests, we escort them.”

Lesson learned!

If your team needs some help refocusing on customer expectations, take a look at our Secrets to Influential Service & Professionalism training. If you think we can help — let’s talk!

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#exceedcustomerexpectations #williesway #IlovetheDoobieBrothers #customerservicepros #serviceprofessionalism #woowowandwincustomers #customerservicetips #customerservice #doobiebrothers #influencer #customerservicetraining

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Leaders Own Employee Engagement

Leaders have the massive power to crush employee engagement at any moment.  Your people need to know and feel confident that you have their back in every situation so they will feel free to go all in, try new things and make decisions on their own.  I was reminded of this recently when I talked with a former employee.  Check out the story.

Leaders Own Employee Engagement

At 7:00 am, after herding three kids out of bed, through the bath, into the closet, past the kitchen and buckled into the car — I had made it to the more peaceful side of Monday morning, the drive to school and daycare.  It was a pretty typical morning in the car talking and laughing with each other…until my car died in the middle of the highway

How to Build Customer Confidence: Routines Rule

Routines rule our lives — for good or for bad. At work, positive routines build customer confidence. But sometimes even good work habits can lead to bored, disinterested customer service responses. Here are 3 tips to help you redefine your routine job activities in order to find overlooked opportunities to serve your customers better!

Routines Rule Customer Confidence & Perception

1. First, write down the routines in your job, especially the ones you dread or dislike.

Every job has routines — processes, procedures, things that have to get done to keep business moving along. Many of these tasks are almost mindless drudgery. And even our good work routines, if we’re not careful, can cause us to lose sight of the real reason we’re in business — customers!  The obvious customers — people who buy our products or use our services. And the less obvious customers — like other departments we work with, vendors who supply our parts or the co-workers on our teams.

How we perform the most common, repetitive parts of our job can have an immense impact on the perception and confidence customers have in us, our products and our companies. Here’s an example:

In the course of a typical shift, traffic patrol officers make a lot of stops. I was contacted by a  major sheriff’s department to lead customer service training (or as they called, a “Finishing School for Motorcycle Cops”) because citizen complaints of rude or uncommunicative behavior from officers during routine traffic stops became extremely high.

The agency knew they had a problem and recognized that improving their approach to routine activities, such as traffic stops, could have an immediate, positive impact on customer confidence and perception of the force.

Fresh Eyes Refresh Routines

2. Next, put a fresh set of eyes on these routine activities.

Get with the most creative person you know and describe these activities to them. (And if you’re brave, ask some of your favorite or least favorite customers!) Then ask them to suggest new ways to complete these routines with the end goal of building greater customer confidence in your service performance. Ask questions like: how would you like to be greeted? How would you want that supply request made? How would you improve my part of that internal workflow?

Get Outside

3. Then spend some time on the other side of your routines.

Volunteer to do the job of a subordinate or a co-worker, or “shop” your business like a customer. Walkthrough the process of placing an order or requesting the service you provide. Getting outside your normal, sometimes insular, operation can provide fresh insights and energy for the routine actions you take.

As you follow these 3 steps, I predict you’ll be amazed at what you learn from your customers’ perceptions. And I expect you will uncover many new opportunities to build customer confidence and deliver even better customer service!

By the way — how many “routine” traffic stops will a 10-year veteran patrol officer make in a major tourist destination city?? I was shocked at how many! The number along with the rest of the “finishing school” story, are both in my book, Willie’s Way: 6 Secrets for Wooing, Wowing and Winning Customers and Their Loyalty.

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#routinesrule #williesway #redefineroutineactivities #customerconfidence #percerptionisreality

 

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