Customer Service Training
Managing Customer Service Quick Reference Guide
Twelve Conditions for Being a Superstar
The Keys of Great Managers
1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12)
When selecting an employee they opt for talent, not simply experience, intelligence, or determination. When setting expectations, they understand the importance of defining the right outcomes, not the steps to get there. When motivating someone they focus on that person’s strengths, not their weaknesses. When developing someone they help find the right fit between talent and role. They use the twelve questions as a guide for developing superstars.
Do I know what is expected of me? Do I have the right materials and equipment to do my job? Do I have the opportunity to do what I do best? Do I receive recognition and praise for good work? Does someone at work care about me? Does someone at work care about my development? Do my opinions count? Do I know the purpose of my department and is my job important? Are my co-workers and I committed to quality? Do I have a best friend at work? Has someone talked to me about my progress along my career path? Do I have opportunities to learn and grow?
The Johari Window Known to Others
Known to Oneself
Not Known to Oneself
Velsoft
Not Known to Others
Open 1
Partially Open 2
Partially Open 3
Hidden 4
LearningWorks Training
Great managers are able to answer these questions about almost every one of their employees: What do they enjoy most about their current work experience? What did they enjoy most about their previous work experience? What attracted them to this organisation? What keeps them here? What are their talents, skills, and knowledge? What are their goals for their current roles? How often do they like to discuss their progress? Are they people who tell how they feel? How often do they like to discuss their progress? What are their personal goals or commitments? What was the best praise or recognition they ever received? What were the most productive relationships they have enjoyed with a manager? What made them so special
The Situational Leadership Model Participating
Selling
Low Direction High Support
High Direction High Support
Share ideas, guide the process and facilitate in decision making
Explain your decisions and provide opportunity for clarification
Delegating
Telling
Low Direction Low Support
High Direction Low Support
Turn over responsibilities for both implementation and decision making
Provide specific instructions and closely monitor
Telling: This is a one-way communication process, with the supervisor providing the information and instruction. This is particularly appropriate for new employees who need a great deal of monitoring and training. Selling: At this stage, supervisors engage in more two way conversation, where they are willing to provide additional information and answer questions. They encourage and provide more support for the employee. The employee is at a stage where he or she has learned the basics of the position, but still can use more coaching of the finer points of the work. Participating: Now an employee has the skills to do a task, but may need more confidence. This is the time for the supervisor to act as a mentor. Delegating: Once an employee is at this stage, a supervisor can leave the employee to work on his/her own, with only the occasional word of praise or recognition. Of course, should the employee embark on a new task, the leadership cycle would, at least briefly, return to the telling style.
Engaging Employees
Service Pride Is a Team Effort
The Engaged Employee Characteristics: Use their strengths every day. Reach consistent levels of high performance. Have natural innovation and a drive for efficiency. Intentional building of supportive relationships. Clear about the desired outcomes of their roles. Emotionally committed to what they do. Challenge purpose to achieve goals. High energy and enthusiasm. Never run out of things to do; create positive things to act on. Broaden what they do and build on this. Commitment to company, workgroup, and role.
Pinpoint problems through histograms, surveys, observations, etc. Record those problems. If they don’t get written down they get forgotten about. Inform those in authority and document your reports or memos for further follow-up Develop strategies to take care of these complaints/problems. Evaluate the implementation of these strategies. If they didn’t work, try again.
Your role as their manager: Make them aware of their individual strengths. Provide continuous feedback on how individual strengths are being used. “Clear the path” so a person can do what she does best. Form a relationship that an employee wants to stretch for. Build trust by showing a commitment to his success. Challenge each person within areas of her distinctive strength. Focus upon particular skills and knowledge. Give each employee ownership and creation of his outcomes.
The Three Parts of Active Listening Non-Verbal Messages: Actions speak louder than words! Verbal Cues: Let the other person know that you’re listening and that they should keep talking. Verbal Responses: Help the conversation along by asking questions, summarising, and paraphrasing.
The Not Engaged Employee
Velsoft
LearningWorks Training
Characteristics: Danger Signs Meets the basics. Confusion or inability to act with confidence. Here are some of the main danger signals that warn us that our Low risk responses and commitment; no real sense of emotions may be interfering with our listening. achievement. Possible commitment to the organisation, but not always Defensiveness. The points about which one is most vocal to the role or to the workgroup. and dogmatic, the points which one is most anxious to impose on others; these are always the points one is trying to talk oneself Your role as their manager: into believing. So one danger signal becomes apparent when you Review the demands of each role. find yourself stressing a point or trying to convince another. It is Clarify the desired outcomes of these roles. at these times that you are likely to be less secure and Tweak the fit to role if necessary. consequently less able to listen. Use a direct dialogue so you can get feedback to fix Resentment of opposition. It is always easier to listen to an problem. idea which is similar to one of your own than to an opposing Measure progress toward outcomes by rating the view. Sometimes, in order to clear the air, it is helpful to pause performance. for a moment when you feel your ideas and position being challenged, reflect on the situation, and express your concern to The Actively Disengaged Employee the speaker. Characteristics: Clash of personalities. Here again, our experience has Normal reaction starts with resistance; low trust; consistently shown us that the genuine expression of feelings on isolation. the part of the listener will be more helpful in developing a sound I’m OK. Everyone else is not. relationship than the suppression of them. This is true whether Inability to move from the problem to the solution. the feelings are resentment, hostility, threat, or admiration. A Low commitment to company, workgroup, and role. basically honest relationship, whatever the nature of it, is the Won’t speak frankly about negative views but will act out most productive of all. The other party becomes secure when he frustration, either overtly or covertly. learns that the listener can express his feelings honestly and openly to him. We should keep this in mind when we begin to Your role as their manager: fear a clash of personalities in the listening relationship. Address the problem as soon as possible. Otherwise, fear of our own emotions will choke off full expression Talk to the person involved (rather than other people) of feelings. about how to address the problem. Use direct, upfront language. Present the real problem. Remember: Help the person understand that she has to move out of To listen to oneself is a prerequisite to listening to others. the problem and into the solution. When we are most aroused, excited, and demanding, we Review the talent fit for the role. Be honest with yourself are least able to understand our own feelings and attitudes. and the person involved. Act swiftly to find the right talent/role if some person or situation touches off feelings within you fit. which tend to block your attempts to listen with understanding, Create trust by talking more about outcomes than about begin listening to yourself. the steps needed to get there.
Velsoft
LearningWorks Training
Twelve Conditions for Being a Superstar
The Keys of Great Managers
1) 2) 3) 4) 5) 6) 7) 8) 9) 10) 11) 12)
When selecting an employee they opt for talent, not simply experience, intelligence, or determination. When setting expectations, they understand the importance of defining the right outcomes, not the steps to get there. When motivating someone they focus on that person’s strengths, not their weaknesses. When developing someone they help find the right fit between talent and role. They use the twelve questions as a guide for developing superstars.
Do I know what is expected of me? Do I have the right materials and equipment to do my job? Do I have the opportunity to do what I do best? Do I receive recognition and praise for good work? Does someone at work care about me? Does someone at work care about my development? Do my opinions count? Do I know the purpose of my department and is my job important? Are my co-workers and I committed to quality? Do I have a best friend at work? Has someone talked to me about my progress along my career path? Do I have opportunities to learn and grow?
The Johari Window Known to Others
Known to Oneself
Not Known to Oneself
Velsoft
Not Known to Others
Open 1
Partially Open 2
Partially Open 3
Hidden 4
LearningWorks Training
Great managers are able to answer these questions about almost every one of their employees: What do they enjoy most about their current work experience? What did they enjoy most about their previous work experience? What attracted them to this organisation? What keeps them here? What are their talents, skills, and knowledge? What are their goals for their current roles? How often do they like to discuss their progress? Are they people who tell how they feel? How often do they like to discuss their progress? What are their personal goals or commitments? What was the best praise or recognition they ever received? What were the most productive relationships they have enjoyed with a manager? What made them so special
The Situational Leadership Model Participating
Selling
Low Direction High Support
High Direction High Support
Share ideas, guide the process and facilitate in decision making
Explain your decisions and provide opportunity for clarification
Delegating
Telling
Low Direction Low Support
High Direction Low Support
Turn over responsibilities for both implementation and decision making
Provide specific instructions and closely monitor
Telling: This is a one-way communication process, with the supervisor providing the information and instruction. This is particularly appropriate for new employees who need a great deal of monitoring and training. Selling: At this stage, supervisors engage in more two way conversation, where they are willing to provide additional information and answer questions. They encourage and provide more support for the employee. The employee is at a stage where he or she has learned the basics of the position, but still can use more coaching of the finer points of the work. Participating: Now an employee has the skills to do a task, but may need more confidence. This is the time for the supervisor to act as a mentor. Delegating: Once an employee is at this stage, a supervisor can leave the employee to work on his/her own, with only the occasional word of praise or recognition. Of course, should the employee embark on a new task, the leadership cycle would, at least briefly, return to the telling style.
Engaging Employees
Service Pride Is a Team Effort
The Engaged Employee Characteristics: Use their strengths every day. Reach consistent levels of high performance. Have natural innovation and a drive for efficiency. Intentional building of supportive relationships. Clear about the desired outcomes of their roles. Emotionally committed to what they do. Challenge purpose to achieve goals. High energy and enthusiasm. Never run out of things to do; create positive things to act on. Broaden what they do and build on this. Commitment to company, workgroup, and role.
Pinpoint problems through histograms, surveys, observations, etc. Record those problems. If they don’t get written down they get forgotten about. Inform those in authority and document your reports or memos for further follow-up Develop strategies to take care of these complaints/problems. Evaluate the implementation of these strategies. If they didn’t work, try again.
Your role as their manager: Make them aware of their individual strengths. Provide continuous feedback on how individual strengths are being used. “Clear the path” so a person can do what she does best. Form a relationship that an employee wants to stretch for. Build trust by showing a commitment to his success. Challenge each person within areas of her distinctive strength. Focus upon particular skills and knowledge. Give each employee ownership and creation of his outcomes.
The Three Parts of Active Listening Non-Verbal Messages: Actions speak louder than words! Verbal Cues: Let the other person know that you’re listening and that they should keep talking. Verbal Responses: Help the conversation along by asking questions, summarising, and paraphrasing.
The Not Engaged Employee
Velsoft
LearningWorks Training
Characteristics: Danger Signs Meets the basics. Confusion or inability to act with confidence. Here are some of the main danger signals that warn us that our Low risk responses and commitment; no real sense of emotions may be interfering with our listening. achievement. Possible commitment to the organisation, but not always Defensiveness. The points about which one is most vocal to the role or to the workgroup. and dogmatic, the points which one is most anxious to impose on others; these are always the points one is trying to talk oneself Your role as their manager: into believing. So one danger signal becomes apparent when you Review the demands of each role. find yourself stressing a point or trying to convince another. It is Clarify the desired outcomes of these roles. at these times that you are likely to be less secure and Tweak the fit to role if necessary. consequently less able to listen. Use a direct dialogue so you can get feedback to fix Resentment of opposition. It is always easier to listen to an problem. idea which is similar to one of your own than to an opposing Measure progress toward outcomes by rating the view. Sometimes, in order to clear the air, it is helpful to pause performance. for a moment when you feel your ideas and position being challenged, reflect on the situation, and express your concern to The Actively Disengaged Employee the speaker. Characteristics: Clash of personalities. Here again, our experience has Normal reaction starts with resistance; low trust; consistently shown us that the genuine expression of feelings on isolation. the part of the listener will be more helpful in developing a sound I’m OK. Everyone else is not. relationship than the suppression of them. This is true whether Inability to move from the problem to the solution. the feelings are resentment, hostility, threat, or admiration. A Low commitment to company, workgroup, and role. basically honest relationship, whatever the nature of it, is the Won’t speak frankly about negative views but will act out most productive of all. The other party becomes secure when he frustration, either overtly or covertly. learns that the listener can express his feelings honestly and openly to him. We should keep this in mind when we begin to Your role as their manager: fear a clash of personalities in the listening relationship. Address the problem as soon as possible. Otherwise, fear of our own emotions will choke off full expression Talk to the person involved (rather than other people) of feelings. about how to address the problem. Use direct, upfront language. Present the real problem. Remember: Help the person understand that she has to move out of To listen to oneself is a prerequisite to listening to others. the problem and into the solution. When we are most aroused, excited, and demanding, we Review the talent fit for the role. Be honest with yourself are least able to understand our own feelings and attitudes. and the person involved. Act swiftly to find the right talent/role if some person or situation touches off feelings within you fit. which tend to block your attempts to listen with understanding, Create trust by talking more about outcomes than about begin listening to yourself. the steps needed to get there.
Velsoft
LearningWorks Training
