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LeadSmart, Inc.
Company Performance
Leadership Practices
Workplace Culture
Customer Service
Relationship based leadership practices have the greatest long-term performance benefit
Customer service can be analyzed by the balance of people (relationships) and productivity (tasks) tension.
ProfitabilityProductivityCustomer SatisfactionEmployee Retention
What Drives Performance
Workplace Culture can be defined by the Artifacts, Values, and Perceptions of an organization.
Teamwork
LeadSmart, Inc.
1. I know what is expected of me at work.
2. I have the tools and materials I need to do my job right.
3. At work I have the opportunity to do what I do best everyday.
4. In the past seven days I have received recognition or praise.
5. My supervisor, or someone at work seems to care about me as a person.
6. There is someone at work who encourages my development.
Leadership Practices - Gallup Research
LeadSmart, Inc.
7. At work, my opinions seem to count.
8. The mission or purpose of my company makes me feel my job is important.
9. My colleagues are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months someone has talked to me about my progress.
12. I have had opportunities at work to learn and grow.
Leadership Practices - Gallup Research
LeadSmart, Inc.
Facilities
Values
Perceptions
Visible Organizational Structures
Strategies, Goals, Philosophies
Thoughts, Feelings and Beliefs
Components of Culture
LeadSmart, Inc.
0% 100%
100%0%
A Culture of Accountability
“The price of greatness is responsibility.”
—Winston Churchill
LeadSmart, Inc.
Legitimate Power – the authority to make decisions or to execute the functions of your role.
Reward Power – the ability to reward your staff - by praise or salary increase.
Position Power – the ability to punish or force somebody to do something they may not want to do.
Expertise Power – you are an expert in a particular field or you have special knowledge or abilities.
Interpersonal Power – the ability to communicate with all walks of life and to form alliances with influential people.
Information Power – your position gives you information that others desperately want to know.
Resource Control Power – to control resources including people, equipment, facilities or even information.
Referral or Contact Power – this type of power is linked to charisma and reputation.
Internal Power – internal power sources include self esteem, self image, confidence and outlook on life.
Power and Influence
LeadSmart, Inc.
FIXED, ABSOLUTE,
AND EASILY
MEASURED
VARIABLE, RELEVANT,
& SUBJECTIV
E
If you were “King or Queen” for a day, what is the one thing that you would change?
COST
DISTINCTION
How do You Add Value?
LeadSmart, Inc.
Customer Service
What are their expectations? __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Who are Your Customers? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________
What are Your Moments of Truth? ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________
LeadSmart, Inc.
The “RATER” System
"RATER"The
Customer’s Criteria For
Service____________
ReliabilityAssuranceTangiblesEmpathyResponsiveness
Personal Needs
Word of Mouth
Past Experienc
e
External Influence
Perceived Service
Expected Service
Perceived
ServiceQuality
LeadSmart, Inc.
RELIABILITY - The ability to dependably and accurately provide
what is promised.
ASSURANCE - The knowledge displayed to customers and the ability to convey trust, competence, and confidence.
TANGIBLES - The physical appearance of facilities, equipment, and staff.
EMPATHY - The degree of caring and individual attention shown to customers. The warm feeling customers get when
doing business with the organization.
RESPONSIVENESS - The willingness to promptly help customers. The “turnaround” or response time.
The “RATER” System
LeadSmart, Inc.
What are Your Moments of Truth? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
How will you “WOW” Your Customers? ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Moments of Truth
LeadSmart, Inc.
Customer
Serv
er
Active Passive
P
ass
ive
A
ctiv
e
Partner Mode - shared expectations - shared control- shared decisions - shared accountability
Blake/Mouton Service Matrix
LeadSmart, Inc.
“Influence: the art of getting someone else to do something you want done because they want to do it.” --Dwight D. Eisenhower
Influencing Behavior
“values”
“values”
LeadSmart, Inc.
The 4-Minute Sell”
Research by Jane Elsea
• Skin Color• Gender• Age•
• • • • •
What People Notice
LeadSmart, Inc.
What you show the outside world, your talents, gifts and
preferences.
What‘s underneath, the skills that are less developed that you do not feel comfortable showing the outside
world.
Building Productive Relationships
LeadSmart, Inc.
• Maintain a positive attitude
• Aware of their personal appearance.
• Aware of their personal manner.
• Knowledgeable and competent in their jobs.
• Genuinely enjoy working with, and for, other people.
• Have the ability to put the customer on “center stage.”
• View their jobs primarily as human relations professionals.
• Are flexible and enjoy new demands and experiences.
• Allow customers to be right, even when sometimes they’re not.
Effective Service People
LeadSmart, Inc.
Avoid phrases like these . . . Instead, use phrases like these . . .
You’re confusing me. I’m sorry, I’m confused. Please help
me understand.
What’s the problem? Please tell me what happened.
Huh? or What? I’m sorry I couldn’t hear you.
You’ll have to call back. I’m sorry, I have no information yet.
May I call you when the information
becomes available?
Wait a while and I’ll let you know I’ll be happy to help you with your
Problem. I’ll call you in 30 minutes.
You didn’t do this right. You forgot
to complete this part and you didn’t
sign the bottom.
I’m sorry, there are some areas on
this form we need to complete and
please and sign on this line.
Sign here. Would you please sign on this line?
I’ll need to see your identification.
May I please see your identification?
You should’ve told me. I’m sorry, I wasn’t aware of that. Thank you for that information.
Wait here. Would you please wait here while I
check on this?
I don’t have any more information;
you know as much as I know.
Unfortunately this is all theinformation I have right now. I’msorry for the frustration you’refeeling. I can assure you that
ourstaff is doing everything possible
toexpedite matters. I will keep youinformed of the progress.
Choosing the Right Words
LeadSmart, Inc.
1. “I don’t know.”
2. “I can’t be bothered.”
3. “I know it all.”
4. “We don’t want your kind here.”
5. “I’m right and you’re wrong.”
6. “I don’t care.”
7. “I don’t like you.”
8. “You don’t know anything.”
9. “You’re an interruption.”
10. “Hurry up and wait.”
10 Deadly Attitudes
LeadSmart, Inc.
• Expectations haven’t been met.
• Already upset at someone / something.
• Tired, stressed, or frustrated.
• Feels like a “victim.”
• Someone was indifferent, rude, discourteous.
• Was given incorrect information.
• Feels the organization or an employee was dishonest.
• Someone in the organization was argumentative.
• The situation was not handled quickly and accurately.
Upset Customers
LeadSmart, Inc.
The average business never hears from 96% of its unhappy customers. For every complaint received, the average company in fact has 26 customers with problems, six of which are “serious” problems.
Complainers are more likely than non-complainers to do business again with the company that upset them, even if the problem isn’t satisfactorily resolved.
Of the customers who register a complaint, between 54% and 70% will do business again with the organization if their complaint was resolved. That figure goes up to a staggering 95% if the customer feels that the complaint was resolved quickly.
The average customer who has had a problem with an organization tells 9 or 10 people about it. Thirteen percent of the people who have a problem with an organization recount the incident to more than 20 people.
Customers who have complained to an organization and had their complaints satisfactorily resolved tell an average of five people about the treatment they received.
The “TARP” Study
LeadSmart, Inc.
Recognize the problem.
Empathize with the customer.
Calmly & Caringly use tone to show care.
Observe while listening.
Verify what you have heard.
Express your apology with graciousness.
Repair the situation and follow up.
Learn to Recover
LeadSmart, Inc.
Thomas/Kilmann Conflict Model
Com
pan
y’s
Need
s
Other’s Needs
High
Low High
Thomas/Kilmann Principles of Conflict:
.Conflict is inevitable.
.Conflict is neutral.
.You can not NOT deal with Conflict.
.There is no Right Way to deal with Conflict.
LeadSmart, Inc.
STRESS DEFINED:
Webster: -- Constraining force or influence.
-- A physical, chemical, or emotional factor that causes bodily or mental tension and may be a factor in disease causation.
Selye: -- Wear and tear.
-- A nonspecific response of the body to any demand made upon it.
THE DEGREE OF STRESS:
Normal Stress
Dis-Stress
Eu-Stress
Conflict and Stress
LeadSmart, Inc.
High Performing Teams
1. T
2. E
3. A
4. M
( Rely on )
( Skills & Abilities)
( Commitment )
( Accountability )
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