LeadSmart, Inc.

“Creating a Culture of Customer Service”

LeadSmart, Inc

February 26, 2008

LeadSmart, Inc.

Two Things Successful People Do…

Your Role

LeadSmart, Inc.

 SUCCESS

TRIALS

Failing Forward

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.

Task and People Balance

Task Tension People Tension

50%

95%

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.

A Culture of Care

Supervisor

Manager

Director

Vice President

Executive

CEO

BOD

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.

ENERGY

WORK STYLE

GATHER & DECIDE

DETAILS

Different or Difficult

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 )

LeadSmart, Inc.

Task People

Team Motivation

Relationship

Buy-in

Motivation

Team Motivation

LeadSmart, Inc.

Team Alignment

LeadSmart, Inc.

Values

Perception

Behavior

Intentions

The Service Trap