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Customer Service - Module 5.pptx

  1. Customer Service
  2. Beginner’s Guide: Customer Service • It is very Personal. A Concept of delivering a PROMISE! • As a customer, you have CHOICES! • Customers are the reason you have a JOB • A support you offer your Customers both before and after they buy or use your product/service • Customer should never have to feel grateful for being treated well. • Today’s customer service goes far beyond traditional customer service.
  3. Customer Service • Customers are more likely to switch vendors due to service problems than for price concerns or product quality issues • Inverse Relationship between • Elements of service quality that matters to customers • Elements that companies perform best • If customer’s problems are resolved, they will return to a business and be more loyal • Customer’s lifetime with a business increases if service is satisfied
  4. Why it matters? • We all look for a little comfort in-between our rushed lifestyles, fast- paced work schedules, etc. • We want other people to be nice to us – comfort might come in any form. • Employers have difficulty in finding good employees, if they find, it’s not easy to keep them • There is a fear – pointing out deficiencies may cause employee turnover which can be costly to an organization
  5. Why it matters? • Research says -> Turnover is higher in organizations where employees have a poor view of customer service • (Employees are good predictors of customer’s perception) • Increasing the Quality of Service can increase customer loyalty and employee retention • With proper training and support, and with customer-focused environment – Fantastic Service can be given EVERY TIME!
  6. Barriers • Your Critics outweigh Your Biggest Fans! • Clients with favorable impression give feedback far less than unhappy customers who spread negative comments • There is need to recognize the barriers and develop strategies to solve them
  7. Barriers – Common types Barriers Internal and External Logistical Operational
  8. Barriers Internal and External: • Internal -> Issues that exist between employees • Negatively affect the Quality of Customer Service • External -> Issues that exist between customers and organization. • Increase in customer complaints is a good SIGN
  9. Barriers Logistical: • Issues that center on the organization’s customer focus. • Ex: Insufficient supply to meet demand, later deliveries, overlooked tasks, etc • All of the above damage customer relations and focus is taken away from the customer & service
  10. Barriers Operational: • This centers around Costs of running a Business • Creation of operating costs – Labor and material • Ex: unpaid bills, trade-offs between quality and production costs, accounts that don’t balance.
  11. Be Active and Pro-active • First impressions matter! They are mental SNAPSHOTS • Appearance is the first thing customers notice • Wear Appropriate attire for the type of Work suiting the environment • Ensure you are well Groomed • Present Positive Body Language • Includes demeanour, facial expressions, eye contact • Hold your head high, stand or sit up Straight • Smile as often as appropriate • Other important factors • Tone of voice, speaking skills, listening skills, writing skills
  12. Be Active and Pro-active • Courtesy COUNTS! • Courtesies include the words you choose and the actions you take – both • Conscious efforts will become natural part of your vocabulary and personality • Say • Please, • Thank You, • You’re Welcome • Excuse Me • I’m Sorry • Use Sir and Madam or a Person’s Name when you know • Use ‘Yes’ rather than ‘Yeah’ (Professional) • Say it with a Smile  • Avoid taking on personal calls, texting or staring at your phone, smoking, eating, chewing gum
  13. Be Active and Pro-active • ATTITUDE is Everything! • Its Everything – Good or Bad! • Believe in Yourself; Believe You can Make a Difference! • Appreciate the Good in Others and in Yourself • Have an Open mind; Avoid Stereotyping people • Maintain Positive Attitude • Do not carry emotional baggage to customers, Everyone has Problems! • When you are positive, you can uplift others
  14. Be Active and Pro-active • Doing the Right Thing! • A important factor in Customer Service - Ethics • Be Honest – at all Times • Truth has a way of coming out, ALWAYS! • Be Truthful about your Products, Services and Policies • Do not make misleading claims or negative comment about your competitors • Think through your course of action before you take • Words must match Actions • Do what you say you will when you say you will • Be Accountable • Humans make mistake but important factor is what you do after you make a Mistake • Apologize if you are wrong
  15. Active Listening • Making an effort to hear something – paying ATTENTION! • Skilled negotiators: They listen carefully, understand the needs before they make a compromising offer • Best ones – concentrate on Listening to avoid talking customers out • Develop ‘Can Do’ attitude.
  16. Active Listening • Listening requires thought and can be improved through practice • Its more challenging when you are facing a difficult situation (upset or angry customer) • Stay Calm, focused and avoid becoming Defensive or Offensive • Every complaint is an opportunity to make things better
  17. Active Listening • Self-Listening: Listen to yourself, ensure you are presenting in a positive manner • Listening enables you to understand the other person’s needs – whether it is with customers, coworkers, friends or family • You can focus on information needed to handle service requests quickly and correctly • It conveys a caring attitude and build rapport with customers
  18. Active Listening Active Listener Passive Listener Ask questions and respond to the customer Receive information without questions Verify understanding Accept information at face value Pay attention to what is being said and how it is being said Show little regard for the feeling with which the information is being communicated
  19. Attentiveness • Without even being asked, offering to reconfigure the size, packaging and delivery patterns – unanticipated benefits • Revised billing and payment procedures may be advantageous to the customer • Developing product that can fortify customer’s competitive position with better understanding of challenges faced by customer • When customer has a problem, you have a problem – roll up your sleeves and become part of the crisis team • Need to be constantly ALERT! ‘Attentiveness Advantage’ – powerful available tool of every emerging business.
  20. Attentiveness • Understand the Complaint • Listen carefully to the details of the problem till customer gets all out • Ask clarifications, if you are unsure • Apologize, let them know you care • Assure that you are going to help • Recap, make sure you have correct interpretation, clear misunderstandings • Re-Assure, display Empathy. Customer must know that you understand
  21. Attentiveness • Identify the Cause • Scrutinize the situation. Promise you get back to the customer • Determine if the complaint made by the customer is Legitimate • If the customer is chronic complainer, connect with your Manager • Apologize again if necessary, take responsibility • Keep emotions out, stick to the Facts while explaining • Customer may not like to hear what you say, but honesty will be appreciated • Do not cover up, be evasive or lie – Never a Good Business Policy
  22. Attentiveness • Solve! • Once the problem is found, next is to offer a Solution • Best solution: Tell what you can do and explain why it is best solution • Focus on what you can do rather than what you cannot do • Do not fault the customer. To the customer, you are the Company! • Compassion and understanding mends damaged relationship • Best solution may not always appease the customer • Offer Alternative solution • Ask for customer’s inputs, work together to come up with a realistic solution
  23. Body Language • As per a research by University of California, 55% of emotional message results from Body Language. • One has to experience to know how true the expression is, • A warm embrace • A parent’s look of worry • An cheerful smile • A child’s pout • Someone pointing finger at you
  24. Body Language • Transmitting messages unconsciously • At times your body too sends out signals without your conscious awareness • Ex: dilated eye pupil, unconscious movements of hands & feet • These micro gestures and expressions doesn’t mean that they are not powerful • Sometimes such gestures may reveal lack of security and awkwardness in front of an audience • Development of unconscious negative gestures must be eliminated
  25. Body Language • Substituting behaviour for Word • Sometimes a gesture is more effective in conveying a message rather than words but may require few words for clarification • When words aren’t enough or must not be spoken loud, gestures substitute • Ex: • Putting your hand up sharply with fingers held tightly together and facing forward means ‘STOP’ • Winking at another person hints at a little secret between the two. • Putting your index finger in front of your mouth while pursing your lips is a common signal for ‘SILENCE’
  26. Body Language • Gesture for Illustration • For illustration, we use gestures for describing a object so the listener finds it easier to understand • Gesturing is a useful means of conveying visual information. • Ex: • Describing a round object, describing a square building, cutting through space like a knife, describing turbulent ride of plane or boat, etc • Illustrating your message through gestures helps create a clear picture for people • For someone who can’t see, you can hold their hands in appropriate position to experience what you are describing
  27. Body Language • Revealing thoughts, attitudes and beliefs • You don’t have to tell people how you are feeling. • Ex: • People who feel threatened or unsure of themselves touch themselves as a means of self-comfort or self-restraint. • People who perform specific gestures reserved for religious rituals reveal their beliefs and values. • People in a state of elation often breathe in deeply and gesture outwards with expanded arms. • People in despair, and depressed, reveal their thoughts and attitudes by the slouch in their step, their drooping heads, and their downward cast eyes. • Positive people, reveal their thoughts and attitudes with an upright stance, a bounce in their step, and eyes that appear lively and engaged. • Not every bent head signals depression. Sometimes it just means that you’re reflecting, thinking, or absorbing information.
  28. Body Language • Getting most out of it • Successful people know how to use their bodies for greatest effect and where to position themselves • Becoming Spatially aware • Anticipating movements • Creating rapport via reflecting gestures • Becoming who you want to be • Reading the signs and responding appropriately
  29. Persuasive Skills • Key to effective persuasion is having powerful ideas and delivering them well. • Persuasion consists of three appeals • Appealing to their reason • Appealing to the audience’s sense of your character or reputation • Appealing to their emotions • One must have three qualities in them to persuade someone • Character • Reasoning • Passion
  30. Persuasive Skills • The process of working on how to persuade consists of • identifying the core idea • arranging your ideas logically • developing an appropriate style in the language you use • remembering your ideas • delivering your ideas with words, visual cues and non-verbal behaviour • A single governing idea is more likely to persuade your listener than a group of ideas • People will only be persuaded by ideas that interest them
  31. Persuasive Skills • A four-point structure that can make your listener accept your message Situation Problem Question Response
  32. Persuasive Skills • Situation • Make a statement that you know they will agree with • Demonstrate that you understand their situation and can appreciate their point of view • It’s an Opener – prepare them for what’s to come • Problem • Identify a problem that has arisen within the situation • It’s Important that the listener will recognize the problem you identify • Problems can be positive as well as negative, alert your listener
  33. Persuasive Skills • Question • Problem causes listener to ask a Question • If they ask, you are better positioned to answer it • If not, carefully get them to agree that a Question is worth asking • Response • Your response or answer to the question is your message • The message should naturally emerge as the logical answer to the question raised
  34. Persuasive Skills • Expressing your Ideas • Examples • Stories • Using metaphors – a technique of expressing one thing in terms of another • Delivering Effectively • Effective Eye contact • Using your voice • Body language
  35. Confidence • It is the ability to take appropriate and effective action in any situation • Ways you can recognize confidence in yourself • Breathing easily • Feel poised and balanced • Moving towards a goal with sense of purpose • Being proactive rather than defensive • Laugh at yourself • Ability to deal with anything (even if you can’t control it) • Know everything will be alright in the end
  36. Confidence • Indicators of confidence • Direction and Values – You know what you want, where you want to go and what’s important to you • Emotional stability – Calm and focused approach • Positive mind-set – stay Optimistic • Motivation – motivated by and enjoy what you do • Willingness to take risks – ability to face uncertainty • Health and Energy – manage stressful situations without being ill • Flexibility in behaviour – adapt your behaviour according to circumstance • Eagerness to develop – stretching yourself, take discoveries to new experiences
  37. Confidence Managing your Fears • Avoiding the trap of fear • It is a trap you can stumble upon unexpectedly • Sudden loss of confidence can show up • Way out – first notice, acknowledge what is happening and find a way to move on • Transforming fears into Confidence • Fears can trigger to action, experience may lead to a real benefit • You need to take energy from fear, let go of emotion, feel empowered • To let go of fear, strengthen your confidence, it is important to face what worries you
  38. Confidence • Exercise to break down your sense of fear • Once you know what you are scared of, you can find ways to face it or manage it What do you fear? How did this fear begin? What ideas have you got to change it? What action will you take and when? Taking on a huge loan to buy a house My parents told me I should not ever owe anyone money Talk to friends, colleagues who have taken loans. Work out a plan for repayments with different banks offering different interest rates Put efforts in identifying a good financial adviser to understand and get good knowledge at the earliest
  39. Confidence Appearing Confident 1. Go to a crowded place. • Station or airport, shopping malls, playground, etc 2. Look around until you spot someone who appears confident to you. 3. Analyse what it is that makes you think they’re confident. • Determine, about the way they look, carry themselves and speak • Write down 3 to 4 things 4. Consider how you can imitate or incorporate these qualities in your own behaviour. Now go out and try your new behaviors and notice the difference.
  40. Dealing with Queries • Customer complaints/queries are a part of every business you deal with. • When you have many clients at the same time, you will have at least one client who is unsatisfied • It is important to be professional, tackle issues quickly and methodologically when dealing with queries • Solving a query effectively can be a great opportunity for business • A satisfied customer is the best business strategy of all
  41. Dealing with Queries Steps to deal 1. Look past the fury or friction. • Complaints, even the furious ones, can be insightful – its your job to seek out • Execute Mindful Questioning – it helps you to get to the source of the issue 2. Record and process meaningful complaints • Helping customers is always right, but haphazardly following their demands is always wrong • Key is to make it easy. If it is “Hard to do”, then this leads to never being done. • Make note of meaningful complaints
  42. Dealing with Queries 3. Identify the customer you are talking to • Meek Customer: • He doesn’t want to be a burden, or he doesn’t think you will care • You need to inquire deeper to know exactly what is wrong • Aggressive Customer: • Outspoken and not shy about letting you know what’s on their mind. • Avoid mirroring the customer’s behaviour, react with politeness but not submissive • High Roller: • Your “Enterprise” customer who likes to play well and demands premium support. • Set up a “VIP” folder to cater to the high roller’s needs • Chronic Complainer: • They will contact you a lot, but this doesn’t mean their issues should be dismissed • Patience is the key. Once the customer is satisfied, he/she will have no issues praising
  43. Dealing with Queries • The Barnacle: • This is a “rip-off” customer. This customer is never happy. • They try to get something they don’t deserve. Nothing is good enough unless they get handout. 4. Don’t be passive-aggressive • Just say you are sorry. Any other attempt to apologize comes off as dismissive (misuse of tone) • Even when the customer is unreasonable, apologize outright and ask how you might help to resolve the issue. 5. Transfer quickly, but explain why • Never miss an opportunity to briefly explain to a customer about the benefits. • Its nearly impossible to get anyone excited about being transferred • Without briefing, customers won’t know that you are doing the best thing
  44. Dealing with Queries 6. Use supportive questioning • There is a fine line between following up and inadvertently swaying a customer to dwell upon his bad mood. • Asking a customer a negative question (“Is there anything else wrong?”) is asking for a negative outcome. • Conversely, inquiring to further assist shows your willingness to address customer needs. 7. Time is of the essence • In case of a unhappy customer, a speedy response is necessary • Make responding to the customer a priority • Be conscious if there is a situation where speed take a priority
  45. Dealing with Queries 8. Verify the resolution • You need to be absolutely sure that the customer is clear on the resolution that occurred and that it met their needs. • If you are not ending your responses with an inviting question, you may be creating unnecessary trouble 9. Treat customers with genuine respect • The day you stop talking to customers like regular people is the day you lose touch and relevance and later lose customers • Provide a comfortable behaviour to the customers you are serving, any situation 10. Don’t drag out a lost cause • If a customer wants to cancel his account, do it right away • Hassling upon exit, however, will assure they never return • Winning customers back with exceptional service is fundamental
  46. Customers and Adapting Styles The Analytical • These are precise, rational, self-controlled, business-like and serious kind • They are motivated by details and facts, like rigid timetables, display reserved behavior while interacting with people • Disregard personal opinions when making decisions Adapting Style • Respect and support their principles, approach and way of thinking • Be systematic, exact and logical, provide facts, data, history and financial details in a structured and organized format • Use guarantees or warrantees to reduce perceived tasks • Do not challenge their knowledge on the product or their point of view
  47. Customers and Adapting Styles The Driver • They make decisions quickly and have an urge to achieve • They are assertive, impatient, determined, task oriented and need relevant information • They may not care about personal relationships, except as a means to reach a goal Adapting Style • Be professional and efficient, identify their objectives, support & assist if possible • Don’t waste time in small talks, be to the point, establish rapport quickly • Use facts and logic, provide options so that customers feel they are in control
  48. Customers and Adapting Styles The Amiable • They are respectful, agreeable, willing, supportive, friendly and responsive • They are team players who focus on innovation and long-term association • They value relationships and engage with people they feel they can trust Adapting Style • Establish personal relationship and discuss personal issues (family, interests) • Look for collaboration with customer, openly discuss the issues in a conversational manner • Use personal commitments and guarantees, demonstrate low risk solutions and don’t take advantage of them
  49. Customers and Adapting Styles The Expressive • They are charismatic, confident, nurturing and focused. • They like to talk a lot, possess strong persuasive skills and also strive for recognition • While they are impatient with details but are happy to focus on big picture Adapting Style • Give them recognition and approval, get feedback about your service • Focus on big picture of how your service will benefit them, discuss all aspects of your product/service • Be aware that such customers buy product or service based on recommendations of known people, so keep best of testimonials while handling
  50. Feedback
  51. Feedback • Customer want their voices to be heard and heard NOW! • Feedback comes in many forms and from a variety of sources • Feedbacks can be addictive • Its important to know how you did when compared to yesterday; compared to last month; in your department • Its one thing to listen to and capture the voice of the customer. • Its another thing to analyze and apply the feedback in ways that enhance the customer experience • But are the customers really listened to? about their voices? what they are telling us across channels?
  52. Reaching feedback? Your Customers Your Employees Missed Customers Satisfied Customers
  53. Ways of listening to Customers • Customer Surveys • Face-to-face, via email, on websites, over telephone – ask customers to rate • It measures how well you have done at creating “Passionate promoters” • Toll-free hotlines • A good service recovery system has a phone hotline with employees trained and focused on resolving customer problems • Customers who call-in to register a complaint, make a suggestion, ask a question, offer extremely valuable inputs on your service • E-mail • Many customers rely on e-mail as a way to communicate their pleasure or displeasure • This offers an opportunity to respond to customer and resolve before they go public to reach wider audience.
  54. Ways of listening to Customers • Your company website • Managing customers on your turf is much preferred and controllable than having customers go elsewhere to give feedback • Strive to be active in soliciting customer feedback and reviews on your own website • Give your customers a reason to come back to your site and leave their feedback • Social Media • More than half of world’s population (4.55 billion) use social media and among those many could be your customer • Probably a lot of customers like, follow, are fans of your business and check those platforms on daily basis – multiple times a day • It offers blog posts, distribute surveys, auto-response (chatbots), contests, stories, polls, etc – a guaranteed valuable feedback who truly use your products & services
  55. Evaluating Feedback • Consider the source • If you receive negative feedback on a website, it should be dealt immediately • Call them, e-mail them, reach out to them, find out more information on how you can earn back their trust • You need them, by reaching out to them and resolve, might garner you a new loyal customer • Watch the tone • If its an irate customer, it can be tempting to respond in a lashing way he/she never forgets • In such case, customer will never change his opinion and may influence his associates to never try • Try responding with kindness, apologize for bad experience, offer discounts if he might try again
  56. Evaluating Feedback • Quality vs Quantity • Its always great to have qualitative feedback – specific, detailed and constructive • But customers inputs does not always come in gift wrapped • Amazon has million customers worldwide – a large quantity of feedback on sellers can be helpful • Consistency of Feedback • A pattern of similar feedback can either be encouraging or discouraging to customers • Retailers like Amazon provides potential customers with accurate look at products • Amazon helps customers get balanced and credible information run side by side while purchasing • Most of the customers find such feedback believable and useful
  57. Evaluating Feedback • Is the feedback realistic and actionable? • At times, customers have unrealistic expectations which needs to be taken with pinch of salt • Some feedbacks are clearly inaccurate and its an opportunity to step in to clarify facts • Focus on customer loyalty drivers • Pleasing every is not possible and it doesn’t matter how hard one tries • Its all about making choices and how you respond must be based on, • Who are your most valuable customers? • What service has biggest impact on customers repurchase intentions? • Whom you are trying to appeal the most?
  58. Pay Attention: Action Steps • Consider your own history as a customer • Build an awareness of your company’s online presence • Make sure you have good control of your purpose, strategy and core customer • Go where your customers are • Establish goals and metrics • Expand to other channels when you are comfortable doing • Reach out to customers through social networking • When something goes wrong, recover quickly and thoughtfully
  59. Customer Rewards & Appreciation • Customer Appreciation • Prioritize customer appreciation • Feeling and expressing gratitude has psychological benefits • Uplifts work environment where people come first. • Why is it important for a business? • Businesses reinforce the relationships • Can translate to higher retention and referral rates.
  60. Managing Stress
  61. Managing Stress • Customer service is a stressful occupation • Stress management skills are excellent life skills that will serve you well regardless of any chosen profession • Eustress • healthy form of stress that helps keep you motivated, enables you to feel a sense of accomplishment. • It encourages you to work harder to accomplish your goals or make positive changes • Distress – negative form of stress that causes strain, anxiety, or suffering • According to one estimate, 75% to 90% of all visits to Physicians are for stress related problems.
  62. Causes of Stress Causes of Stress Institutional stressors Situational stressors Personal stressors
  63. Institutional Stressors • Stressors that accompany the type of business you are in or the state of the organization where you work. • They exist anywhere you work • Nonprofit organizations lack financial resources • Small companies lack redundancy in their workforce • Start-up companies lacks infrastructure and discipline • Challenge – figure out which institutional stressors you want to experience • You will have little ability to influence institutional stressors as they come with territory • Work carefully!
  64. Situational Stressors • Stressors that accompany the type of work you do. • Factors that cause such stressors • Challenge – Do you have the attitude and skills needed to handle such situations • Have greater ability to influence such stressor than Institutional by developing a positive attitude and skills • You can control the amount of stress by choosing to deal positively Conflict with coworkers Insufficient training/time for training Insufficient tools, lack of knowledge on procedures Difficult customer situations Heavy workload Lack of career opportunity Poor product quality Response time restrictions Understaffing Interruptions
  65. Personal Stressors • Stressors that accompany your life experiences. • Factors that cause such stressors • Here you have greatest ability to influence personal stressors compared to other two stressors • You can determine ways to either eliminate the stressor or minimize its effects on your life. Travel to and from work Decision making when too many choices and less time Short or long-term illness Experiencing emotions – sorrow, fear, anxiety Environmental discomfort Financial Physical Social (interact with other people) Work pressure Chemical (drugs, alcohol, caffeine)
  66. Developing Coping Mechanisms • One must either learn to live with stressors or find way to minimize their effects by managing how you respond. • Two factors that affect how people respond to stress 1. How much Control a Person has over a stressor? • You may not be able to control what happens around you, but there is always something you can do (get focused, work effectively when busy) 2. Whether a person chooses to be exposed to a stressor? • You have two choices – Change the situation or Control the way you respond • Once you choose to accept a stressor, stop complaining. • Next, determine what you can do to minimize the effect the stressor is having on you • Continuously remind yourself that you are accepting a particular stressor
  67. Mastering the Change • Technology changes quickly and soon become obsolete. • Take the time to continuously update and improve your technical skills along with business, soft and self-management skills • Develop Flexibility • Do not wait for your responsibilities to be described in perfect detail • Develop the ability to quickly figure out what needs to be done and do it • Prove your worth by being willing to do what needs to be done to achieve its goals • Speed Up • Approach work with sense of urgency • Try not to involve in endless discussion, planning in an effort to ensure the outcome is perfect • High quality is important, but need not be perfect. Stive for excellence and do it Fast!
  68. Sense of Humor • Humor offers an effective communication tool to connect with customers • Humor helps to ease out tensions and relax the person you are interacting with • Challenge – what constitutes appropriate humor in different contexts • Making a customer laugh does not guarantee a SALE • Any attempt of humorous interaction must be based on careful management and strategic approach • It can prove extremely helpful in dispersing tensions and building relationship with the customer based on trust and liking
  69. Sense of Humor – Why? • World of Business and Competition • It is highly stressed environment, causing unwanted and unnecessary friction in interactions • A touch of humor in customer service can relieve these tensions and frictions • As relationships build, more customers would be drawn and would want to forge relationships • Keeping Human touch intact • With advancements of technology, interactions are becoming more distant • Humor adds a smile and a personal touch to make customers feel special • Brings more productivity • Humor creates cheerful atmosphere, encourages interaction, creation of new ideas, feel of little risk, seeing this positively – leading to higher productivity!
  70. Sense of Humor – Why? • Positive health effects • The service agents must put an effort to make customers smile apart from regular job • By going an extra mile, it ensures customers are happy and remain stress free during interactions • Well-being (scientifically) • Scientifically humor and laughter are known to increase the feel-good hormones and chemicals in the body • In turn this relieves pain and make the person have a sense of being well • Humor is also great for heart as it keeps blood pressure normal keeping body and mind stable and healthy
  71. Sense of Humor – Why? • You Stand Out • A touch of humor in your interactions with customer will make you stand out and remembered. • Your advices and assurances will be received in a much better way by the customer • Entertaining the Customer • While Interacting with a confused and irritated customer, indulge in a nice, casual, and funny way • You make them feel relax and make the interaction enjoyable, entertaining and happy experience • Uplifts employee’s morale • Being humor, receiving an encouraging comment, appreciating remark, funny response will surely motivate and uplift the morale
  72. Team Building
  73. Team Building • “A group of people organized to work together toward the achievement of a goal” • Reasons for Team Setting • Good number of available products: • No one can master all of the available products • Need for business knowledge: • It is practically not possible to acquire every business and technical skills (like accounting skills, banking knowledge) • Need to use resources effectively and efficiently: • There is need of high productivity and high quality. • Service requests must be handled correctly the first time, no time for doing thins over
  74. Reasons for Team Setting (contd) • Reasons for Team setting • Integration of Products and Systems: • Ex: Customer management, order management, knowledge management, etc • Challenges faced is compounded by many products and systems that must be supported by different levels or external sources • Growing complexity of the business world: • There is a need of collaboration with varying skill levels, education levels, generational and cultural backgrounds • It is very difficult for a service personnel to manage these diverse relationships and handle related communications that are associated • Ubiquitous rate of technological transformations: • It is impossible for an individual to be aware and understand the changes occurring within a market segment (hardware, software, application, network related products, service verticals, etc)
  75. Why Teams don’t work? • Few research says, teams underperform, despite all the resources they have • Problems with coordination, motivation and competition badly damage the team and chip away the benefits of collaboration • As per HBR research, most of the team had been set unambiguous boundaries, may be due to fear of being exclusionary or political reasons, there is fuzziness in team boundaries • Managers often guide and correct individual behaviors (rather than team) in a team which results in failure of reaping benefits
  76. Why Teams don’t work? • Dismantling existing organizational structures • So team are capable enough to accomplish the work. • Assumption – removing structures will power up groups to work together creatively and effectively. • Tasks are defined vaguely, generic terms, no clarity • A vital act - Setting a persuasive direction to team, is emotionally demanding as it involves exercising authority and arousing anxiety & uncertainty for both a lead and the team. • Assuming that the members have all the skills needed to work as a Team. Taking focus completely out can limit a team’s effectiveness
  77. Actions for Team work • Set right conditions – • Build teams of no more than 9 – Too many and number of links between members become unmanageable • Keep the team together – Team whose composition changes constantly don’t work effectively • Be ruthless, make hard decisions • Not all who wants to be on a team should be included, some individuals should be let off • Set compelling directions • Make sure team members know & agree on what they are supposed to be doing together. • Embrace your own Style • Bring your own strengths and weaknesses, exploit what you are great at, and get help in the areas where you are not competent
  78. Actions for Team work • Focus Coaching on Group rather than guiding individual behavior – • Run meeting, so members become oriented to and get engaged with their tasks • Help team to fine-tune performance strategy by conducting midpoint reviews on what’s going well and what is not. • After task is finished, spend time to reflect on what went well, what went bad; identify how team can make best use of their knowledge and experience the next time • Enable a structure for the Team • A well-designed team task – that engages and sustains team members motivation • A well composed group – as small as possible, have clear boundaries, members have adequate tasks and skills with good mix of people • Clear and explicit specification of norms of conduct for team behavior – things that “must do” and “must never do”
  79. Best Team Attributes • A great team leader/manager who cares about the team and works across departments to get what the team needs • Right people on the team • Enjoyment of the work the team is in charge of • Clearly defined goals, clear directions and specific time frames • Availability of resources needed for success • Strategies for handling challenging members of the team • Open & honest communication among members and between manager & team and ability to make decisions freely • Ways to measure successes or results • Rewards and recognitions when goals are met or exceeded • Performance accountability
  80. Team Building Goals • A better understanding of each member’s role in the team • A better understanding of the team’s purpose and role in the organization • Effective communication among the members about issues that affect the efficiency of the team • A clear understanding of the behavior & dynamics of any group that works closely together • Ability to use conflict in a positive manner rather than a destructive way • Better collaboration among team members and reduction of competition which may cost the individual, team and organization • Greater ability to work with other work groups within the organization • Respect individual differences in values, personalities, skills, distinctive behavior in a work group
  81. Three factors to be considered while deciding team’s communication and decision making 1. Subject-matter expertise of team members • How skilled they are? – highly or moderately or not technically skilled • To what degree can they learn and develop? • Can they work on their own or need direction and training? • Able to communicate with each others, listen to different opinions, motivate, come up with consensus decision? • Can they deal with team members who challenge the process or do not do their job? Three Important Factors of a Team
  82. 2. Nature of team’s work • Team member may have a specific job to work on independently • Each member may have to make their own decisions without consulting others (Or the opposite) • Team member needs to work with others or needs their assistance to reach a goal • This is situation of Interdependence Three Important Factors of a Team
  83. 3. Culture of the organization or respective department • Some organizations may • Encourage two-way communications between managers and team members • Want managers asking team members for their thoughts, opinions, and value those • View team members as integral part in order for team to succeed • Other organizations may • Communicate in a top-down approach, Managers make the decisions • Expect team members to do their work well and not get involved in decision making • Want managers to run the show Three Important Factors of a Team
  84. Team Models Autonomous Team Work Group Participative Team Developing Team
  85. • Work Group • First-time Manager, • Assigns each member with specific responsibilities • Meets separately with each member to monitor the progress, hold meetings to share any new information and answers queries • Takes all the decisions, team members have to accept • Members have little conflict among them, limited interaction, have their own work products and communicates only with manager Team Models
  86. • Developing Team • A team member promoted as Manager role, • Has team members who were once his/her peers • Takes several months to get over the change and the team accepts him/her as Manager • Communicates 2-3 times a day with team members to solve problems, give advice & suggestions • Always listens to the team’s concerns and ideas • Helps team members acquire skills and knowledge to work independently and confidently • Team members help each other out in handling issues or problems without involvement of the Manager • Attends training sessions on how to lead a team and understand dynamics of teamwork Team Models
  87. • Participative Team • First-time Manager, • Manages a team of highly skilled and motivated members with prior team experience • Has team meetings on regular basis to discuss and decide on things they are responsible for • Most of the times, the team members disagree with one another and Manager too • Manager and the team member listens to each other’s arguments and finally reach consensus • Manager has no weightage apart from view points • Trusts the team members expertise and enjoys the role as Manager Team Models
  88. • Autonomous Team • An experienced Manager in a big firm moves to a small firm as Manager, • Manager handles a small team • Manager is asked to give some overall direction, timelines and be available to the team in case they need any help • Manager takes time to adjust and feels extremely comfortable as it is structured and it enables the manager to work on his/her own projects, spend more time to plan and organize • Manager trusts the team member’s expertise and decision making • Manager has time to help other teams if needed, take up special projects, improvise technical expertise Team Models
  89. • Work Group • Characteristics: • One-way communication, top-down • Manager makes decisions • Little interactions among team members • This model works best when • Manager is most knowledgeable of the group and when team members are new, inexperienced and not skilled • Team members do not have to communicate with each other in order to get work done • Organizations prefer the manager to be in charge and make all decisions Team Models - Summary
  90. • Developing Team • Characteristics: • Moderate interactions among team members • Manager makes decision with input from team members • This model works best when • Manager needs input to make decisions • Manager wants to develop team members so they will be able to communicate more effectively with one another and involve in decision making process Team Models - Summary
  91. • Participative Team • Characteristics: • Manager has completely developed team-leadership skills, technical skills, interpersonal skills • Manager has no more power in decision making than any team member • Team members and manager need constant communication to get work done (Time- consuming) • Team members own the product or service and concerned about the quality (Highly motivated) • At this level, its apparent that they are TEAM Team Models - Summary
  92. • Autonomous Team • Characteristics: • Team member’s expertise and motivation is very high • Team members have consistent communications with one another and are interdependent • Manager need not involve in day-to-day activities or take part in most of the meetings • To reach this level of Autonomy, it takes great efforts & time, and the benefits are enormous. • Team members need to be strong in technicality than their managers as they need to make decisions that affect the work and the team (Manager can still set boundaries & guidelines) • Team members share the leadership or rotate among themselves during daily activities and meetings • Manager has more scope to involve in developing other teams, work on own projects, take up more assignments • This model functions very well on its own with occasional involvement of managers in giving directions and guidance to the team Team Models - Summary
  93. Groups :: Teams Group Team Strong, clearly focused leader Shared leadership roles Individual accountability Individual and team accountability The group’s purpose is the same as the broader organizational mission Specific team purpose that the team itself delivers Individual work products Collective work products Runs efficient meetings Encourages open-ended discussion and active problem-solving meetings Measures its effectiveness indirectly by its influence on others Measures performance directly by assessing collective work products Leader or manager makes decisions, top-down communication, one-way Consensus decision making, two-way communication Leader or Manager gives feedback on how team members performance Leader or Manager and team members give feedback
  94. Your Role in Customer Service Challenger Collaborator Communicator Contributor
  95. • Each of these role contributes to the team’s goals in different ways • Challenger • Acts as team’s advocate, questions the team’s goals, methods and procedures • Collaborator • Goal oriented and does what is needed to get the job done • Communicator • A good listener, encourages other team members to participate in team meetings, discussions and decisions • Contributor • Is task oriented, does everything possible to provide the team with skills, knowledge and information required to achieve its goals Your Role in Customer Service
  96. Team members • Express team’s goals and help in clarifying the goal’s when needed • Encourage growth among the team members by highlighting the benefits they can gain • Express issues faced in a positive way and seek others opinion of their understanding • Make every effort to resolve conflicts in a positive way as conflicts are normal in a team’s growth • Encourage members to participate in all activities and assure everyone has a right to be heard • Take responsibility in guiding one another when their expertise is needed Effective Communication in a Team