Chapter 13. Influencing others to give great service Roles of the mentor, supervisor, manager, or leader Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall Learning objective 1: Acknowledge the need for constant change (which is difficult) Customer needs and expectations change Competitors “raise the bar” with service innovations that become the expected Technology provides opportunities for better service Workforce personnel bring new and challenging problems, ideas to customer service Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall Learning objective 2: Articulate a clear vision for customer service in your organization Managers should Articulate a theme that is clear, succinct and descriptive of the organization’s uniqueness Use participation of and input from customers and employees Write several drafts. Try to get theme to 10 words or less Describe your “service proposition” Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall Learning objective 3: Organize processes, people, and resources to achieve the vision Plan a strategy for customer loyalty with questions: What specific actions need to be done to reach our objectives and how can the company get employees to do them? How will these activities be carried out? What tools or technology is needed? Who will do the work and when? What resources will the company need to supply? Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Organize to achieve the vision Assign specific responsibilities to employees Give employees supporting authority to fulfill their responsibilities Work to reduce potential problems caused by systems (e.g., poor staffing, training, work layout, etc.) Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Learning objective 4: Lead and motivate people Show direction employees must go Generate the energy (motivation) that stimulates subordinates to action Provide needed resources (tools, technology, training, budgets, etc.) Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Learning objective 5: Create and sustain an effective work culture “culture” = the firm’s self-identity or shared mind-set The ways people dress and behave Rituals that make employees feel a part of the company Things people discuss and admire (stories) Awards and celebrations Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Learning objective 6: Acknowledge the stress of “emotional labor” Emotional labor = “the management of feeling to create publicly observable facial and bodily display” The need to be pleasant, calm, understanding, etc. even when you don’t feel like being that way Playing a role inconsistent with true feelings is stressful Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Working conditions that lead to stress Nonstop action without adequate breaks Autocratic management style without opportunities to participate Interpersonal relationship problems (e.g., harassment, inappropriate humor, bullying, disrespect) Unclear work rules Career concerns, lack of opportunity Poor work environment (e.g., crowded, noisy, unsafe) Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall Learning objective 7: Use the six sources of influence to bring about change Distinguish between behaviors and outcomes or attitudes Behavior = clearly observable and measurable. Discrete actions, not vague intentions Influence others to engage in “vital” behaviors—those that produce the best results Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall People will enact vital behaviors based on 2 questions 1. Is it worth it? 2. Can they do it? To change behaviors, change one or both of these Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Apply sources of influence Likelihood of success is far greater if your use multiple influencers—preferably all six Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Six sources of influence Motivation Ability Personal Make the undesirable desirable Over invest in skill building Social Harness peer pressure Find strength in numbers Structural Design rewards & demand accountability Change the environment Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Learning objective 8: Continuously harvest A-plus ideas Use brainstorming to generate creative ideas Use nominal group process to sort and prioritize ideas Help employees set contributing goals Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall Learning objective 9: Empower employees in important activities and decisions Managers cannot and should not run the organization alone. Empowerment = giving employees authority to help Everyone wins: Customers get help without having to get higher approval Employees gain satisfaction from asserting creativity and initiative Company sustains more satisfied employees and customers Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Learning objective 10: Tie the reward system to appropriate actions Identify specific behaviors that support company’s efforts. Tie rewards to these. Be careful to not reward the wrong actions. Rewarding one thing while hoping for another is a common problem in poor management. Look carefully for unintended consequences Reward more than one action (e.g., the hospital’s “Excel!” patient loyalty program) Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall A final thought You need not be a formal manager or executive in order to influence the quality of customer service. Be a positive example to your associates. If you are a manager/leader, develop your skills to effectively influence others. Create and sustain exceptional customer service! Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall

Copyright ©2014 Pearson Education, Inc. publishing as Prentice Hall