1. Chapter 13. Influencing others to give great service
Roles of the mentor, supervisor, manager, or leader
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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
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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”
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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?
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5. 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.)
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6. 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.)
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7. 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
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8. 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
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9. 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)
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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
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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
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12. Apply sources of influence
Likelihood of success is far greater if your use multiple influencers—preferably all six
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13. 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
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14. 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
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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
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16. 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)
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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!
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