When it comes to customer service strategies, Jeff didn't just read the book - he wrote it! He's the author of the best-selling business books, Becoming a Service Icon in 90 Minutes a Month and Influence with Ease. He is a Hall of Fame motivational speaker and has produced several training tools. His Influence with Ease® column has been syndicated and featured in over 200 business and on-line publications.
How to compete with a Screen
At a recent speaking engagement in Toronto I witnessed something disturbing at Pearson International Airport that has implications for everyone who interacts with customers. In several waiting areas and restaurants, there are now touchpads offering internet access and video games STATIONED IN FRONT OF EVERY SEAT. That means if you want to chat with a travelling companion or family member you have to compete for their attention with a screen stationed at their fingertips. I saw an excited toddler taking uneasy steps next to her mom who was too focused on the screen to take notice. While I appreciate the marvels of technology (which I’m using to send you this tip) there are unintended consequences.
Aside from the assault on our humanity as fallout from our inexorable compulsion to look at shiny bright screens, pay attention to these two trends in your business: 1. Customer attention spans are shortening. 2. Our verbal communication skills are atrophying. That means when talking with customers, your messaging needs to be compelling and efficient. Chances are, unless you equip your team members with training on how to do just that, their ability to engage with customers – and build loyalty – will wane.
It’s NOT about what the customer asks for
When you think about it, the only way a customer or coworker is going to think of you as a Trusted Advisor, is if they believe that you understand not only their immediate need, but that you also get what they’re ultimately looking to achieve. People who just focus on the customer’s request become transaction oriented. That’s a problem because there’s low perceived value in processing transactions.
On the other hand, when you talk with people about what they are ultimately hoping to achieve, you demonstrate that you’re thinking not just tactically; but strategically. Clarifying strategic intent proves that you are thinking at a higher level than sometimes your customers themselves. That goes a long way towards you being valued as a trusted advisor. For examples of how you can apply this, check out my new on-line course, the Trusted Advisor Transformation. Courtesy reminder - introductory pricing of this course expires Dec 3rd.
Inform without Arguing
As you’ve no doubt observed, the customer is not always right. However, the customer is always the customer. So, when customers sometimes have their facts wrong you need to be able to correct them without being argumentative. That’s when Ron Willingham’s popular feel, felt, found formula is so effective. The way it works is when a customer says something you disagree with, you reply along the lines of, “I understand how you feel. Other customers have felt the same way. And what they eventually found was (based on this new fact or information that you’re introducing)…” Essentially, you’re starting your response by validating their concerns and showing empathy. That demonstrates to customers that you’re not becoming defensive or dismissive. Then, you introduce new information the customer may not be aware of. We can indeed reduce customer conflicts. The trick is to disagree without being disagreeable.
The Language of Trust
You've no doubt noticed that in certain workplaces the language tends to be... salty. Typical places you hear the banter become blue are dockyards, construction sites, and of course the House of Commons. In my summer jobs as a youth working as a labourer and truck driver in the oilpatch, I noticed that profanity became such a common habit (including for me I have to admit) that lots of guys just used the F-word as a universal adjective because it was easier than thinking of something more descriptive. That's the problem. These days swearing is so common it comes across as lazy language. Swearing around customers and coworkers says a lot: we are oblivious to the other person's possible sensibilities, we aren't intelligent enough to choose a more appropriate word, and we don't exactly exude class. Becoming a trusted advisor is also about what you chose not to say.
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Jeff Mowatt is a customer service speaker, customer service trainer, award-winning speaker, and best selling author. To inquire about engaging Jeff for your team visit www.JeffMowatt.com
In Praise of Quieter Communications
In a world of TV ads that blare, emails that SHOUT IN ALL CAPS, and employees who talk when they should listen, consider the advantages of making your customer communications quieter. Here are four touch points I share in my seminars when a strong/silent approach will differentiate you positively in your customers’ hearts and wallets.
To read the complete article click: “In Praise of Quieter Communications”
Wishy-Washy or in Command?
Whether you’re coaching a team at a soccer practice, or discussing a proposal in a meeting, there are times when you are expected to take control. Compare two presenters reviewing a project with her team. First presenter: “Ok, that’s if for page 5. Would you kindly turn to page 6 please?” Second presenter: “Ok, that’s it for page 5. Please turn to page 6.” The second presenter, while still being polite, sounds more decisive, in control, and instills more confidence. I believe most of the time, we should ask – not tell. However, on those occasions when you are expected to, go ahead and take command.
Leaders Speak Last in Meetings
If you’ve ever watched a great leader in a meeting you may notice a subtle technique that runs contrary to common behavior. Rather than dominating the discussion on each agenda item (a temptation for ego-driven, insecure people with a title), the savvy leader merely introduces a subject, then listens for input. She observes how each member of her team contributes, debates, reasons and interacts. Then, she announces her decision; acknowledging the comments and arguments of those who’ve contributed. She’s thereby perceived to be decisive, inclusive and a powerful leader. When it comes to meetings, smart leaders have the last word.
Leadership Lesson from Peter Rabbit
I think my former neighbor, Judge Peter Leveque had the right attitude about humor at work. Though he passed a few years ago, he once told me that as family court judge, at Easter time every year he would don a bunny outfit and hop into the staff’s offices delivering chocolate eggs. You can imagine the staff’s belly-laughs echoing in chambers at seeing Judge Peter transformed into Peter Rabbit. And they were devoted to him. As a leader trying to strengthen staff loyalty and enhance team spirit, do you use self-effacing humor? It is a risk requiring humility, security, and courage. Those are strong character traits. Maybe that’s why, ironically, at an almost subconscious level we have more respect for those people who take themselves less seriously.
My Dad’s Annoying Advice
My Dad taught me a business lesson that continues to annoy me; especially when I get complacent about running my company. Incidentally, Dad founded and led an oil & gas service company and was nominated by the Royal Bank in Calgary as being one of the most successful entrepreneurs they did business with. When I started JC Mowatt Seminars Inc. over 20 years ago, Dad gave me a single word job description that would determine whether my company would prosper over the long term. The single word, “Creator”. In today’s intensely competitive economy, I see this role of creator becoming more relevant for businesses than ever. I have to admit, when I’m not creating in my job, I’m coasting. Sometimes I’m too busy or lazy to create. That’s the annoying part. How about you… are you creating in your job?
Do you Confront or Attack?
Perhaps one of the toughest challenges in relationships is giving corrective feedback to people you care about. As a supervisor, husband, and father, I’ve made my share of mistakes when confronting others – less so since discovering this tip. Focus your feedback on behavior – not attitude. Instead of saying, “You need to be friendlier to customers.” (Friendliness is an attitude), focus on behavior with, “Within 5 seconds of the customer’s arrival, you are expected to smile, show teeth, and greet them.” Avoiding confrontation doesn’t help anyone. Focus on observable behavior. As for ‘correcting’ the other person’s attitude – what they think, believe, and feel – forever hold your peace.