Managing difficult customers 2017
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The document emphasizes managing difficult customer experiences through understanding mindsets, improving conflict resolution skills, and fostering authentic communication. It highlights the importance of actionable training methods that lead to measurable behavior changes and improved employee engagement. Key strategies include self-reflection, collaboration, and leveraging data to enhance customer interactions and workplace effectiveness.
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Managing difficult customers 2017
- 2. Develop relationships to deliver quality customer experience • Understanding business in an accelerated (VUCA) world • Understanding mindsets drive our actions that impact results • Uncovering blindspots to manage difficult customers • Improving workplace effectiveness through handling conflict • Be ready to apply the tools Our objectives 5Echo
- 4. 8 CustomerExperience Mindsets AliBaba3-2-0 Zero People touch for loan application Novartis Moving from treating diseases to wellness tracking Apple&TheRitz When the Server and the Serviced is seen as the same We are rock star geniuses serving rock star geniuses We have to think beyond the pill.’ Joe Jimenez, Novartis CEO ‘8 years ago, we said we should not be an e- commerce company. We should be a data company.’ Jack Ma
- 5. IN 3 MINUTES WE CAN DECIDE IF WE WANT TO GIVE YOU MONEY, HOW MUCH WE WANT TO GIVE. WITHIN 2 SECONDS THE MONEY WILL BE IN YOUR ACCOUNT. AND ZERO PEOPLE TOUCH. SO WE CALL IT 3-2-0.
- 6. July 2017
- 10. Authenticity Being pResentCommon sense nspiRing Leadership ESSENCE © Yvonne Sum 2008 p. 14-15
- 12. Find your sweet spot Share with your partner. (around 3 minutes) Reflect on your ‘Ikigai’: What you LOVE. What you are GOOD AT. What the world NEEDS. What you can be PAID FOR. (around 2 minutes) p. 18
- 13. Leadership Balance Sheet 18 Note your insights. (around 2 minutes) Reflect on your level of customer experience delivery. Take stock of your Assets. Balance with your Vulnerabilities. (around 3 minutes) Assets Attributes Attributes Vulnerabilities Strengths Allowable weaknesses Life & business experiences Perceived obstacles or history Values Limiting beliefs p. 19
- 15. Exercise in small groups: CURRENT “MESS” Brainstorm situations with customers that challenge you. COMPELLING FUTURE Imagine a desired future when all these situations are resolved. ChallengingCustomerExperience images courtesy of shutterstock p. 20
- 16. images courtesy of shutterstock Self-reflection CURRENT “MESS” Describe a real situation managing difficult customer(s) that is challenging for you. COMPELLING FUTURE Describe how it would be when it is resolved. Complete the first part of the Feed Forward worksheet. ChallengingCustomerExperience p. 21
- 17. images courtesy of shutterstock FeedForward In pairs: Share with your partner your Current “Mess” & Compelling Future. Get as many ideas from them as you can. Reverse role. (3 min @ round) Collect as many ideas over 5-6 rounds. Pick top 3, and commit to ONE. p. 21
- 18. situational sense mindful of self and others Being pResent
- 19. Otto Scharmer, MIT: The 4 Levels of Listening
- 20. Where are you now? Level 1 - Downloading (Habitual) Level 3 - Empathizing (Redirecting Cynicism) Level 2 - Factual (Suspend Judgment) Level 4 - Generative (Letting Go Fear) 1 5 10 “Yuk” “So-So” “Yes!” 1 5 10 “Yuk”“So-So”“Yes!” 1 5 10 “Yuk” “So-So” “Yes!” 1 5 10 “Yuk” “So-So” “Yes!” Listening Assessment Ref: Otto Scharmer, MIT: The 4 Levels of Listening p. 37
- 22. What is most critical in improving your skills? images courtesy of shutterstock
- 23. 95% learning solutions fail to provide this ….. MEASURABLE behaviour change. Globally over 310 billion dollars was spent last year on training and development yet virtually none of it is driving anything quantifiable. Most of the time the best we can do is measure ‘learning retention’. More and more, organisations are expecting sustainable learning solutions. At 5Echo, we believe “Ideas are only valuable when applied”. images courtesy of shutterstock
- 24. The shifting role of L&D Better Engagement. Want to learn more about Actionable Conversations? Visit conversations.actionable.co The ROI of Better Conversations. Research from Gallup indicates that managers and leaders are the biggest factor influencing employee engagement, and employees are 3x more likely to be engaged when they have regular and meaningful communication with their manager. Better group conversations improve employee relationships & leadership credibility. Better one-to-one conversations strengthen individual relationships & develop a coaching habit. Better Conversations. Better Relationships. Your best people expect more from their leaders. Strong connections are formed through (a) real conversation and (b) shared experience. “Our work, our relationships, and our lives succeed or fail one conversation at a time.” SUSAN SCOTT, AUTHOR OF FIERCE CONVERSATIONS Organisations with top-quartile teams in employee engagement have: 10%HIGHER CUSTOMER METRICS 20%HIGHER PRODUCTIVITY 21%HIGHER PROFITABILITY 41%LOWER ABSENTEEISM SUMMARISED FROM THE GALLUP Q12 SURVEY, 2016
- 25. Useful People Analytics Participant Satisfaction Learning Application and Implementation Business Impact ROI Conversations that matter. Progress 5Echo
- 26. The shifting role of L&D 5Echo
- 29. thebenefitsof for… organisation How do you use this type of platform to help meet key business metrics? team How do you link your KPIs to behaviour change in your team using this platform? manager How can this type of platform improve your skills with customers? images courtesy of shutterstock
- 30. Insight • Measure: Engagement— commitments Impact on people who participate Influencers –who’s chosen as accountability buddy Conversation • Strategic, relevant, actionable Action • Autonomy • Measurable • Behaviour Change • Accountability • Micro-learning throughout The Actionable Methodology
- 32. Beta Instant Commitment Engine Walkthrough
- 33. You’ll get this email
- 34. It will take you here
- 35. Pick one of the suggested commitments or customise your own
- 36. By email link or Visit https://actionable.co View of your Dashboard Logging In
- 37. Commitment & Buddy System Anyone can update the days & times they receive check in notifications in the conversation closing process, or in their settings.
- 38. The Check In
- 39. Accountability Buddy Views • See who you are supporting & check in from here. • See the details of their check ins & yours • Closing the loop at the end of the commitment focuses you on providing other feedback & reflecting on your role.
- 40. Closing the Loop • A reflection process that has you think through your experience as well as how to apply this commitment in the future. • Has your behaviour changed? And what does that mean to you?
- 41. Dr Yvonne Sum CSP, ACMC, BDS(Hons) Executive Director | Growth Strategist | HyperDrive Coach e ysum@5Echo.com | m +601 6663 6306 | skype dryvonnesum Getting Support
- 42. • Review • Summarize • Action • Tell someone • Teach someone • S.E.E. memory: review - retain - recall How to ‘warp’ memory to your advantage Ref: Use your Head Tony Buzan 5Echo
- 43. mind-mapping as a memory tool 5Echo
- 44. • How Customer Experience skills are useful at work • What you will apply now • What you can teach • Any ‘aha’ moments/insights • Who you can tell about above 61 memory: review - retain - recall In your teams, create a mind-map summary to include .. …. 5Echo
- 46. into OUTER GAME THINK - DO - GET images courtesy of shutterstock INNERGAME results
- 47. Kelly McGonigal: Making Stress Your Friend
- 48. Perceptual Filters Change your Inner Game through loosening your habitual filters to unlock high performance 5Echoimages courtesy of shutterstock
- 49. Rational Emotive Therapy Ref Ellis 70 Adversity He cut in front of me in traffic. Beliefs He is trying to irritate me Consequence Rage! I yell at him. Discard Debate. Dispute I am choosing to be irritated - or not Effect This is not personal Your real world challenge What is the limiting belief ruling you here? Stress! Discard belief if not useful Replace with empowering belief and notice the effect In pairs - consider a similar issue in a customer service situation that can cause you stress ABCDE p. 27
- 51. situational sense mindful of self and others Being pResent
- 52. PRESENCING PRACTICE TAKE5NOW ENERGYCHARGINGHERE&NOW images courtesy of shutterstock images courtesy of shutterstock
- 53. igniting your sensory channels be sense-able
- 54. Rapport pace, pace, pace ....... and lead images courtesy of shutterstock
- 57. Questioning images courtesy of shutterstock
- 59. NOW FUTURE Compelling Ideal Managing Expectations Emotional charge Work with your customer towards meeting their expectations on the difficult situation. You are to ask questions to uncover ‘hidden’ information. Observer - track Questions. (around 15 minutes) p 22-23
- 61. Otto Scharmer, MIT: The 4 Levels of Listening
- 62. Conflict resolution in the workplace We have all witnessed someone in conflict with another. Over time, the relationship degrades and starts to impact on those around them. The conflict spreads as people start to ally with one side or the other. Performance degrades along with morale. The only things that seem to be increasing are workplace absenteeism and the departure of high performers. Everyone seems to know about it, but don’t know how to address it. Mediation may be the answer. Mediation is a confidential and voluntary process led by a respected individual (the Mediator) between conflicting parties to promote mutually acceptable agreements. It can encompass working and personal life. The mediation process is nonjudgmental and without prejudice. The process encourages each party to clarify their concerns while the mediator asks clarifying questions to increase the understanding of those in attendance. Typically, their will only be the two involved parties and the mediator present, however, there increasing cases of group mediation. Our mediators are trained and experience, not only in their mediation and related skills, but also in business and life. EXERCISE FROM DAY 1
- 63. p 34-36 p. 43 p. 44
- 64. sense-able Decision-making with Facts & Emotions Common sense
- 66. How could you … Share with your partner (around 3 minutes) …CREATE NEXT WINNING MOVE? Situational sense (self) Reflect on a difficult situation. Notice your thoughts & feelings- what it means to you. What do you choose to do? (around 2 minutes) EXERCISE FROM DAY 1 p. 33
- 67. Be Yourself More with Skill The Authentic Chameleon
- 68. 1st Position 2nd Position 3rd Position ‘Your’ opinion from ‘your’ point of view. ‘Their’ opinion from ‘their’ point of view. The observer or objective position taking on both points of view. p. 33
- 69. Stretch Collaboration (other) How would you NOW… Share with your partner (around 3 minutes) …CREATE NEXT WINNING MOVE? With same difficult situation: Engage thoughts & feelings of other - what it MEANS to them. Explain their possible frame of mind. How are you WILLING TO CHANGE to progress? (around 2 minutes) p. 47
- 70. Stretch Collaboration (observer) How would you NOW… Share with your partner (around 3 minutes) …CREATE NEXT WINNING MOVE? With same difficult situation: Engage both emotions and facts of the situation from multiple perspectives. Explain possible shift in frame of mind and MEANING for you. How would you choose to ACT now? (around 2 minutes) p. 48
- 71. wisdom of multiple perspectivesstRategic position shift DISSOLVE CONFLICT
- 73. in PERFORMANCE MEANING Finding the FLOW zone images courtesy of shutterstock
- 75. Pacing out objections images courtesy of shutterstock In small groups: Consider a common situation likely to be resisted by customers. List as many possible objections by your customer about this situation. In pairs: Pick one of the objections and practice pacing it out in pairs. (around 3 minutes) p.52
- 76. framing sets boundaries images courtesy of shutterstock
- 77. Common Ground Clarify Benefits Pace Out Objections Link to ‘Message’ FRAMING - Sets clear and relevant boundaries images courtesy of shutterstock
- 79. re-framing to new inner gameimages courtesy of shutterstock
- 80. Rational Emotive Therapy Ref Ellis Adversity He cut in front of me in traffic. Beliefs He is trying to irritate me Consequence Rage! I yell at him. Discard Debate. Dispute I am choosing to be irritated - or not Effect This is not personal Your real world challenge What is the limiting belief ruling you here? Stress! Discard belief if not useful Replace with empowering belief and notice the effect In pairs - consider a similar issue in a customer service situation that can cause you stress ABCDE RE-FRAME INNER GAME p. 54
- 81. Change the words. Change the meaning.
- 82. Copyright © 2015 by Mobius. All rights reserved. Philosopher’s Walk Sharing Learning
- 83. x
- 84. START CONTINUE STOP key insightspersonal learning journal p. 58
- 85. Practising your key skills at work Complete: (compulsory) ! Actionable Conversations - Check in to 30 Day Commitment ! Stretch Collaboration exercise with partner p.41-46 Review: (recommended) ! Actionable Conversations - Explainer video (4min) ! Commitments and Action Plan - Let HR know if you need training or 1:1 coaching towards specific areas Read: (optional) ! Handbook: wherever your curiosity or interest takes you! Post-workshop opportunity applyingskills
- 86. OUR 30DAYSCOMMITMENT WHATDOYOUCOMMIT NOW TO IMPROVEYOURCUSTOMER EXPERIENCESKILLS?
- 87. Pre-program consulting & on-going support Facilitation & Coaching (1:1 & teams) Mobile First Micro- Learning Measurable Behaviour Change • Needs analysis • Program design • Program develop • Online pre-course • Ongoing tracking & advice • Motivation alignment • Curate optimal teams • Business application • Democratised strategy • Incubating innovation • Experienced facilitators • In-person & virtual options • Global network • Curated, bite-sized • Anytime, anywhere • Any device • Trackable • Better relationships • Dramatic improvement in workplace effectiveness • Led by your managers • Conversations/ insights • Work issues/projects We augment our face-to-face (F2F) learning workshops with highly engaging technology to ensure the learning ‘sticks’ and is used in the workplace. After all, aren’t we all tired of sending people to training….and nothing changes when they come back to work? How we work 5Echo Trusted Advisers • Post-program • Empowerment • Ongoing advice • Consulting