KateNasser.com

People skills Twitter Chat TOPIC: What Our Mothers Taught Us on #PeopleSkills.

WHEN: Mother’s Day, Sunday May 12, 2013 10AM EDT/7am PDT.

Here’s a time converter to assist all of you around the globe in converting 10am EDT to your local time.

A Different Format for Special Mother’s Day Chat!

Instead of our normal structured questions, I will post a one word topic every five minutes and we will tweet what our mothers taught us about it!

So collect your family people skills wisdom from the ages and get ready to share it this Mother’s Day in #peopleskills chat.

Image designed by: Kimb Manson Graphics Design for Kate Nasser. All rights reserved.

Shout Out of Gratitude

To mothers, step mothers, Godmothers everywhere and all those who have filled those roles without the official title. Thank you for your incredible sacrifice, love, strength, and compassion.

Join People Skills Twitter Chat Sun. May 12th ’13 10am EDT/7am PDT.

If you would like to suggest some of the one word topics for this special Mother’s Day chat, please note them in the comments section below by Saturday May 11th. **What our mothers taught us about ___________ in people skills.

I also invite you to join the Google+ People Skills Community to be a part of all the people skills discussions not just on Sundays but everyday 24×7.

---

Hope you will all join in the #PeopleSkills Twitter chat to explore What Our Mothers Taught Us On People Skills, this Sunday May 12, 2013 10am EDT/7am PDT.

Everyone is welcome! We have only one rule in People Skills Twitter Chat: Respect for all even when we disagree.

---

TIP: If you have never been in a Twitter chat, you may find it helpful to log on to Tweetchat.com, enter hashtag #peopleskills, and sign in to your Twitter account. Tweetchat will insert the hashtag automatically for you and you will see all the tweets on one screen. Other tools available are OneQube, Hootsuite and TweetDeck.

I am the founder and host of the chat and will be happy to answer any questions you have in advance: Email me.


Chat with you this Mother’s Day Sunday May 12, 2013 10am EDT in #PeopleSkills Twitter Chat: What Our Mothers Taught Us on People Skills.


Until then, as always, I wish you bonds of happiness and success!

From my professional experience to your success,
Kate Nasser, The People-Skills Coach™

©2013 Kate Nasser, CAS, Inc. Somerville, NJ. I appreciate your sharing the link to this post on your social streams. However, if you want to re-post or republish the content of this post, please email info@katenasser.com. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach™, delivers coaching, consulting, training, and keynotes on leading change, employee engagement, teamwork, and delivering the ultimate customer service. She turns interaction obstacles into interpersonal success. See this site for workshop outlines, keynote footage, and customer results.

As leaders, we question why we must spend time and money developing employees and teams to do things that seem like common sense. At the top of the list are issues like: listen, collaborate, do important things first, and treat customers well.

As our frustration rises in our moments of disbelief, the truth about common sense emerges.

Common sense is our set of expectations more than an innate ability.

Leaders, From Common Sense to Common Practice

One might actually say that beyond the basics of human survival, the most of what we label as common sense is whatever meets our expectations of others’ behavior. Those expectations are founded in our own knowledge, education, experience, and perspective. When people happen to meet our expectations, by chance, we feel both validated and thrilled.

Yet we increase the chance of organizational and team success by:

• Making our expectations explicit vs. implicit
• Hiring for as much of it as possible
• Identifying what causes the variation in behavior
• Engaging employees to develop shared expectations and applicable behavior

---

The Crux of Variation in Behavior

As we identify what causes variation in behavior, we gain insight to spot it in during interviews, to communicate clearly what we expect, and to engage employees for successful behaviors.

1. Previous leaders’ expectations. Professors in school, parents, and previous bosses leave a decided mark on our job candidates and employees. It might be the behaviors that we value or not. If their manager was a highly critical micro-manager, then we may not see the common sense we expect like engaged listening, initiative in customer care, or critical assessment skills about the most important activities. All the more reason for us to make our behavioral expectations explicitly clear. Then spot and understand any variation and train/coach for successful outcomes.




2. Personality types. People view situations and process them differently. Most of us have witnessed much debate in meetings over what is most important to do first. It isn’t common sense that determines the answer. It is understanding the various views around risks and explicit goals that produces a successful result.




3. Personal motivators. Fear, fame, control, stress avoidance, need for security, craving for progress, are just a few of the forces that impact behavior. As leaders we think we want nothing but high achieving employees with little fear. Yet along with those employee traits come a lower tolerance for bureaucracy, a desire to speak their minds and tell leaders they’re wrong, and an expectation of full resources to ensure success. There are rarely employees that completely match our expectations. The variation is not their lack of common sense; it is the reality of employees trying to cope with conditions that don’t match who they naturally are.




4. The mystery in the mix. Even if we are fortunate enough to find employees who match our high expectations, they are not identical people. They are different people. Bringing them together for eight hours a day to interact with ease and success uncovers the challenges and mysteries of rapport. Leaders who think team building is a waste of time discover the mysteries the hard way during high pressure and stress — when it is time to produce not build rapport.
   
   

5. Our blind spots. If we want to minimize the variation from successful behaviors, we must start with ourselves. When we are highly self-aware, have our behaviors aligned with the goals, and work on our own demons, employees work in clarity not confusion. They spend less time managing up, second guessing our reactions, and tap dancing around success. They don’t have to guess our definition of common sense; they can engage with clear vision for maximum success.

Leaders, have you fallen prey to unstated expectations, a hope for things to naturally work, and denial of the steps needed to create teams of high performing engaged employees? One simple step to remedy this: Each time you say to yourself it’s just common sense, stop and write down your expectations. Then ask yourself if you communicated those expectations to everyone involved.

It takes clearly defined expectations and discussions to get everyone on the same page. It takes behavioral training to adapt to diverse customers and team building with colleagues to achieve what is often labelled as common sense.


I am your resource and coach and look forward to your ideas on this subject here or in private emails to me — whichever works best for you.

From my professional experience to your success,
Kate Nasser, The People-Skills Coach™

Related Post:
Leaders, Leading Change Within Yourself Changes Everything
Drive Type Leaders, Remove These 3 Threats to Success

©2012 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish this post, please email info@katenasser.com. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach™, delivers coaching, consulting, training, and keynotes on leading change, employee engagement, teamwork, and delivering the ultimate customer service. She turns interaction obstacles into interpersonal success. See this site for workshop outlines, keynote footage, and customer results.

Customer experience surveys have been standard procedure for most businesses and corporations for many years. The delivery mechanism and the assessment of answers have gone high tech.

Yet there is one super opportunity to improve every customer experience survey and it requires a double vision.

We generally think of the customer experience survey as a way to understand our customers. Yet the survey itself also speaks volumes to our customers about our customer service and experience philosophy.

We think about what our customers are telling us. That’s good! Yet what is our customer experience survey telling our customers about us?

The quick answer might be that we care enough to ask their opinions. OK, that’s a start.  Yet do we really ask their opinions?

Does the typical customer experience survey ask for true opinions for improvement or mostly for votes?  There are the comment sections yet do customers receive a timely response? Do comments turn into corrective action?

Social media has become the venue for customers to get a response.  It begs the question, why haven’t customer experience surveys played the same role? As a customer, I fill out many surveys with concrete suggestions. I never hear anything back nor see results from my survey energy.  What has been your experience as a customer?

Does the customer experience survey measure what we in business care about or what our customers care about?

Or do the primarily structured survey questions broadcast that we think we know what’s most important? When we don’t respond to suggestions, does it say we don’t care? Or worse, that customers have to complain in public via social media to get a timely response?

---

Super Opportunity for the Customer Experience Survey
Acknowledge that the survey markets our customer experience philosophy and make every survey a two-way street.

1. Ask: What do you think of this customer experience survey?
2. Ask: Does it reflect what’s important to you?
3. Ask: What would you add to this survey? What would you eliminate?
4. Ask: What would make it easier to complete this survey?
5. Invite customers to help redesign the customer experience survey.
6. Connect the experience dots: Have social media teams review and respond to customer experience surveys A customer shouldn’t have to complain — and in public no less — to get our attention. If we respond to suggestions before the complaint, it says we truly care.




EXAMPLES

Lengthy hotel surveys ask many voting style questions in multiple categories yet often do not ask questions that relate to special needs.
——-
They ask much about the appearance of the lobby yet nothing about the comfort of the desk chair in the room where customers spend time working on their laptops.

Retail exchange forms with online clothing purchases ask the reason code for the return. Many of the reasons are valuable to improving future buying experience.
——–
The one blatantly missing is: “I don’t like how the garment looks on me.” If online retail wants to create the true clothing buying experience, this addition would speak volumes. Else this customer experience survey says, we don’t care about the bigger picture of how you look.

---

We can reinvent the customer experience survey to produce more than a metric based scorecard. We can have it reflect an open door that truly welcomes, listens to, and responds to customers’ feedback in a timely manner.

We can even have it be the vehicle of valuable dialogue, two-way understanding, and trusted exchange that builds long term loyalty.

Are you ready to review your customer experience survey? I’m ready to help you with objective insight.

From professional experience to your success,
Kate Nasser, The People-Skills Coach™


Related Posts:
Customer Experience Super Blooms When We Flex.
The Best Customer Experience: Customers & Us in Harmony

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish the content of this post, please first email info@katenasser.com for terms of use. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach™, delivers coaching, consulting, training, and keynotes on customer service, customer experience, teamwork, and leading change. She turns interaction obstacles into business success. See this site for workshop outlines, keynote footage, and customer results.

As The People-Skills Coach™, I have written before on steps from brutally blunt to helpfully honest. Yet for those who are inspired by logic to change behavior, it bears listing the smart logical reasons why bluntness bombs out.

5 Smart Logical Reasons Blunt Bombs Out

1. No Warm-Up. Picture your bluntness as very cold water. If we push someone into a cold swimming pool, they remember the shock. If we let them wade in, they adjust to the temperature and can function. Thus if we want people to function and use our message, we shouldn’t shock them with bluntness.




2. Punching Dulls the Brain. Punching bags are not known for their performance. They hang and swing. If we are being blunt to effect a change, those we verbally punch may swing away from us yet they are not likely to understand or change behavior.




3. Bluntness builds barriers. Communication is for connection. Bluntness can create a busy signal — a barrier — between communicator and listener. If someone isn’t listening, your message bombs out.




4. Bluntness undermines respect and credibility. The strength of the message is weakened by the rudeness of the approach. Who is going to respect and believe the message delivered by a blunt creton?




5. Bluntness breaks bonds. Unless we each live as hermits, we interact with people to survive and thrive. Many times the same people more than once. Bluntness may get our words out but bombs out by breaking the bonds with those around us. It may even create vengeful feelings and instigate a war (verbal or hidden).

Many people resort to bluntness, out of frustration, when diplomatic honesty hasn’t worked. Others simply lose patience with those of less intelligence.

Yet when we reach the end of the rope, why cut it with bluntness? Unless we need to use bluntness to save a life or prevent death, hold on to the rope!

Take a moment and tap intellect, logic, and smarts to find a way to communicate with honesty and respect.

From my experience to your success,
Kate Nasser, The People-Skills Coach™


Related Post: Leadership & Teamwork: Honesty May Hurt But Blunt Burns Forever

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish this post, please email info@katenasser.com. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach™, delivers consulting, training, DVDs, and keynotes on customer service, teamwork, and leading change. She turns interaction obstacles into business success in tough times of change. See this site for workshop outlines and customer results.

As The People-Skills Coach™ , I often teach others how to deal with people’s anger in the workplace. Does your boss yell sometimes? Has a team member suddenly become edgy with you? Has a customer surprised you with a yell?

If you prefer that everyone calmly communicate and never yell, you need this professional people-skill to find nirvana:

Hear the urgency before the yell.

Quite often when the boss, a teammate, or a customer yells, you have missed the urgency they were communicating before the yell.

Common leadership and teamwork beliefs encourage open honest communication without anger or yelling. Yet this requires something of both the speaker and the listener.

In the face of urgency and a listener who doesn’t hear it, it is likely someone will resort to a yell. I am not speaking about people who yell all the time. I am referring to people who suddenly yell after calmly communicating.


Do You Hear Urgency in Their Calm — Before the Yell?
If not, here are 5 ways to spot urgency and develop this professional listening skill.

1. Find urgency in the bigger picture. I was teaching a public class. The banquet room was to be setup by 7:30am so I could prepare before greeting the students. I walked in to see a room configured incorrectly and no flip charts. I calmly spoke with the hotel rep about the timeframe and ten minutes later — no change. I then said, “Fix this now!”. He quipped, “that’s good, you woke me up” and quickly fixed the problem. To him, my initial calm voice meant it wasn’t urgent. Had he looked at the bigger picture of my needing to get ready before people arrived, he would have heard the urgency in the calm.




2. Find urgency in the need to be acknowledged. Urgency is not always a deadline for action. Often people’s urgency resides in their need to be heard. Paraphrase (not parrot) what they have said. Tell them that you hear what they are saying. This simple technique prevents the yell.




3. Hear urgency in repetition. When they calmly say the same thing twice, hear their urgency and acknowledge it — before the yell.




4. Urgency lives in their lack of knowledge. Your expertise blinds you to their urgency. As they speak and your knowledge is calmly telling you “no problem”, speak up. Communicate solutions. Else get ready for a yell.




5. Hear urgency in the painful past or impending future. Many times people’s urgency comes from previous negative experiences that caused them pain or something they are anticipating. Ask great questions while people are calm to uncover their concerns — before the yell.

Bonus Tip: The more you know about people, the easier it is to prevent the yell. You learn their pet peeves, their personality types, their fears and goals, their frustrations, and how best to respond before the yell.

If you believe that people-skills and relationships are fluff, don’t expect to reach the nirvana of calm communication. It comes from knowing people!

What makes you want to yell?

What have surprising yells taught you that you can share with all of us here at Smart SenseAbilities™?

From my professional experience to your success,
Kate Nasser, The People-Skills Coach™™


Related Post: Why Executives Get Impatient With You

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish the content of this post, please email info@katenasser.com. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach™, delivers consulting, training, DVDs, and keynotes that turn interaction obstacles into business success especially in tough times of change. See this site for workshops outlines and customer results.

Is technology killing customer service in healthcare? Has technology removed our reason to care for others?

Technology has contributed countless life changing advances to healthcare yet I see two distrubing customer care trends.

Image by and Courtesy of:Daneel Ariantho


Our Reason to Care
As I see technicians and nurses working with me and friends/family, their behavior alarms me in two ways. Some let technology remove their sense of reason and logic and others have lost the human reason to care.


Story #1
A dear friend who is a large size person knows from experience that automatic blood pressure machines frequently report false results because of her large size arm. The nurse insisted on using that device and the machine reported very low blood pressure. My friend with a history of blood pressure issues, questioned the result. The nurse replied, “But that’s what the machine is reporting.”

My friend urged the nurse to use a traditional blood pressure device with a large cuff. This time the result was much higher than usual. The nurse, seemingly stumped, said: “Which result do you want me to note on your chart?”

Don’t Let Technology Remove Good Reason

1. Technology alone does not provide complete care. If you are getting two very different results, good judgment would guide you to question and perhaps test again.
2. Relying completely on technology assumes that technology cannot make a mistake. Yet good reason would suggest that variations or mistakes in input or use of the technology can cause faulty results.

Story #2
I was undergoing a medical test conducted by a technician. As the technician vigorously moved the wand around inside of my body, she never once asked how I was doing. I told her I was in pain and her response was “I can’t get good pictures of what’s going on” as she continued on with this painful test. I finally said “enough!”. She then said, “Oh, well if you would go empty your bladder again it might make it easier.”

Her demeanor spoke volumes about her focus. Her reason for being there was purely technological not human and diagnostic customer care.

Result: I never went back to that radiology center and told many how poorly the technician treated me. The next time I needed a test, I found another company which I now recommend to all my friends and family.

Technology is a wonderful adjunct to the human brain. Let’s not allow technology to remove our good judgment or reason to care!

Questions:

---

Where in your life have you seen technology overtake people’s reason and judgment? Why do you think this happens? How can we prevent it?

In healthcare this poor judgment can be very scary. Where else do you think this error can cause great harm?

---

Curiously yours,
Kate Nasser, The People-Skills Coach™

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish the content of this post, please email info@katenasser.com. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach™, delivers consulting, training, DVDs, and keynotes for customer service and teamwork — that turn interaction obstacles into professional success especially in tough times of change. See this site for workshops outlines and customer results.

There is a hidden opportunity for a competitive edge in the wireless service market. Have your call center follow through with the same brilliance that marketing started. If marketing gets the customer to call, hey call center — don’t blow it!

The Story
Marketing, You Got Me. Call Center You Blew It!
AT&T Wireless sent me a mailer about a deal for wireless service. I had been thinking of changing wireless carriers so I opened it, read it, and called the 800 #. Marketing you got me!  

A short voice response menu asked me if I was a current customer or not.  Press 2 and I was put through to a rep.  I thought wow this is great and then the path to success blew up.

The call center rep actually read a sales script without a breath and at the end asked me if I wanted to buy now. Call center you blew it!

Sales and service are not a monologue from you with a burp at the end from me. The scripted call center rep blew the brilliance of the marketing in 12 non-listening seconds.

Wireless carriers take heed — customers today are doing their homework and call with specific questions.

Drop the sales script and start dialoguing. Your marketing-to-sales conversion rate will soar. Lose the script or lose the sale!


From my experience to your success,
Kate Nasser, The People-Skills Coach™


How do you react to a scripted sales or service rep?


Related Post from BNET: Why Sales Scripts Are a Waste of Time

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish the content of this post, please email info@katenasser.com. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach™, inspires and trains corporate teams, customer care professionals, call center agents, and technical support teams in the greatest people-skills for sales and service success. See this site for workshop outlines, customer feedback, and footage to view. Turn interaction obstacles into business success — book Kate now.

And 6 Tips To Quiet Noisy Knowledge!

Most leaders and teams hope their knowledge and experience will serve them well. We listen to it for guidance during uncertainty. Yet in times of change, is our knowledge too noisy to listen to new ideas?

How can knowledge serve us and our teams well if it screams inside when new ideas don’t fit it? Consider that:

Knowledge and experience are on a list of common listening barriers.


Interesting recent study results from the University of Pennsylvania suggest people are biased against creative (new) ideas.

---

So what does it matter?


Key Concerns About Noisy Knowledge

Is timely innovation in the workplace possible with bias against creative ideas that challenge existing knowledge?

When knowledge and experience are a buoy during times of change, will people ease their grip on that buoy — early on — to listen and consider creative, innovative ideas?

What are the risks of allowing noisy knowledge to slow or stop innovation? It happens and often in the shadows.

Quiet Noisy Knowledge With Awareness

1. Bring the issue into the light with your teams. Start using the phrase “noisy knowledge” as a cue with yourself and anyone in the room who is not listening to new ideas.




2. Position new ideas as new knowledge. If knowledge is the buoy, you can add more to the buoy instead of letting go of it. New knowledge is the buoy of security for continued success.




3. Note aloud the emotional reactions to the new ideas. Then put aside the emotion to consider the substance of the ideas. By separating the emotion from the thinking, new ideas have a chance! “My emotional reaction is …, now let me consider the idea.”




4. Ask yourself and others, how is my/your noisy knowledge impacting others, the business, and success? We are each responsible for the energy we bring to or drain from a workplace, a meeting, or a moment.




5. Leaders, consider having everyone take a social styles indicator (Amiable, Expressive, Analytic, Driver) so that everyone can own their type and understand how others communicate. Communication styles affect listening!




6. In advance of any major change initiative, help yourself and team members identify everyone’s change reactions. The KAI (Kirton Adaptive Innovation Inventory) is a great instrument to help each person see how open s/he is to change. Once known, then owned and managed!

The need for comfort and security is understandable. The need for timely change, inevitable. The pathway for both, around the noisy knowledge, is awareness, ownership, and communication.

What else would you add to overcome the barriers to listening to new ideas? What’s your #7 for this list?


With belief in everyone’s change-ability,
Kate Nasser, The People-Skills Coach™

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. If you want to re-post or republish the content of this post, please email info@katenasser.com. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach™, delivers consulting, training, DVDs, and keynotes that turn interaction obstacles into business success especially in tough times of change. See this site for workshops outlines and customer results. Lead change with vision, courage, and communication.

Corporate and business labels come in all forms — job titles, organizational units, processes, functions, acronyms, and so forth. Labels clarify, organize, and communicate. Labels can also limit development, possibilities, and empowerment. The leadership challenge is leading beyond the labels.

Labels can speed communication and understanding. Can you imagine the frustration of having to repeatedly describe in detail something that could be said with one label that everyone quickly grasps? Ironically, that same label can shut down listening, questioning, discussing, and innovating — if you let it.

Leading Beyond the Labels

1. Ask yourself: Are you and/or your teams using labels to limit or to explore? Listen carefully for instances of building boundaries out of labels. Spotting this trend early and correcting can reduce engrained change resistance.
2. Check for “should” and “only” in your mind and in your words. One of the easiest ways to spot labeling to limit is to ask yourselves are you thinking/saying limiting thoughts as you use a label. This team member is only a _________ (job title/label). This step should be done by _________ (department/label).
3. What’s the risk of not limiting vs. limiting? Leadership requires assessing risks. If the risks of not limiting are great, you will likely go with labeling to limit to minimize risk. Else, avoid it.
4. Labeling people, even positively, builds more limits than talents. Counteract this effect with cross-teamwork, developmental assignments, and team building activities that explore beyond the labels.

Labels are alluring to many. They make things clear, tangible, — and comfortable. Hence the true danger. Don’t accept this comfort. Question it. Challenge it. Counteract it. Succeed by leading beyond the labels.


What would you add to this list to limit the limiting effects of labels? I welcome your thoughts in the comments field below. Add your voice!

From my professional experience to your success,
Kate Nasser, The People-Skills Coach™

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. For permission to re-post or republish the content of this post, please email info@katenasser.com. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach™, turns interaction obstacles into business success. Now in 23rd year of business, Kate delivers coaching, consulting, training, and keynotes on leading change, customer service, customer experience, and teamwork. See this site for workshop outlines, keynote footage, and customer results.

Great speakers and writers know the power of words. The right words can excite, engage, and entertain. They can paint images, spur debate, and chart new directions.

The right words, however, cannot get beyond a listening boundary we create ourselves. In my teaching, consulting, and blogging, I have seen one pesky listening boundary recur across diverse audiences.

Previous experience traps words in one context & blocks listening.

What Words Trigger a Listening Boundary?
We may never know exactly which words will trap us in a listening boundary. We ready ourselves to swim beyond a boundary by knowing when words trap our listening.

1. When we already have strong feeling, emotion, or opinion. In my customer service workshops, the word paraphrase often stops people from listening to what I mean by that word. They picture the horrible experience of agents reading from a script parroting each thing they say. This of course is not paraphrasing. Yet their previous experience temporarily blocks listening.




2. When we have had intense or rigid occupational training. There are some professions where certification or licensing drill people into fixed ways of thinking. Good for performance in that profession; bad for listening and interacting beyond that boundary.




3. When we crave control. Cravings take over mind and body and block listening. Oddly enough, craving control destroys any chance of having control. Without input, our current knowledge becomes outdated or invalid. Listening is the path to continued understanding and success.




4. When we are impatient for results and closure. Time pressures, personality type, fear of failure breed impatience and create a listening boundary.

Listening Beyond the Boundary
Question, digest, and absorb.

1. Replace fear of looking ignorant with strength from active listening.

2. Postpone persuading until you know the field of sway.

3. Consider the context of the communicator before hawking your context.

4. Leave room for various meanings. Language is not a science.

Shall we start a list of common words that trap us in a listening boundary? Or will you share below some other conditions that spawn listening boundaries? I welcome your contributions to this post in the comments section below.

©2011 Kate Nasser, CAS, Inc. Somerville, NJ. For permission to re-post or republish, please email info@katenasser.com. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach, has amassed 21 years of stellar results with corporate customers turning interpersonal obstacles into business success. Her energy is legendary, her insight objective, and her results tangible. See this site for info about her keynotes, workshops, and dvds.

Obviously, in sales and customer service, listening is critical to success. Not so obvious is how to listen for customer cares when your mind is processing your own perspective.

What’s in it for you to work on this? Sales & service fail when you don’t address customer cares. Moreover, customers even select higher priced products and services when you show them you get what they care about.

Winning Ways to Listen for Customer Cares

1. Hear the story as well as the details. If you are highly analytic, you may naturally listen for details. You may miss important customer cares because they emerge as the sum of the details. Do you listen for the whole point of the story?
   Winning way: If this is your listening challenge, say to the customer “I hear these details (a. b. c. …). If we put this together, what does it say about your key interest or concern?” It shows the customer you listen & you care!




2. Accept the obvious. Often customers are clearly stating their preferences. When it represents a challenge to what you want or can deliver, do you respond with what’s on your mind?
   Winning way: Paraphrase the customer’s preference then respond. If you do this consistently, you will listen better, sell more, and serve well. You and the customers will connect with mutual success.




3. Be excellent instead of right. Working with others, especially with customers, is first about excellence in connecting. It is the nexus of trust. Successful results come from excellent connections not from you pressing your points at the start. Once you are connected to the customers’ cares, they are more capable of hearing your perspective and valuable ideas.
   Winning way: Respect the differences, learn to love the differences, find the fit. One key step: Spot and Adapt to Personality Types.

Success in sales & service is within your easy reach if you reach outside your own perspective. Staying inside your own zone of communication style, knowledge, and control keeps you comfortably disconnected — from success. Think about it …

Yours in service,
Kate Nasser, The People-Skills Coach

What is your best listening skills tip? Please share your people-skills experience in the comments field below.


©2011 Kate Nasser, CAS, Inc. Somerville, NJ. For permission to re-post or republish, please email info@katenasser.com. Thank you for respecting intellectual capital.

---

Kate Nasser, The People-Skills Coach, has amassed 21 years of stellar results with corporate customers turning interpersonal obstacles into business success. Her energy is legendary, her insight objective, and her results tangible. See this site for info about her keynotes, workshops, and dvds.

Whether you are a customer service leader or a customer, you have most likely witnessed great customer service reps (CSRs) or technical support reps. dealing easily with difficult situations. What makes the best CSRs successful is that they define the moments as difficult situations not as difficult customers.

CSRs can change tough situations into successful outcomes with listening, empathy, knowledge, and action. They can’t change people and the best CSRs know this.

In fact, the best CSRs actually beat a common mistake most people make in everyday life — attribution error.

Attribution error is the tendency to over value personality-based explanations for the observed behaviors of others while under-valuing situational explanations for those behaviors. (Source: Wikipedia).

Stated simply, we think it’s something inside of the people that makes them act badly. Meanwhile when it is our own behavior, we are more likely to attribute it to external conditions.

Since the best CSRs free themselves from the grip of attribution error, they shine and succeed at:

1. Empathy. They walk easily in the customers’ shoes because they believe external conditions have caused the customers’ behavior. If instead you attribute the behavior to something evil or sinister inside of the customers, how or why would you empathize?

 

1. Empowerment. They believe that they can fix external conditions and this fuels their desire to work through the details and with the customers.

 

1. Listening. The best CSRs value listening as critically as surgeons value their instruments. It is through listening that they find the external conditions they must fix.

 

1. Knowledge. They also use the knowledge of previous customers’ behaviors to prevent future attribution error. The best CSRs have proven to themselves that external conditions cause many of the difficult situations — not malicious customers intending harm.

 

1. Well-timed Action. CSRs caught in the grip of attribution error, often try to push irate or upset customers to calm down. The best CSRs know that listening and well-timed communication calm the customers and unearth the external conditions leading to action.

The implication for training CSRs is quite clear. Have them do a simple exercise like using another company’s website. As they encounter challenges, do they blame themselves for the difficulty or do they blame external conditions like website design, or internet connection speed etc…? Then raise the issue of attribution error.

The next time upset or irate customers call, the CSRs’ attitudes will be far more empathetic. If you have empowered them to take action, you will also see fewer call escalations to team leaders and supervisors.

BONUS: Lower stress. CSRs who view tough moments as difficult situations that they can fix, experience less stress and greater fulfillment. Now that’s motivation!

From my professional experience to your success,
Kate Nasser, The People-Skills Coach™
M.A. Organizational Psychology

©2011-2012 Kate Nasser, CAS, Inc. Somerville, NJ.  If you want to re-post or republish the content of this post,  please first email info@katenasser.com for terms of use. Thank you for respecting intellectual capital.

Related post: Hiring, a Natural Call to Customer Serivce

---

Kate Nasser, The People-Skills Coach™, delivers coaching, consulting, training, and keynotes on customer service experience, teamwork, and leading change. She turns interaction obstacles into business success. See this site for workshop outlines, keynote footage, and customer results.

Listening is one of the most important people skills for success in business and life. Great listening brings understanding that guides your next steps. I strive daily to improve my own listening ability and I teach listening skills to teams especially with diverse team members.

What can block great listening? Most people know the standard obstacles: external noise, internal thoughts, fatigue, stress, emotion, and so on. There is one obstacle whose power to block listening often goes undetected and as a hidden block it has power over behavior.

Procedures Can Block Listening

Procedures are usually put in place with good intentions to clarify steps, establish a level of quality, and ensure consistency. They are sometimes established for compliance to laws and regulations. These are seemingly advantageous to businesses and professional practices.

Yet not all procedures are mandated by law or regulation. Many procedures do not guarantee quality because they are static in the face of changing needs and situations. How often have you repeatedly heard from a customer service or call center, the procedure is …? When people cling to procedures, the procedures can block listening.


An Illustration
A colleague recently went for her mammogram. She likes to take copies of the films home and has done so each year. She brings them back with her the following year so the radiologist can compare the new films to the previous ones. This year the technician said, “We have changed our procedure and no longer give you copies of the films to take home.” My colleague asked why and the technician simply replied ‘we don’t do it anymore.’ The technician had stopped listening.

My colleague noted she would be willing to pay any extra fee for the copies. The technician then started to question my colleague’s reasons for wanting copies of the films: “Are you going to see a specialist? Will you need these films for …” The technician wasn’t listening to a simple request, she was going through the checklist of exceptions in the procedure! When my colleague said she would find another place to get a mammogram, the technician agreed to give her copies of the films and for no extra charge. Clinging to procedures blocked listening and delivered very poor client service.

As leaders you can minimize the blocking power of procedures by explaining them as procedural guidelines. Unless a procedure is required by law or regulation, it’s listening, understanding, and clear thinking that should influence behavior and decisions — not adherence to standard procedures.

---

Have procedures become a crutch and a listening block on your teams?

Does clinging to procedures block other things, like innovation?

Leaders, what else do you do to capture the benefits of procedures without suffering the risky disadvantages?

---

Kate Nasser, The People-Skills Coach, delivers behavior changing workshops, video webinars, and training DVDs for continuous improvement in teamwork, customer relations/service, and leading change. http://katenasser.com

Kudos and a heartfelt thank you to Verizon Wireless CSR Lori-El.

Customer service rep (CSR) Lori-El worked through confusing issues on my account with an inquisitive intelligent approach while taking care (and I do mean care) of me. I would definitely rate her as one of the best call center CSRs I have had in recent times.

In the last blog post I focused on The 25 Worst Customer Service Stories to Train the Best CSRs.

Today I am very pleased to outline how the best CSRs act in delivering customer service. Please add your best actions in the comments field below.

Best CSRs Action Checklist

Verizon Wireless CSR Lori-El did this well in delivering customer service.

1. Sincere conversation not a scripted recitation.
2. Listens for the customer’s personality and demeanor and then maps actions to it.
3. Listens to every piece of information the customer offers without jumping over words.
4. Shares control of the call with the customer instead of driving it through a predetermined path.
5. Listens to the customer’s level of knowledge and speaks to that level (not above or below).
6. Thanks the customer for input during the call not just at the end.
7. Apologizes once for the length of time it is taking to resolve it and keeps moving on resolving it!
8. Asks permission to access the customer’s records and then uses the information to go the extra mile.
9. Continues to listen to related questions and answers them clearly.
10. Uses confusing moments to learn and then teach the customer instead of saying. “I don’t know.”
11. Is honest about current obstacles to resolution and then finds a work-around!
12. Sounds happy to be at work even when doing overtime or having a tough day.
13. Streamlines future contact by giving an updated phone number to call.
14. Uses positive forward focused language instead of negative phrases.
15. The conversation shows responsibility and initiative in resolving the problems. Never blames the customer.
16. Resolves the current issues and then considers the customer’s future needs and forecasts solutions. (e.g. If you switch to a Blackberry or SmartPhone you might encounter this problem and we can fix that as well.)
17. Tone of voice throughout the call is sincere, focused, and action-oriented.  Closing remark reflects that as well.

Please feel free to add your best actions to this list in the comments field below.

---

Kate Nasser, The People-Skills Coach, delivers customer care and customer service workshops, webinars, and DVDs globally. Her intuition and experience with people is a valuable resource to your business success. Read what other customers say about her results – click “endorsements” on this site.

Listening up to the level of your customers’ expectations brings in your customers’ dollars.

---

Makes sense yes? A Businessweek article http://www.businessweek.com/magazine/content/06_52/b4015405.htm entitled Listening Up – Building a Customer-Based Culture once again highlighted the importance of the ultimate connection with your customers:

1. Listen to your customers.
2. Provide action quickly.
3. Save their day to build customer loyalty.
4. Continuously train your staff to improve these customer focused skills.

Then why do companies put primary focus on uniformity of customer service that breeds non-listening and often unmemorable service? Almost every call center sounds the same, has the same scripted non-caring service, and does not build the customers’ desires to spend dollars.

The lowest cost step to customers’ dollars is to listen up to the level of their expectations and deliver unique and memorable service!

What fears are stopping most leaders from acting on this customer-focused common sense?

---

1. Empowerment and creativity as a culture is dangerous. Actually, empowering innovation and creativity throughout the business is critical in this decade.  Customers do not seek uniformity in service.  They want service that matches their individual needs.  GEN Y has grown up with personalized everything. They will not be loyal to cookie cutter call centers, service, or products.
   
2. We cannot measure non-standard interactions and if we can’t measure it we will fail. Metrics do not create success or breed failure.  Metrics measure success that you first create and there are many ways to measure it.  What you should fear is believing that measurement is a key business driver.
3. If we train our people on great listening and creative problem solving, they will leave and work someplace else. Quite the opposite. Study after study shows that employees love working in customer focused organizations that excite their minds, improve their skills, and value their unique talents.
4. It will cost too much. It works for high end services and products but nowhere else. I have one word to answer that — Zappos.
5. We will lose our shirts without standardized approaches to customer service.  Hardly. Listening and communication will actually “save your shirt” and protect you from losing customers. Billions of dollars are lost every year when customers’ leave your business because of how they were treated impersonally. A customer care culture in your company empowers every team member to seize customer loyalty through unique and personalized service.

If you are still unconvinced, keep a journal for one week of all the interactions you have with companies when you are the customer. Which ones are memorable? Why? Which would you give your dollars to, go back to and also recommend to other businesses?

Then get busy creating that culture in the business, department, or team you are leading. “A penny for your thoughts” is a phrase that can remind all your team members to listen to the customers and then deliver memorable service.

I am ready to train your teams to listen up to the level of customer expectations and take the lowest cost step to bringing in their dollars!
Kate Nasser, The People-Skills Coach