KateNasser.com

The call came in from a Human Resources training manager at a major pharmaceutical company. The IT department had reorganized technical support teams and their customer service and teamwork had taken a tumble.

Customer Service Training for Tech Support - Beyond Certification Image by: Proposed|Solution

She and her experienced HR trainers had tried yet they and the IT professionals didn’t click. She called, as other managers have, because my years in IT (information technology) uncover the unspoken teamwork and service challenges as I teach and facilitate. It has been a recurring theme in my business.

When you want to train technical support in customer service and teamwork –beyond the surface of certification– it’s critical to understand the technical mind.

So much customer service training is focused on training people whose natural focus is other people.

You must use a different approach to develop a strong people focus, cross teamwork, and customer service skills in professionals with a rigorous occupational focus — technology, finance, medical, and legal.

Although medical schools are starting to screen applicants for both scientific and people-skills aptitudes (New for Aspiring Doctors: The People-Skills Test), this dual focus is not an established selection criterion in all the technical fields.

Nonetheless, technical support teams are very capable of outstanding adaptable people-skills for teamwork and customer service. Some have it naturally, a few struggle, and most respond very well when taught in a way that makes sense to them.

When will they most need specialized customer service and teamwork training?

1. In times of great change like reorganizations, mergers, or new executive leadership
2. Before high pressure initiatives that also pressure their customers like major technology or operational shifts
3. In readying to support high performance business units – the executive suite, sales, revenue critical operations, life/death situations in healthcare, and a highly mobile workforce
4. Before centralizing or expanding for global technical support

I look forward to working with you during these transitions to ensure outstanding IT customer service and teamwork.

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

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

Often new leaders, especially those moving from being a peer to being the boss, struggle with feelings vs. results. Some new leaders struggle with feelings vs. results more than others depending on personality type. Nonetheless, a clear focus on the mission, goals, and results is essential — for the leader’s success and especially the peers’ job security.

In fact, a leader’s excessive focus on feelings can cost the peers’ their jobs.

As a coach and consultant, I have seen teams fall short of the required results because leaders put feelings above results.

From Peer to Boss Image by:FamilyMwr

In two recent cases, the functions of the teams were outsourced because they didn’t show results. How unfortunate that the leaders confused a focus on results with heartlessness. There was no need to choose between results and feelings. Effective leaders breed great results from inspiring team members to care about the results while respecting them as people.

Moving from Peer to Boss

1. From day one as leader, a)Speak clearly about the mission/goals and your passion for the success of the team and b)Listen to their ideas and concerns on reaching those goals.
2. Highlight your former peers’ untapped talents and discuss their development as you all work toward results.
3. Handle jealousy straight away. If former peers are envious of your promotion, let them know that you welcome all positive contributions.  This is not cold. It is truthful.  It helps your former peers move past the envy and on to developing their strengths and talents.  It protects the entire team from a disastrous side trip to the world of fake choices — like the one between feelings vs. results.
4. “You used to complain about things when you were one of us. Now you have changed.”   This plea from former peers is not about you. It is about resisting change. Do not take this to heart or feel guilty.  The answer is quite simply, “Yes, of course. I see a bigger picture now that I am doing this job.  I still care about the issues and welcome your solutions.”
5. Spend time thinking about the type of team you want to lead. Inspired? High Achieving? Respected? If these adjectives do not describe it, what words do? Do your words also describe a team that will reach the needed results? They must gel in order to succeed.
6. Read and learn about inspiring different personality types. Even if your new job description outlines mostly tasks and tangible results, your ability to do those things depends on people-skills and communication.

Honor your promotion and your new position with courage, insight, and knowledge. Honor the mission and business with your clear focus. Honor your team by treating them as adults who will live up to the obligations and responsibilities of the job.

I am here to help you as The People-Skills Coach. Your first consultation with me is complimentary as my gift and congratulations for your promotion. I also continue to learn. What suggestions would you add to the list above?