7 Tips for leaders in customer service for 2007

There is an area of ​​providing customer service often overlook. They are the people we depend on to provide that service.

This is our collaborators, employees, brothers in arms, men, women, all engaged in the game of life and activity of good business.
We are so focused on customer needs, desires and expectations, we forget to ask what the people who undertake to provide that service need, want and expect.

Here are 7 things you might want to review next year.

You have full job descriptions, or are you just hoping to connect anyone and that work out? With a complete job description in hand, you can eliminate those candidates who, of course, will not be able to do so. Maybe your desk position requires heavy and personal contact. Want to hire someone who is extremely introverted during the interview, someone who continues to provide answers coax? I think the answer would be no.

Friendly Rent, trainability hire, hire expertise.

Once they were hired, do you train properly? I do not want to show their work area, tell them where the refrigerator is and wish them "good luck, and call me if you have any problem." (If you've been in this training, you know exactly what I mean) I'm talking about not only providing them with training, if necessary, I'm talking about giving them a "job mentor", someone who has the responsibility to stick with them from the beginning at the end for a few days of acclimatization.

It is not the new person, or "who's available." You could actually take into account the allocation of who really knows your business and can spend time explaining how things are supposed to be explained. And paying them for the training they provide. Most companies assign it to HR, and that may or may not work for the company.

You might consider creating an employee "think tank". Their job is to get together once a month and analyze everything related to the Customer Service and get the value up IBC. (GIR = Get It Right) They would make recommendations for revision management and implementation. The key to this is "Buy In" from management and staff.

Making "window dressing" recommendations is a huge waste of time and will actually be set back your efforts. People stop believing that they can effect change and remain indifferent to put time into a project with no chance to have the recommendations implemented.

If you did not sit with your staff at least once every 6 months, one on one, you are missing a great opportunity. Who knows better what is happening and how to improve it? People who work and care, that's who!

I'm not talking about Eyores and Schleprocks.

I'm talking about people who have put something in what they do. My biggest mistake in the management was not sitting down with my staff and review with them their goals, their hopes and what they would like to accomplish this year. And believe me when I say "I did a lot of mistakes in management," I did it.

If I had a "Mulligan" to use in my career, I would use it right there. Talk to your staff on a regular formal and informal is essential for you to help them see the corporate vision and for you to see their vision and bring them into alignment with each other. You can say all you need to know about how to improve your company. Just ask them.

There you go. 7 areas for you to look in 2007. Let's review what we've seen.

1. Write a complete description of the work.

2. Friendly Rent, trainability hire, hire expertise. Hiring the right person based on job description.

3. Their training as is expected to perform.

4. Assign a "Mentor". Work

5. Establish a "Think Tank" composed of people who work there.

6. Sit down and review / coach / cheer at least once every six months.

7. Knowing what your people are working, and help them see the corporate vision.

And 'yet to Customer Service. Helping people who will help provide supplies....