Leading great customer service
If you have line management responsibility for customer-facing staff, ask yourself:
- How do you get them to ‘buy-in’ to your organisation’s customer service standards, vision and mission?
- Do they struggle to balance customer expectations with commercial imperatives? (Or, worse, do they not even try?)
- Do you have trouble getting your customer service standards to ‘stick’?
- Feedback is a gift. How confident are you that you’re making the most of what your customers tell you?
- Do you find that some staff escalate more issues than others? How can you reduce escalations?
- Coaching is an essential management skill, particularly for those responsible for leading and developing customer-facing staff. How good a coach are you?
- A lot of customer service management is about resolving day-to-day issues. How can you move from reactive to proactive and take a more strategic approach?
And if you had the answer to all these issues, how would you put it into practice? If any of this strikes a chord, then this is the programme for you! It’s designed to help those with accountability for the front-of-house service experiences received by customers via the telephone, email and face-to-face interactions. Applicable to both consumer and business-to-business environments, the programme focuses on practical tools and techniques for delivering great customer service through team members. Highly participative and thought-provoking, the day provides instantly useable take-aways for managing the customer service experience.
Full details below or download workshop outline.
- Define best practice deliverables of customer service
- Highlight boundaries for staff to stay within
- Communicate expectations of style and quality of service interactions with customers
- Identify touch points in service delivery
- Monitor the level of customer service delivered
- Review, coach and feed back on performance effectively
- Monitor and report on the standards of customer service achieved
- Line managers
- Team leaders
A published author of training materials (including Contact Centre Management), her many clients cover an impressive range of sectors, including manufacturing, telecoms, retail, film and music, local authorities and universities. Equally impressive is their appreciation of her work, as the following comments show:
- ‘Jo is an amazing instructor who clearly understands her topics and puts across the lesson concisely.’
- ‘Kept us engaged all day – not an easy thing to do!’
- ‘Very energising and professional, experienced.’
- ‘Extremely good, made course very interesting and informative. Thanks!’
- ‘Well done! Engaging activities, effortlessly delivered. Thank you, a real pleasure!’
- ‘Very easy to talk to and learn from. Clearly knowledgeable about what she is teaching and flexible to others’ experiences and contributions.’
- ‘Brilliant! Easy to listen to and easy to understand. Made it relevant and engaging to everyone.’
- ‘Approachable, an excellent communicator, knowledgeable.’
- ‘Understood the way we work here and the challenges we face. We didn’t need to explain anything to her about our organisation.’
- ‘Brilliant service and delivery great / interactive activities.’
- ‘The trainer was exceptionally good, everything was explained very well and the trainer made the course highly enjoyable.’
- ‘Jo is brilliant. A very informative, thought provoking day – well set up and delivered.’
- ‘Strong trainer, good pace and flow, good activities, clear and very easy to understand.’
- Logistics and objectives
2 The role of Vision and Mission statements
- After a short piece of input from the facilitator, the event begins with an activity exploring Vision and Mission statements of the organisations represented and the links to the customer service standards which deliver these. The output of this activity provides the back-drop for the content of the day.
- Please bring your Vision and Mission statements and customer service standards with you to the workshop, for your own reference. You need not share them with the other participants if you choose not to and all participants will be expected to respect confidentiality.
3 Commercially sound customer service
- Participants will work through the range of expectations of customers and the scope within which customer service staff operate. This exercise highlights the disconnects between expectations and deliverables.
- Customer service standards are about delivering what you commit to whilst achieving commercial objectives.
4 Explaining ‘why’
- Engagement of the hearts and minds of staff to deliver the best possible service revolves around communicating why standards are set and what the consequences, risks and rewards are. Enforced standards with no reasoning produces robots!
- This part of the day drills down into the impact of customer service standards and how to communicate the reasons behind decisions.
5 From good to great
- Using customer survey data, participants will explore areas sample organisations should address to increase the ratings of customers on satisfaction, while staying true to their Vision and Mission. This activity introduces analytical thinking and reasoning.
- Participants are encouraged to identify aspects of their own operations which create customer service challenges.
6 ‘Lies, damned lies and statistics’ (Mark Twain)
- This part of the programme challenges participants to look beyond the numbers using data drawn from real organisations including call stats, conversion rates and complaint resolution.
- It uncovers potential strengths and development needs of the customer service staff reported on and also highlights staff who escalate issues and why.
7 Coaching for success
- Using a structured feedback process, the participants will discuss, using pen picture scenarios, how to develop the skills of the team members under their leadership and how to set goals and objectives for the personal development for each of them.
- This section uses the GROW model and a six-step feedback process for handling call monitoring, visit feedback and email review.
8 Setting team targets and performance measures for quality (and quantity)
- This session enables participants to review existing successes, areas for improvement and future developments with a view to achieving the strategic objectives set within their respective businesses.
9 Action planning and evaluation
- The programme finishes with each participant setting an action plan for their own activity on return to work.
- Examples of committed actions will be shared across the group, demonstrating the GROW model in action.
All participants are issued with an evaluation sheet for the day so that we can collect, collate and report on the feedback received from the workshop as part of our own best practice approach to continuous improvement. We practise what we preach!
Any questions? Please just give us a call on 01582 714285 – we’re here to help!