Alexandra Levit's Water Cooler Wisdom

5 Leadership Principles to Improve Customer Service

Each year, thousands of companies around the world – spanning the financial, healthcare, insurance, manufacturing, retail, hospitality, communications, not-for-profit, government, and education spaces – celebrate Customer Service Week during the first full week in October. Although the 2019 Customer Service Week theme is “The Magic of Service,” strategies to improve customer service go beyond magic. In fact, the role of the team leader in customer service is significant, and certain leadership principles, including developing and managing teams that are positive brand extensions, illustrating demonstrated commitment to quality customer service, focusing on the employee experience, designing agile processes, and being visible are critical to a company’s efforts to recruit and retain customers.

Leadership Principle #1: Teams as Brand Extensions

Strong leaders understand that building and communicating a memorable brand is an essential piece of customer loyalty. However, when it comes to brand, many organizations “set and forget.” Instead, leaders should take steps to evaluate the company’s current value proposition, analyze how it stacks up to the competition, and vet it to ensure authenticity and consistency with actual company practices. Then, they must select team members who complement one another in embodying the brand, and reward employees who display and share core brand attributes. For example, savvy leaders know that customer service representatives who dress fashionably and speak articulately will bolster a sleek, on trend, and forward thinking brand.

Leadership Principle #2: Commitment to Quality Customer Service

Customer Service Week can present a fresh opportunity to re-commit to quality service from the top-down. Ideally, leaders reinforce stellar customer service on a regular basis through company-wide messaging and activities. They have outlined what customer service looks like in their organization and strive to improve on measured results. Leaders are willing to invest in adequate staffing, equipment, and software so representatives are set up for success, and are dedicated to leveraging new technologies to facilitate omnichannel communication and strategic automation with the goal of faster and more targeted customer service.

Leadership Principle #3: Focus on the Employee Experience

Business mogul Richard Branson once said, “Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.” The employee experience, or what a company’s people do and how they feel over the course of recruitment, onboarding, learning, performance, and transitions, is a necessary focus for customer-oriented leaders. For instance, good leaders facilitate a hiring experience that attracts employees with the right combination of skills and traits to excel in customer service. And, leaders who support an employee experience that highlights collaboration and continuous learning via applicable training will typically have more customer savvy team members.

Leadership Principle #4: Agile Processes

Just like customer service is an attitude, so is agility, and strong leaders must keep their eyes on big picture business objectives while recognizing that evolving market forces require more frequent adaptation than in the past. Not only should leaders design customer-facing processes that make it easier to respond to changing requirements in real time, but they should also empower representatives to make in-the-moment decisions and innovate on behalf of a customer. Rigidly constructed policies aren’t the hallmark of good leadership or service, so this Customer Service Week, perhaps take the opportunity to rethink them.

Leadership Principle #5: Visibility

Beyond Customer Service Week, effective leaders show up for employees and customers alike. This means putting in face time at your place of business, conversing with staff and clients, and paying attention to small details like birthdays and professional moves. Even if a leader has the most competent frontline employees imaginable, there’s no substitute for an owner who takes the time to get to know and spend time with the people who matter to the business. Hosting team building outings and customer appreciation events provides an excellent forum for owners to interface with the community and humanize their enterprises.

There are a variety of ways to improve customer service, but this Customer Service Week, consider the role that solid leadership plays in driving it. By honing agility and visibility and placing a spotlight on branding, employee experience, and commitment to quality service, you’ll be the most trusted and admired of business owners.

How to Cope with Long-Term Uncertainty

As much as experts want to predict how the coronavirus situation will pan out, the truth is that no one really knows what's going to happen. The good news is that there are several things business owners can do to reduce their uncertainty. 

1. Act on the outcomes you can realistically anticipate.

Businesses based on in-person interaction already know that customers won’t be coming in for a while. If you don’t yet have a digital means to offer your product or service, consider which products and services are most appropriate to sell online, and then add e-commerce to your website. There are a number of e-commerce solutions such as Shopify, BigCommerce and Squarespace.

While you may want to delegate this to a tech-savvy staff member, both of you should make note of the ways in which online business differs from brick and mortars. With the reduction in frequent in-person connection points, you'll need to go out of your way to engage with your customers via social media and email outreach. Try working with your marketing team to create a content calendar—either an old-school spreadsheet or a tech-based solution like Later or HubSpot—that tracks analytics around your social engagement so you can see what resonates with your customers.

2. Brainstorm with other business owners.

Another way you can deal with uncertainty is to identify other business owners in your sphere who are facing the same challenges you are, and come together to devise solutions to keep the collective group afloat. In particular, experts recommend launching online engagements that preserve the heartbeat and character of a community. 

Midnight Market, a Jersey City, New Jersey-based indoor festival that curates 20 food vendors to recreate an open air, international market, did just that. Understanding that they can’t open for the foreseeable future, Midnight Market’s owners rallied their partners to host a "Take-Out Flash Mob," that is, encouraging followers to order takeout from eight participating restaurants.

"It gives them a burst of cash to pay employees, keep the lights on and helps them continue normal operations so they can continue making delicious food for us!" the company wrote on its website.

To create a social distancing appropriate recreation of their event, Midnight Market promoted cocktail recipes that were easy to create at home, live streamed of DJ sets, and shared drinking games. And they're planning another one with a different selection of restaurants.

For the rest of my tips, check out the full article on the AMEX Business website.

 

Time-Saving Ways to Stay Up to Date on Market Trends

Business success today depends on understanding, in real time, what your customers need and what types of competitive strategies are the most effective. After all, there’s nothing worse than spending precious resources launching a new product or service that ultimately flops in the marketplace.

Fortunately, advancing technology makes it possible to conduct competitive market research more rapidly than in the past. Let’s explore how to conduct a market analysis efficiently, as well as strategies that facilitate quick learning of key market trends.

How to Conduct a Customer Needs Analysis

The first step is getting to know your customers, which we’ll discuss in more detail in the next section. You should use the information and feedback collected to divide your customers into segments. Segments should share a common characteristic (such as age or location) and be large enough to warrant individual marketing attention.

Within each segment, it’s helpful to develop buyer profiles. Thanks to the below information on how to conduct market research, you’ll hopefully have a complete understanding of your target buyer’s needs. Picturing her as a flesh and blood human, you’ll describe her demographics and background, her motivations and challenges, what she spends her life doing, how she communicates with businesses she patronizes and the messages that are most likely to appeal to her.

Your last customer needs analysis step? Connect each target buyer’s needs to a product or service. Call out your benefits, why the target buyer would or would not choose you over a competitor. If there are holes, consider refining your offerings to better address critical customer pain points.

How to Conduct Market Research without Spending Months or Millions

You don’t need to spend a fortune with a prestigious market research firm to gain valuable customer insights. There are a number of low cost, time-efficient ways of examining market trends – many of which are online. One go-to strategy is crowdsourcing. You can use social media or online surveys emailed to your database to collect feedback about what’s working (or not) for your existing customers. Be sure to ask the tough questions, encourage honesty, and reward customers for their participation via coupons, discounts, or gift cards.

In some cases and especially if you are developing a new product to service, you might want to access the larger market. Online services like TYLM (Tap Your Larger Market) and Gutcheck allow you to use targeting criteria like gender and income to ask a series of open and closed questions to millions of pre-qualified individuals. In addition to completed surveys, these tools can capture customer emotions via one-on-one video responses and can analyze and summarize the results so you don’t have to spend time sifting through raw data.

You might also deduce market trends through the use of text analysis software. These tools help business owners gain insights from structured and unstructured text data using natural language processing (or a program’s ability to process human speech patterns). Leveraging data from a variety of sources including public reviews, emails sent to your organization, surveys, and phone transcripts, text analysis software can pull out key language patterns that get to the bottom of customer sentiment. As an example, Thematic gathers customer feedback from your existing data sources and, by distilling common themes, analyzes your best route to keeping customers. Similarly, Chattermill takes unstructured input and translates it into clear actions meant to improve customer experience. And best of all, many steps can be automated!

Of course, your market trends analysis won’t be complete without competitor monitoring. If you’re not sure how to find competitors of a company, searching them out via Google and comparing and contrasting the features and benefits listed on their websites is an excellent place to start. A number of paid tools also help with competitor monitoring, including SEMRush, which provides data about your current online performance as well as that of your competitors and helps you accurately assess the search terms leading to your company and competitors. A second option is SpyFu, which allows you to search for any competitor and download their keywords.

While conducting a customer needs analysis and market trends research doesn’t have to take over your life, it may still be worthwhile to hire an intern or freelancer to employ these strategies on your behalf. While you should probably repeat your analyses annually, you will also get more proficient at minimizing time spent!

Agility Strategies to Keep You Sane

In today’s rapidly changing business world, an agile business is a successful business. But how do you know when the best thing for the project  is to change the plan, and how can you execute and communicate changes without destroying team motivation and momentum? The following strategies may prove helpful.

Any major strategic initiative should involve the upfront establishment of goals, milestones, and success metrics. But, as Tim Berry pointed out in his article for the Small Business Administration website, assumptions should also be considered in your initial planning. “Tracking your results, you want to be able to compare them to what you had planned or expected to see,” he said.

“Get your team members together once a month to review your plan and its results. “Take a hard look at your underlying assumptions and assess whether or not they’ve changed. If they have, there’s no virtue whatsoever in sticking to the plan you built on top of them.”

Berry suggested you look at the difference between what you planned and what actually happened. Some results will be better than planned, and some will be worse. “For each key difference you discover, and all of them combined, use your best judgment to determine whether the differences were caused by false expectations or unexpected good or bad execution.”

“Also, consider external and internal factors that may have influenced the results. Maybe your expectations were too conservative, or too optimistic. In that case, you revise your plan,” he said.

Common sense, remarked Berry, is critical.  Although the project may be close to your heart, you want to remain pragmatic: for example, asking yourself if you were you wrong about the whole thing, or just about the timing? You also want to consider if something else has occurred in the market to change your assumptions.

For more where this came from, check out the full piece on HR.com.

 

 

 

The New and Improved Performance Review

What good is performance feedback if it occurs in isolation? It's just like the saying: "If a tree falls in the woods..."

“This is where it’s important to have a system that enables a company to join up performance feedback simply and in one place, where they can get a quick view of everything,” says Cheryl Johnson, chief human resources offer at payroll company Paylocity.

Paylocity uses a proprietary tool that stores multiple data points related to the performance review cycle. Employees and managers journal regularly to keep quick notes and recap conversations or meetings, and feedback is consolidated in periodic reviews so employees always know where they stand. “We also maintain performance goals and recognition awards within this same system, so when we sit down to look at the holistic perspective of someone’s performance, we have all data points in the employee’s profile,” explains Johnson.

Johnson is quick to point out that certain data points carry more weight than others, so both leaders and employees need to understand how points are weighted in the overall context of performance.

Paylocity’s Johnson has mastered the notion that different departments have different feedback needs. “Many of our departments leverage the journaling function, which makes giving and receiving continuous feedback informal, yet documented in a place where it’s easy to access when the time comes for formal conversations. Some departments have these formal conversations monthly or quarterly; others have them annually. The cadence aligns with when individual departments can collect insights that improve performance,” she says. And over time, Paylocity has adjusted its continuous feedback approach so it doesn’t require overthinking, is less cumbersome, and is more focused on input that matters – as opposed to providing feedback for its own sake.

Have you improved your performance management system recently? What did your changes entail?

Announcing Workforce 2030: A New Podcast About Our Most Critical Workplace Disruptions

Today marks a very special occasion. Alongside my partner of 10 years, SilkRoad Technology, a global leader in strategic onboarding for workforce transformation, I am releasing a new podcast: Workforce 2030. The show features discussions with leading talent management experts, business leaders and industry disrupters on topics about the future of work and how the workforce will transform to meet the needs of 2030 and beyond.

In my tenure as a workforce futurist, I’ve spent a great deal of time on the microphone with fabulous hosts, and now the tables have been turned! The inaugural episode of Workforce 2030 features Robert Dvorak, CEO and President of SilkRoad. Bob was incredibly fun to talk to because he’s been working in the technology field for 30 years and as you can imagine, has witnessed an incredible amount of growth and change.

In our lively, 30-minute conversation, Bob and I addressed what makes a successful brand a successful employer, why establishing strong employee relationships must be a combination of high tech and high touch approaches, why there’s one human managerial skill that’s essential for effective onboarding, and how tech-based systems facilitate assimilation and prevent quit quits. You’ll also hear why Bob and I are against the word “retention” and why it’s now everyone’s job to be in continuous learning mode.

Whether you’re leading an organization or a team, whether you seek the secret sauce for your own successful career in the mid-21^st century workforce, or whether you read Humanity Works and are looking for a bit more guidance, this is the show for you. Our next several guests include Jennifer Fondrevay, Chief Humanity Officer, Day1 Ready™ M&A consultancy, Grant Zallis, CEO, Founder IAR Consulting, and Ravin Jesuthasan, Managing Director, Willis Towers Watson. If you have a question you’d like me to ask these knowledgeable experts, please send it along!

Tune in to the first episode or access the whole series.

The Real Story Behind Stretch Assignments

Stretch opportunities are all the rage in the workplace. But as popular as they are, it’s unclear why some people decide to accept a stretch assignment or role – and others step aside. It’s also unclear why women haven’t benefited from stretches as much as men.

Selena Rezvani is Be Leaderly’s VP of consulting and research and a recognized speaker on women and leadership. She recently led Be Leaderly’s original research on how both genders decide if they are ready for a stretch, and how they make that decision. The report also explores how employers can create a workplace that supports employees who step out of their comfort zones. Based on a survey of 1,549 U.S.- based professionals, the research uncovered the following:

• Men (48%) and women (52%) are equally interested in ultimately advancing into senior vice president or C-suite roles.
• However, the largest portion of women (45%) don’t feel their employers make it easy to gauge if they are ready for a promotion, while the largest portion of men (40%) think their employers help them know whether they are prepared to advance.
• Women are less engaged in and passionate (67%) about their jobs than men (77%), another possible explanation for why fewer women take on stretch opportunities. A strong correlation exists between employees who feel engaged and passionate about their work and those who perceive that their employer makes it easy to assess their readiness to advance.
• In order to apply for a job, both women and men feel that they need to meet, on average, 75% of the qualifications for the role – a surprising difference from accepted thinking about gender attitudes toward the qualifications people feel they need to try for a new position.
• Women may hold back from taking stretches because when assessing how ready they are for a new job, they are less likely than men to overestimate or “round up” their skills, and more likely to underestimate or “round down” what they know or can do. (73% of women disagree that they round up their skills while 60% of men disagree).
• For both men and women, the top criteria for deciding whether to take a stretch assignment are having the influence to create a positive outcome (40% women/43% men), and getting an assignment that lines up with their career goals (33% women/33% men). Both genders say office politics is the biggest practical challenge to taking a stretch assignment (38% women/33% men), with lack of time a close second (34% women, 31% men).
• Money matters. Men are 3.5 times more likely than women to cite pay as an important factor in evaluating the appeal of a new assignment, job or level.

So what do we make of this? Well, if the workplace is being disrupted by sweeping, large-scale trends, employees must have the opportunity to continually redefine and hone their skills. One way employers can offer that is through stretch assignments that provide intrapreneurial short-term “gig economy” type work with minimal risk and disruption, all within the organization’s dominion. Employees, especially millennials, want to “job-craft” their roles. Offering an internal gig economy – or stretch marketplace – delivers big.

Strategies for Engaging an In Person Audience

In my almost 15 years as a workshop speaker and facilitator, I’ve learned a lot. The most valuable lesson of all? Be interactive.

I’ve observed that you can be presenting the most intriguing topic of all time, but it’s only a matter of time before you audience tunes out the sound of you droning on and on. If you want to keep your participants’ attention and prevent them from checking their phones or falling asleep, I recommend sticking to no more than five minutes of instructional content at once, followed immediately by an interactive component that surprises the audience out of any stupors or daydreams.

The good news is, there are more choices for engagement than ever before. The following six techniques are my go-to standards. Depending on how long your next training is, mixing and matching them is likely to liven up the session, and hopefully, increase overall learning and results!

Technique #1: Storytelling

Funny or self-deprecating stories and anecdotes are always a hit, but early in most trainings, I like to share a specific story called The Hero’s Journey. Based on the famous narrative concept, the Hero’s Journey describes all the obstacles I faced while becoming an expert in the topic. Much of the time, the audience isn’t expecting to hear something like this, and participants are fascinated. I increase the engagement by asking for a show of hands if the audience has personally experienced something like what I’m relating (e.g. “Raise your hand if you’ve ever had a boss you thought really hated you”).

Technique #2: Surveying and Polling

The best type of survey takes place in advance, so you can ask participants about their experiences in detail, and customize your content to address what you learned. Given that this isn’t always possible, you might want to familiarize yourself with online polling technology that allows the audience to answer simple questions on their phones in real time – with answers appearing on your presentation screen. Both approaches pique the interest of audience members who are curious what their fellow participants answered.

For more techniques, have a look at the DeVry WORKS website.

Why You Probably Need More Training, Not Less

In my work as a business and workforce consultant, I’ve observed that in times of change and uncertainty, some organizations stop spending money – and especially money that goes to employee training and development. However, given the future work trends of cross-functional teaming, workforce-wide digital fluency, and an emphasis on uniquely human skills, this may be a short-sighted approach. Let’s look at these one by one.

Cross-Functional Teaming

I’ve noticed that employees are starting to move around organizations with greater speed, and so they may need to know more skills than were required in the past. Even if they received a solid university education, employees might well be moved to a role in which nothing they learned in their degree program applies. For instance, it’s not unusual for someone trained in finance to end up in marketing, and vice versa. And, even those schooled and working in marketing often find it beneficial to have cross-functional expertise in finance.

My hunch is that employer training might not be able to keep up with the reskilling and upskilling requirements of cross functional teams, and this is why there are gaps. And, in the Career Advisory Board’s 2018 survey, Talent Activation, the Employee Experience, and Skill Development, 77 percent of respondents agreed with the statement: In my organization as a whole, I am concerned about employee skills gaps.

In the study, the greatest skills gaps were observed in the areas of technology/digital fluency (cited by 62 percent of respondents), communication (56 percent), business acumen (48 percent), diversity and cultural awareness (46 percent), and customer service (42 percent), and skills gaps affect employees at all levels. And, when asked about barriers to closing skills gaps, our respondents cited a too-small training budget most frequently.

If anything, it’s my opinion that cross-functional teaming requires larger training budgets, not smaller ones.

Workforce-Wide Digital Fluency

In the Career Advisory Board’s 2017 Job Preparedness Indicator survey, we defined an applied technology skill as a skill that is needed by employees to leverage the right technology to do their jobs. It’s another way to talk about digital fluency, and the research indicated that a majority of employers is now looking for these skills in new and existing employees.

Training existing employees in applied technology skills is a major challenge, in part because current professionals did not receive this type of instruction via traditional education paths. In response, many survey respondents are ensuring that their workforces continuously train and retrain on applied technology skills through the development of internal courses (40 percent), internal trainings (38 percent), tuition reimbursement (35 percent), and external trainings (31 percent). Only one-fourth said their organizations are taking no actions to develop this skillset.

As discussed above, however, developing skillsets can be expensive – especially when one round of training isn’t enough. So, in my recommendation, employers should have a specific and ongoing budget set aside for applied technology skills alone – in addition to other training requirements.

For more where this came from, check out the DeVry WORKS website.

 

Exploring and Closing the Middle Skills Gap

As the chair of DeVry University’s Career Advisory Board, I’ve been talking about skills gaps a lot recently. Usually, I address either the technology skills gap or the soft skills gap specifically, and I’m usually referring to graduates of four-year institutions who are pursuing careers in the business world

In reading my veteran HR thought leader Sharlyn Lauby’s new book The Recruiter’s Handbook, however, I was alerted to an entirely different type of skills gap: the middle skills gap. According to Lauby, the middle skills gap is defined as those jobs that require more than a high school diploma but less than a four-year-degree. Some industries affected by the middle skills gap are finance, manufacturing, telecommunications, healthcare, and retail, and the jobs themselves range from entry-level administrative positions to highly specific operational roles.

Digging Deeper Into the Middle Skills Quandary

Why is the middle skills gap a problem? “At the heart of the issue is an oft-discussed anomaly: while millions of workers remain unemployed and an unprecedented percentage of the workforce report being underemployed, employers across industries and regions find it hard to fill open positions,” said the report by Harvard Business School, Accenture, and Burning Glass Technologies.  “A first, essential step to closing this gap is to differentiate between the vast array of middle skills jobs in order to concentrate on jobs with three important attributes: they create high value for U.S. business; they provide not only decent wages initially, but also a pathway to increasing lifetime career value for many workers; and finally, they are persistently hard-to-fill.”

Lauby recommended addressing middle skills gaps by gaining information that allows you to bridge where your workforce is today with where you want it to be in the future. Specifically, Lauby suggested the following action steps for hiring managers and recruiters:

Pay attention to what’s happening in your geographic area and industry

What’s happening on a global or national stage might not pertain to your region. Your industry could also be affected by external factors other types of organizations aren’t facing. Anyone in the position of hiring needs to know their unique market conditions.

Find credible sources of information

If you’re going to cite sources for a trend or solution, they need to be from trusted authorities. You don’t want your CEO questioning your business case.

For more where this came from, check out the DeVryWORKS site.