You have the opportunity every day to build loyalty by exceeding the expectations of your internal and external customers. Caring, personalized service builds positive relationships, one customer at a time. Because this type of service is rare these days, customers are delighted when they receive it, and their loyalty to the company grows.
Take this short quiz as a self-assessment to see if you are delightingyour customers.
1. I understand that my co-workers are also my customers and that we are all part of a customer service chain.
True False
2. I take ownership of my customers' problems and do everything possible to avoid having to transfer their call to another area.
True False
3. I use my customers' name at least three times in every conversation.
True False
4. I listen very carefully to what my customers are telling me, so that I can clearly understand their needs and feelings.
True False
5. When my customers are upset, I sincerely try to empathize with their concerns and try to put myself in their place.
True False
6. I always assume that my customers are being honest.
True False
7. I try to be flexible in order to meet the needs of my customers.
True False
8. I try to do what is best for my customers, not what is easiest for me.
True False
9. I smile a lot, even when I am on the telephone, because I know that my customers can "hear" a smile.
True False
10. I look for ways to build loyalty even when I can't provide the service that my customer has requested.
True False
If you had 7-10 'True' responses, CONGRATULATIONS! You are consistently delighting your customers and building customer loyalty.
If you had 4-6 'True' responses, you're on your way to building loyalty but there's more opportunity to improve your service skills
If you had less than three 'True' responses, you will benefit from customer service skill training.
You can order Special Report #11 to print the complete 25-question, customer loyalty test that includes a loyalty building tip for eachquestion, at: http://www.theloyaltyleader.com/special-reports.html
###
You have permission to reprint any of my articles in your newspaper, magazine, trade publication, at your Web site or in your ezine. All I ask is that you use the entire article, my byline and this identifier paragraph:
Debra J. Schmidt, a.k.a. "The Loyalty Leader®", helps companies boost their profits by leading them to greater customer, employee and brand loyalty. Learn more at: http://www.theloyaltyleader.com/
customer care
Tuesday, September 13, 2005
Monday, September 12, 2005
Loyalty Is Built Through C.A.R.I.N.G. Service
Voicemail, automated phone systems, email and other technology have replaced the personal touch when it comes to customer service. Customer frustrations are on the rise. Their number one complaint?--no one really seems to care anymore.
Your customer can tell the difference between satisfactory service and caring service. Satisfactory service is what most customers expect. This type of service focuses on completing a task rather than building a relationship with the customer.
The market often talks of customer satisfaction, a deceptive phrase because it sounds better than it is. Would you have wanted a grade of satisfactory in school? Probably not. Satisfactory implies adequate, good enough, acceptable. Customers who are merely satisfied with your business can be wooed away by others who offer something better.
Customers are discouraged by poor service and expectations are low. The simple gesture of showing your customers that you care about them will be a welcome surprise compared to the apathy they experience elsewhere.
Building customer loyalty boils down to one simple concept—C.A.R.I.N.G.:
C = Consistent
Customer loyalty is earned. Commit to delivering exceptional service with every customer interaction, every day. Show your customers that you value their business by taking ownership of their concerns. Provide each of your customers with respect, friendliness and knowledge. Maintain a positive attitude. Deliver consistent quality and sign your work with excellence.
A = Attentive
Take time to listen carefully to your customers. Don’t rush through service or view your customer as an interruption of your work. Your customer is the reason you are there. Focus on what he or she needs and avoid distractions so you can give your customer 100% of your attention.
R = Reliable
When you make a promise to a customer—keep it. Take responsibility for meeting your customers’ needs. Project a professional image through the way you dress. Return phone calls and respond to email messages promptly. Maintain order in your workspace. Be completely honest with your customers. Build your reputation of reliability through clear communications, accuracy and consistent follow-through. The way you interact with customers and do your work speaks volumes about the type of person you are.
I = Individualized
No two customers are alike. Each customer has individual needs and concerns. Pay attention to your customer’s tone of voice and actions. Learn how to respond to your customer based on their particular style. A dominant customer may seem impatient and will want to control the situation to get his or her desired results. A shy customer may need assurance and guarantees. An outgoing customer may require more “chat” time. You can build rapport quickly by learning to respond appropriately with each type of customer.
N = Notable
Word-of-mouth is the most powerful marketing campaign of all. Give your customers quality service that they can brag about. Greet each customer as you would a friend—someone you are glad to speak with. Surprise and delight your customers with unexpected service such as a follow-up phone call or handwritten “thank you” note. A warm, friendly response to a complaint will exceed most customers’ expectations.
G = Generous
Look for opportunities to go the extra mile for your customers. Congratulate your customers on their achievements—when they’ve been appointed to a board, won an award, received a promotion, etc. Reward your loyal customers with a surprise “thank you” gift—a box of chocolates, gift card, calendar, etc. Be generous with your compliments about the way they’re dressed or their pleasant attitude. Learn their names and ask about their families. If you don’t have the item your customer wants, offer to find one at another location before he or she asks.
People are loyal to a business when they feel they’ve been treated well and received good value for their money. Customer service goes a long way toward pleasing customers on both counts.
C.A.R.I.N.G customer service means going out of your way for customers, doing everything possible to meet their needs, and sometimes making decisions that benefit customers, even at the expense of the company.
###
You have permission to reprint any of my articles in your newspaper, magazine, trade publication, at your Web site or in your ezine. All I ask is that you use the entire article, my byline and this identifier paragraph:
Debra J. Schmidt, a.k.a. "The Loyalty Leader®", helps companies boost their profits by leading them to greater customer, employee and brand loyalty. To subscribe to Debra's free email newsletter visit: www.TheLoyaltyLeader.com
customer service
Your customer can tell the difference between satisfactory service and caring service. Satisfactory service is what most customers expect. This type of service focuses on completing a task rather than building a relationship with the customer.
The market often talks of customer satisfaction, a deceptive phrase because it sounds better than it is. Would you have wanted a grade of satisfactory in school? Probably not. Satisfactory implies adequate, good enough, acceptable. Customers who are merely satisfied with your business can be wooed away by others who offer something better.
Customers are discouraged by poor service and expectations are low. The simple gesture of showing your customers that you care about them will be a welcome surprise compared to the apathy they experience elsewhere.
Building customer loyalty boils down to one simple concept—C.A.R.I.N.G.:
C = Consistent
Customer loyalty is earned. Commit to delivering exceptional service with every customer interaction, every day. Show your customers that you value their business by taking ownership of their concerns. Provide each of your customers with respect, friendliness and knowledge. Maintain a positive attitude. Deliver consistent quality and sign your work with excellence.
A = Attentive
Take time to listen carefully to your customers. Don’t rush through service or view your customer as an interruption of your work. Your customer is the reason you are there. Focus on what he or she needs and avoid distractions so you can give your customer 100% of your attention.
R = Reliable
When you make a promise to a customer—keep it. Take responsibility for meeting your customers’ needs. Project a professional image through the way you dress. Return phone calls and respond to email messages promptly. Maintain order in your workspace. Be completely honest with your customers. Build your reputation of reliability through clear communications, accuracy and consistent follow-through. The way you interact with customers and do your work speaks volumes about the type of person you are.
I = Individualized
No two customers are alike. Each customer has individual needs and concerns. Pay attention to your customer’s tone of voice and actions. Learn how to respond to your customer based on their particular style. A dominant customer may seem impatient and will want to control the situation to get his or her desired results. A shy customer may need assurance and guarantees. An outgoing customer may require more “chat” time. You can build rapport quickly by learning to respond appropriately with each type of customer.
N = Notable
Word-of-mouth is the most powerful marketing campaign of all. Give your customers quality service that they can brag about. Greet each customer as you would a friend—someone you are glad to speak with. Surprise and delight your customers with unexpected service such as a follow-up phone call or handwritten “thank you” note. A warm, friendly response to a complaint will exceed most customers’ expectations.
G = Generous
Look for opportunities to go the extra mile for your customers. Congratulate your customers on their achievements—when they’ve been appointed to a board, won an award, received a promotion, etc. Reward your loyal customers with a surprise “thank you” gift—a box of chocolates, gift card, calendar, etc. Be generous with your compliments about the way they’re dressed or their pleasant attitude. Learn their names and ask about their families. If you don’t have the item your customer wants, offer to find one at another location before he or she asks.
People are loyal to a business when they feel they’ve been treated well and received good value for their money. Customer service goes a long way toward pleasing customers on both counts.
C.A.R.I.N.G customer service means going out of your way for customers, doing everything possible to meet their needs, and sometimes making decisions that benefit customers, even at the expense of the company.
###
You have permission to reprint any of my articles in your newspaper, magazine, trade publication, at your Web site or in your ezine. All I ask is that you use the entire article, my byline and this identifier paragraph:
Debra J. Schmidt, a.k.a. "The Loyalty Leader®", helps companies boost their profits by leading them to greater customer, employee and brand loyalty. To subscribe to Debra's free email newsletter visit: www.TheLoyaltyLeader.com
customer service
Are You a Possibility Thinker?
My first management position started out as a nightmare. I was a brand new employee for a mid-sized corporation and I inherited a team of eight talented employees who reported directly to me. They were pleasant enough but after two weeks on the job, I began to be filled with dread. Each day was full of interruptions as I dealt with a steady parade of employees marching into my office and complaining about some issue. Their complaints included the personality problems of other employees, technical problems, communication problems, computer failures and mail delivery. You name it...I heard about it.
It was driving me nuts. I started making inquiries about my predecessor in order to learn more about her management style. Other managers shared their impressions of her. "Very nice," they said. "Always willing to listen and always taking care of everyone."
The more I learned about her, the more I discovered that she had viewed her management role as that of a parent and psychotherapist for her employees. There was almost an atmosphere of co-dependency. Everybody was blaming everything and everyone else for their problems at work.
I needed to put a stop to the complaining and help my employees become a team of possibility thinkers. So I established a "solution only"policy. No employee was allowed to enter my office to complain about anything unless they had written down at least three possible solutions to the problem.
At first they were a little angry. Most of them had acquired the habit of dumping the problem on their manager's shoulder and letting the boss figure out the solution. But after awhile, everyone started to get the hang of it--including me.
My days became more productive because there were less interruptions. Before an employee strolled in to discuss a concern, they had to carefully think through the possible solutions and write them down. More often than not, they didn't even need to talk to me about it because once they came up with a solution, they also realized that they were able to implement it themselves.
Our staff meetings also became more dynamic. They were no longer boring reporting sessions. At each meeting, the team would identify a key issue that they wanted to get resolved. Then we would brainstorm all the possible solutions to that issue. Each employee took turns at facilitating the meetings. Creative ideas abounded.
When you have a whole team of possibility thinkers, there is a greater sense of ownership. Everyone becomes part of the solution. It creates a far more pleasant environment and reduces stress. Be patient, because possibility thinking does not come naturally to everyone but it can be learned.
Take this quick quiz to find out if you're a possibility thinker:
--Are you willing to begin a new project without being absolutely guaranteed of its success? --Will you start working on a new idea before you have every single fact?
--Do you concentrate on the ways something can be done instead of looking for reasons why it won't work?
--Are you inclined to accept a solution to a problem, even when you can't visualize it?
--Do you immediately point out the advantages of an idea before you point out the disadvantages?
--Are you open to doing old tasks in new ways?
--Do you ever accept a new idea even if you have already made other plans?
If you answered "yes" to these questions, congratulations--you are a possibility thinker and the sky's the limit.
If you answered "no" to these questions, you may be limiting your opportunity for personal success or the success of your team. You may also be making yourself unnecessarily unhappy.
Whether you're the boss or working for him or her, possibility thinking will enhance self-esteem, foster better work relations and improvec ommunication. Possibility thinkers resolve problems faster and make everyone's day more productive and enjoyable.
You'll find other tips related to possibility thinking in these special reports:
#3 "Workplace Dynamics: Co-Workers--Cooperation Builds Success"
#15 "How to Plan and Facilitate Productive Meetings"
#10 "How to Pave Your Road to Success With a Positive Attitude"
http://www.theloyaltyleader.com/special-reports.html
employee retention
It was driving me nuts. I started making inquiries about my predecessor in order to learn more about her management style. Other managers shared their impressions of her. "Very nice," they said. "Always willing to listen and always taking care of everyone."
The more I learned about her, the more I discovered that she had viewed her management role as that of a parent and psychotherapist for her employees. There was almost an atmosphere of co-dependency. Everybody was blaming everything and everyone else for their problems at work.
I needed to put a stop to the complaining and help my employees become a team of possibility thinkers. So I established a "solution only"policy. No employee was allowed to enter my office to complain about anything unless they had written down at least three possible solutions to the problem.
At first they were a little angry. Most of them had acquired the habit of dumping the problem on their manager's shoulder and letting the boss figure out the solution. But after awhile, everyone started to get the hang of it--including me.
My days became more productive because there were less interruptions. Before an employee strolled in to discuss a concern, they had to carefully think through the possible solutions and write them down. More often than not, they didn't even need to talk to me about it because once they came up with a solution, they also realized that they were able to implement it themselves.
Our staff meetings also became more dynamic. They were no longer boring reporting sessions. At each meeting, the team would identify a key issue that they wanted to get resolved. Then we would brainstorm all the possible solutions to that issue. Each employee took turns at facilitating the meetings. Creative ideas abounded.
When you have a whole team of possibility thinkers, there is a greater sense of ownership. Everyone becomes part of the solution. It creates a far more pleasant environment and reduces stress. Be patient, because possibility thinking does not come naturally to everyone but it can be learned.
Take this quick quiz to find out if you're a possibility thinker:
--Are you willing to begin a new project without being absolutely guaranteed of its success? --Will you start working on a new idea before you have every single fact?
--Do you concentrate on the ways something can be done instead of looking for reasons why it won't work?
--Are you inclined to accept a solution to a problem, even when you can't visualize it?
--Do you immediately point out the advantages of an idea before you point out the disadvantages?
--Are you open to doing old tasks in new ways?
--Do you ever accept a new idea even if you have already made other plans?
If you answered "yes" to these questions, congratulations--you are a possibility thinker and the sky's the limit.
If you answered "no" to these questions, you may be limiting your opportunity for personal success or the success of your team. You may also be making yourself unnecessarily unhappy.
Whether you're the boss or working for him or her, possibility thinking will enhance self-esteem, foster better work relations and improvec ommunication. Possibility thinkers resolve problems faster and make everyone's day more productive and enjoyable.
You'll find other tips related to possibility thinking in these special reports:
#3 "Workplace Dynamics: Co-Workers--Cooperation Builds Success"
#15 "How to Plan and Facilitate Productive Meetings"
#10 "How to Pave Your Road to Success With a Positive Attitude"
http://www.theloyaltyleader.com/special-reports.html
employee retention
Thursday, September 08, 2005
Do You Work For A Loyalty-Focused Company?
How does the company for which you work measure up when it comes to building customer loyalty? Find out if your company is loyalty focused with this Loyalty Scorecard.
Give your company 5 points for every "True" answer.
1. Our company has clearly defined customer standards and they are frequently communicated to employees.
True or False
2. Our employees are empowered to take ownership and resolve customer problems by offering creative solutions.
True or False
3. Our employees understand that co-workers are their primary customers and that we are all part of a customer service chain.
True or False
4. The top managers in our company are required to participate in customer service training.
True or False
5. Employees in every department are held accountable for the same quality of customer service that is expected of front-line employees.
True or False
6. Employees are allowed to bend the rules whenever possible in order to meet the needs of our customers.
True or False
7. Employees are encouraged to follow up with every customer who had been angry, upset or had a complex service problem resolved.
True or False
8. Our employees can recommend a competitor when our company cannot provide the service or product that a customer has requested.
True or False
9. On performance reviews, employees are rewarded for excellent customer service skills.
True or False
10. Employees in our organization feel valued and appreciated.
True or False
11. Employees with positive attitudes are more likely to be recognized and promoted.
True or False
12. Rude or unpleasant employees are terminated after disciplinary measures fail to change their negative behavior towards customers and co-workers.
True or False
13. Employees are given frequent opportunities to grow professionally and personally through training programs offered in our organization.
True or False
14. Our CEO or president is visible and takes time to get to know employees at all levels of the company.
True or False
15. Great employee ideas on how to improve customer service are heard and implemented.
True or False
Scorecard Results--If your company scored:
55-75 Points--Congratulations, you work for a loyalty-focused company.
30-50 Points--The company is on its way to being loyalty focused, but there is significant opportunity for improvement.
0-25 Points--Your company may need to assess its service standards, offer additional training and review customer service accountabilityat all levels of the organization.
Customer loyalty is the responsibility of every employee within anorganization. It is earned by building positive relationships, one customer and co-worker at a time. It is a well-known fact that loyalty-focused companies outperform their competitors. Loyal customers are more pleasant to deal with. They purchase more products, refer new customers and are more forgiving when problems occur.
[Customer Loyalty]
Achieving customer loyalty is easy when you understand customerexpectations and how you can surprise and delight them through friendly,fast and flexible service. You will learn how in "Achieving CustomerLoyalty." It is now available in video and DVD formats at: http://www.theloyaltyleader.com/customer-loyalty-box-seminar.html
You have permission to reprint any of my articles in your newspaper,magazine, trade publication, at your Web site or in your ezine. All Iask is that you use the entire article, my byline and this identifierparagraph:
Debra J. Schmidt, a.k.a. "The Loyalty Leader," helps companies boost their profits by leading them to greater customer, employee and brand loyalty. You can subscribe to Debra's free email newsletter packed with loyalty building tips at: http://www.theloyaltyleader.com/
customer loyalty
Give your company 5 points for every "True" answer.
1. Our company has clearly defined customer standards and they are frequently communicated to employees.
True or False
2. Our employees are empowered to take ownership and resolve customer problems by offering creative solutions.
True or False
3. Our employees understand that co-workers are their primary customers and that we are all part of a customer service chain.
True or False
4. The top managers in our company are required to participate in customer service training.
True or False
5. Employees in every department are held accountable for the same quality of customer service that is expected of front-line employees.
True or False
6. Employees are allowed to bend the rules whenever possible in order to meet the needs of our customers.
True or False
7. Employees are encouraged to follow up with every customer who had been angry, upset or had a complex service problem resolved.
True or False
8. Our employees can recommend a competitor when our company cannot provide the service or product that a customer has requested.
True or False
9. On performance reviews, employees are rewarded for excellent customer service skills.
True or False
10. Employees in our organization feel valued and appreciated.
True or False
11. Employees with positive attitudes are more likely to be recognized and promoted.
True or False
12. Rude or unpleasant employees are terminated after disciplinary measures fail to change their negative behavior towards customers and co-workers.
True or False
13. Employees are given frequent opportunities to grow professionally and personally through training programs offered in our organization.
True or False
14. Our CEO or president is visible and takes time to get to know employees at all levels of the company.
True or False
15. Great employee ideas on how to improve customer service are heard and implemented.
True or False
Scorecard Results--If your company scored:
55-75 Points--Congratulations, you work for a loyalty-focused company.
30-50 Points--The company is on its way to being loyalty focused, but there is significant opportunity for improvement.
0-25 Points--Your company may need to assess its service standards, offer additional training and review customer service accountabilityat all levels of the organization.
Customer loyalty is the responsibility of every employee within anorganization. It is earned by building positive relationships, one customer and co-worker at a time. It is a well-known fact that loyalty-focused companies outperform their competitors. Loyal customers are more pleasant to deal with. They purchase more products, refer new customers and are more forgiving when problems occur.
[Customer Loyalty]
Achieving customer loyalty is easy when you understand customerexpectations and how you can surprise and delight them through friendly,fast and flexible service. You will learn how in "Achieving CustomerLoyalty." It is now available in video and DVD formats at: http://www.theloyaltyleader.com/customer-loyalty-box-seminar.html
You have permission to reprint any of my articles in your newspaper,magazine, trade publication, at your Web site or in your ezine. All Iask is that you use the entire article, my byline and this identifierparagraph:
Debra J. Schmidt, a.k.a. "The Loyalty Leader," helps companies boost their profits by leading them to greater customer, employee and brand loyalty. You can subscribe to Debra's free email newsletter packed with loyalty building tips at: http://www.theloyaltyleader.com/
customer loyalty
Friday, September 02, 2005
What Do People Really Want From Their Jobs?
Managers and employees are often not in agreement about what they believe are the most important aspects of a job, especially as they relate to employee morale and satisfaction.
Rank the following based on which items you believe contribute most to good employee morale. Rank the items from 1-10, assigning 1 to the most important item, 2 to the second most important, etc. Use all 10 numbers.
-High Wages
-Job Security
-Promotion in the Company
-Good Working Conditions
-Interesting Work
-Personal Loyalty of Manager
-Tactful Discipline
-Full Appreciation of Work Done
-Help with Personal Problems
-Feeling of Being in on Things
You can compare your responses to the national average based on thousands of workers around the country.
When managers were asked to rank the importance of these items as they relate to employee responses, they ranked the items in this order:
1. High wages
2. Job security
3. Promotion in the company
4. Good working conditions
5. Interesting work
6. Personal loyalty of supervisor
7. Tactful discipline
8. Full appreciation of work done
9. Help with personal problems
10. Feeling of being in on things
When employees were given the same exercise and asked what affects their morale the most, their answers followed this pattern:
1. Full appreciation of work done
2. Feeling of being in on things
3. Help with personal problems
4. Job security
5. High wages
6. Interesting work
7. Promotion in the company
8. Personal loyalty of supervisor
9. Good working conditions
10. Tactful discipline
Note that the top three items marked by employees are the last three felt to be important by their managers!
###
You have permission to reprint any of my articles in your newspaper, magazine, trade publication, at your Web site or in your ezine. All I ask is that you use the entire article, my byline and this identifier paragraph:
Debra J. Schmidt, a.k.a. "The Loyalty Leader®," helps companies boost their profits by leading them to greater customer, employee and brand loyalty. You can subscribe to Debra's free email newsletter packed with loyalty tips at: http://www.theloyaltyleader.com/
Rank the following based on which items you believe contribute most to good employee morale. Rank the items from 1-10, assigning 1 to the most important item, 2 to the second most important, etc. Use all 10 numbers.
-High Wages
-Job Security
-Promotion in the Company
-Good Working Conditions
-Interesting Work
-Personal Loyalty of Manager
-Tactful Discipline
-Full Appreciation of Work Done
-Help with Personal Problems
-Feeling of Being in on Things
You can compare your responses to the national average based on thousands of workers around the country.
When managers were asked to rank the importance of these items as they relate to employee responses, they ranked the items in this order:
1. High wages
2. Job security
3. Promotion in the company
4. Good working conditions
5. Interesting work
6. Personal loyalty of supervisor
7. Tactful discipline
8. Full appreciation of work done
9. Help with personal problems
10. Feeling of being in on things
When employees were given the same exercise and asked what affects their morale the most, their answers followed this pattern:
1. Full appreciation of work done
2. Feeling of being in on things
3. Help with personal problems
4. Job security
5. High wages
6. Interesting work
7. Promotion in the company
8. Personal loyalty of supervisor
9. Good working conditions
10. Tactful discipline
Note that the top three items marked by employees are the last three felt to be important by their managers!
###
You have permission to reprint any of my articles in your newspaper, magazine, trade publication, at your Web site or in your ezine. All I ask is that you use the entire article, my byline and this identifier paragraph:
Debra J. Schmidt, a.k.a. "The Loyalty Leader®," helps companies boost their profits by leading them to greater customer, employee and brand loyalty. You can subscribe to Debra's free email newsletter packed with loyalty tips at: http://www.theloyaltyleader.com/
No Email Fridays
Email is a great productivity tool, right? Wrong! Email use is out of control. Employee relationships are breaking down because co-workers are avoiding face to face conversations and even phone conversations. They're hiding behind email.
The more email you send, the more you get. Employees everywhere are reporting that they are spending two hours per day dealing with email. Managers at one company in Liverpool, England estimates that its 6,000 employees send each other 40,000 messages a day.
Here are just a few of the negative consequences when co-workers send email instead of talking to one another:
-There is increased gossip and mistrust.
-Issues are not addressed and resolved quickly.
-Silos are formed creating an "us vs. them" work environment.
-Co-worker empathy decreases because employees are simply not getting to know each other.
-There is frequent miscommunication and misunderstanding.
Business leaders all over the world are concerned about email over-use and abuse and are taking a stand. "Never on Friday" is becoming a common theme where all internal email is banned every Friday.
You can establish a "no email" policy one day a week, even if your company doesn't establish an email ban.
-Meet with your co-workers face to face.
-Pick up the phone and call someone--a customer, co-worker or vendor.
-Get up and walk to another department to chat with members of the team with whom you deal.
-In sales? Get out to the field and meet with your customers.
Ironically, one executive sent an email to employees announcing the Friday email ban. He said he looked forward to not hearing from his employees but encouraged them to "stop by as often as they like!"
You could take the idea a step farther by introducing other "no technology" days such as no cell phones on Monday, no PDAs on Tuesday, no web surfing on Wednesdays and no memos on Thursday.
Imagine...people might actually start talking to each other again!
###
You have permission to reprint any of my articles in your newspaper, magazine, trade publication, at your Web site or in your ezine. All I ask is that you use the entire article, my byline and this identifier paragraph:
Debra J. Schmidt, a.k.a. "The Loyalty Leader"®, helps companies boost their profits by leading them to greater customer, employee and brand loyalty. You can subscribe to Debra's free email newsletter packed with loyalty tips at: www.TheLoyaltyLeader.com
For more ideas on workplace manners, etiquette and building positive co-worker relationships, check out these special reports:
#3 "Workplace Dynamics: Co-Workers--Cooperation Builds Success"
#7 "Do's and Don'ts of Workplace Communications"#10 "How to Pave Your Road to Success With a Positive Attitude"
#14 "Email Etiquette for Business"
#15 "How to Plan and Facilitate Productive Meetings"
All are available at: http://www.theloyaltyleader.com/special-reports.html
The more email you send, the more you get. Employees everywhere are reporting that they are spending two hours per day dealing with email. Managers at one company in Liverpool, England estimates that its 6,000 employees send each other 40,000 messages a day.
Here are just a few of the negative consequences when co-workers send email instead of talking to one another:
-There is increased gossip and mistrust.
-Issues are not addressed and resolved quickly.
-Silos are formed creating an "us vs. them" work environment.
-Co-worker empathy decreases because employees are simply not getting to know each other.
-There is frequent miscommunication and misunderstanding.
Business leaders all over the world are concerned about email over-use and abuse and are taking a stand. "Never on Friday" is becoming a common theme where all internal email is banned every Friday.
You can establish a "no email" policy one day a week, even if your company doesn't establish an email ban.
-Meet with your co-workers face to face.
-Pick up the phone and call someone--a customer, co-worker or vendor.
-Get up and walk to another department to chat with members of the team with whom you deal.
-In sales? Get out to the field and meet with your customers.
Ironically, one executive sent an email to employees announcing the Friday email ban. He said he looked forward to not hearing from his employees but encouraged them to "stop by as often as they like!"
You could take the idea a step farther by introducing other "no technology" days such as no cell phones on Monday, no PDAs on Tuesday, no web surfing on Wednesdays and no memos on Thursday.
Imagine...people might actually start talking to each other again!
###
You have permission to reprint any of my articles in your newspaper, magazine, trade publication, at your Web site or in your ezine. All I ask is that you use the entire article, my byline and this identifier paragraph:
Debra J. Schmidt, a.k.a. "The Loyalty Leader"®, helps companies boost their profits by leading them to greater customer, employee and brand loyalty. You can subscribe to Debra's free email newsletter packed with loyalty tips at: www.TheLoyaltyLeader.com
For more ideas on workplace manners, etiquette and building positive co-worker relationships, check out these special reports:
#3 "Workplace Dynamics: Co-Workers--Cooperation Builds Success"
#7 "Do's and Don'ts of Workplace Communications"#10 "How to Pave Your Road to Success With a Positive Attitude"
#14 "Email Etiquette for Business"
#15 "How to Plan and Facilitate Productive Meetings"
All are available at: http://www.theloyaltyleader.com/special-reports.html
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