In previous entries, I have discussed the necessity of creating a motivating culture. A culture in which employees want to do their jobs well. A team oriented culture made up of employees who go out of their way to see that the organization gives extraordinary customer service.

But how does the leader create this organizational nirvana? It begins at the top. Leaders are responsible for the climate or "tone" of the workplace. Whatever the leader considers important or frivolous will be seen in that light by the employees. It's called "survival".

Think about what you consider important and thus, reinforced in your workplace. Do employees arrive at work on time? Is that important to you? If so, are there consequences for arriving late? Does your organization have an employee dress code? Are employees rigidly managed or is your workplace culture more informal? Do employees know what is expected of them?

Here is the point--whatever you reinforce, either by disciplining inappropriate behavior or ignoring it, you guarantee you will see it again! What ever you reinforce, will become the standard of behavior in your organization! This is a very simple concept to grasp but it is far more difficult to actually put it into practice. And allowing bad behavior by one or more employees to continue will do great damage to overall employee morale and motivation.

Why customer service training doesn't work

Recently, I had some minor surgery at an outpatient surgery center. When I received a patient satisfaction survey a couple of weeks later, I completed it honestly. I cited areas in which I felt I was treated very well but also pointed out areas (specifically in the business office) that needed improvement. I added a note saying that I would be happy to discuss my concerns and invited them to call me.

One of the office supervisors did call me and asked me to provide additional information. Each time I mentioned an area needing improvement, she discounted the concern. "Oh, anyone would make that mistake," she said several times, implying that my concerns were overstated. Finally, she informed me that staff had completed customer service training so they could not have possibly made the mistakes I outlined. And therein lies the problem.

Many organizations require that employees attend a variety of training classes. The titles are usually similar--"Diversity Training", "Coping with Difficult People", "Customer Service", "Communication Skills"--just to name a few. While the content of these courses may be very relevant and interesting, generally, employees gain very little long-term benefit. Additionally, employees frequently don't model classroom skills in the workplace. The reason for this is really quite simple.

In order for training to have any relevance in the workplace, employees must first understand how the information gained can be used at work. Employees must then be able to use that information to solve real world problems in the real work setting. This concept is called transfer of training and is critical if long-term sustainable change is to be derived from the training situation. Finally, leaders must communicate both verbally and by modeling appropriate behaviors, that the information gained is important and employees will be expected to also model the behaviors.

Perception of Competence: The Key to Client Loyalty (Part 2)

One of the most important keys to motivating your employees to give excellent service is ensuring that they are organized into well-functioning teams. Excellent teamwork produces excellent customer service. But where does a leader begin? It's not as difficult as one may believe; following a few simple steps will get you where you want to be.

First it is important to assess how the employees perceive the current organizational culture as opposed to what they believe constitutes the "ideal" climate. If the leader is comfortable doing so, he or she can simply walk around and informally ask. This may produce valuable information although, depending upon the circumstances, employees may be less than forthcoming about their true feelings. Another, more formal method of assessing this cultural "gap" is through the use of a formal assessment instrument. I have found the latter method to be very useful because generally, employee anonymity is guaranteed and, I can interpret the data for the leader and design a course of action for the organization to take. Frequently, giving employees an opportunity to contribute ideas will produce improved teamwork. However, employees must believe that their ideas will be seriously considered or their motivation may suffer.

Well managed teams exist an atmosphere of trust where opinion are heard, considered and then acted upon (even if the decision is made not to move forward with an idea). Personality "conflicts" are left at the door and all communication is "win-win" because team members are not threatened by others success nor is that success perceived as a loss of control. Assertive communication is always present--team members are honest about issues.