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Managing difficult customers 2017

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Managing difficult customers 2017

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This is a working practical session for serving the internal and external customers in business better involving how we understand ourselves and the other(s) in order to manage the difficult situation(s) in a more useful way to deliver more impactful business results. The tools and frameworks can be immediately put into use in day-to-day circumstances that up to now have been stressful.

This is a working practical session for serving the internal and external customers in business better involving how we understand ourselves and the other(s) in order to manage the difficult situation(s) in a more useful way to deliver more impactful business results. The tools and frameworks can be immediately put into use in day-to-day circumstances that up to now have been stressful.

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Managing difficult customers 2017

  1. 1. MANAGING DIFFICULT CUSTOMERS DELIVERINGAQUALITYCUSTOMEREXPERIENCE DRYVONNESUMCSP
  2. 2. Develop relationships to deliver quality customer experience • Understanding business in an accelerated (VUCA) world • Understanding mindsets drive our actions that impact results • Uncovering blindspots to manage difficult customers • Improving workplace effectiveness through handling conflict • Be ready to apply the tools Our objectives 5Echo
  3. 3. Recommended resources
  4. 4. 8 CustomerExperience Mindsets AliBaba3-2-0 Zero People touch for loan application Novartis Moving from treating diseases to wellness tracking Apple&TheRitz When the Server and the Serviced is seen as the same We are rock star geniuses serving rock star geniuses We have to think beyond the pill.’ Joe Jimenez, Novartis CEO ‘8 years ago, we said we should not be an e- commerce company. We should be a data company.’ Jack Ma
  5. 5. IN 3 MINUTES WE CAN DECIDE IF WE WANT TO GIVE YOU MONEY, HOW MUCH WE WANT TO GIVE. WITHIN 2 SECONDS THE MONEY WILL BE IN YOUR ACCOUNT. AND ZERO PEOPLE TOUCH. SO WE CALL IT 3-2-0.
  6. 6. July 2017
  7. 7. Authenticity Being pResent Common sense Leadership ESSENCE
  8. 8. Authenticity Being pResentCommon sense nspiRing Leadership ESSENCE © Yvonne Sum 2008 p. 14-15
  9. 9. truth know yourself be yourself Authenticity
  10. 10. Find your sweet spot Share with your partner. (around 3 minutes) Reflect on your ‘Ikigai’: What you LOVE. What you are GOOD AT. What the world NEEDS. What you can be PAID FOR. (around 2 minutes) p. 18
  11. 11. Leadership Balance Sheet 18 Note your insights. (around 2 minutes) Reflect on your level of customer experience delivery. Take stock of your Assets. Balance with your Vulnerabilities. (around 3 minutes) Assets Attributes Attributes Vulnerabilities Strengths Allowable weaknesses Life & business experiences Perceived obstacles or history Values Limiting beliefs p. 19
  12. 12. Contrast Align Lessismore Mindful CALM intelligence p. 54-58
  13. 13. Exercise in small groups: CURRENT “MESS” Brainstorm situations with customers that challenge you. COMPELLING FUTURE Imagine a desired future when all these situations are resolved. ChallengingCustomerExperience images courtesy of shutterstock p. 20
  14. 14. images courtesy of shutterstock Self-reflection CURRENT “MESS” Describe a real situation managing difficult customer(s) that is challenging for you. COMPELLING FUTURE Describe how it would be when it is resolved. Complete the first part of the Feed Forward worksheet. ChallengingCustomerExperience p. 21
  15. 15. images courtesy of shutterstock FeedForward In pairs: Share with your partner your Current “Mess” & Compelling Future. Get as many ideas from them as you can. Reverse role. (3 min @ round) Collect as many ideas over 5-6 rounds. Pick top 3, and commit to ONE. p. 21
  16. 16. situational sense mindful of self and others Being pResent
  17. 17. Otto Scharmer, MIT: The 4 Levels of Listening
  18. 18. Where are you now? Level 1 - Downloading (Habitual) Level 3 - Empathizing (Redirecting Cynicism) Level 2 - Factual (Suspend Judgment) Level 4 - Generative (Letting Go Fear) 1 5 10 “Yuk” “So-So” “Yes!” 1 5 10 “Yuk”“So-So”“Yes!” 1 5 10 “Yuk” “So-So” “Yes!” 1 5 10 “Yuk” “So-So” “Yes!” Listening Assessment Ref: Otto Scharmer, MIT: The 4 Levels of Listening p. 37
  19. 19. Contrast Align Lessismore Mindful CALM intelligence
  20. 20. What is most critical in improving your skills? images courtesy of shutterstock
  21. 21. 95% learning solutions fail to provide this ….. MEASURABLE behaviour change. Globally over 310 billion dollars was spent last year on training and development yet virtually none of it is driving anything quantifiable. Most of the time the best we can do is measure ‘learning retention’. More and more, organisations are expecting sustainable learning solutions. At 5Echo, we believe “Ideas are only valuable when applied”. images courtesy of shutterstock
  22. 22. The shifting role of L&D Better Engagement. Want to learn more about Actionable Conversations? Visit conversations.actionable.co The ROI of Better Conversations. Research from Gallup indicates that managers and leaders are the biggest factor influencing employee engagement, and employees are 3x more likely to be engaged when they have regular and meaningful communication with their manager. Better group conversations improve employee relationships & leadership credibility. Better one-to-one conversations strengthen individual relationships & develop a coaching habit. Better Conversations. Better Relationships. Your best people expect more from their leaders. Strong connections are formed through (a) real conversation and (b) shared experience. “Our work, our relationships, and our lives succeed or fail one conversation at a time.” SUSAN SCOTT, AUTHOR OF FIERCE CONVERSATIONS Organisations with top-quartile teams in employee engagement have: 10%HIGHER CUSTOMER METRICS 20%HIGHER PRODUCTIVITY 21%HIGHER PROFITABILITY 41%LOWER ABSENTEEISM SUMMARISED FROM THE GALLUP Q12 SURVEY, 2016
  23. 23. Useful People Analytics Participant Satisfaction Learning Application and
 Implementation Business
 Impact ROI Conversations that matter. Progress 5Echo
  24. 24. The shifting role of L&D 5Echo
  25. 25. The Activity Report
  26. 26. thebenefitsof for… organisation How do you use this type of platform to help meet key business metrics? team How do you link your KPIs to behaviour change in your team using this platform? manager How can this type of platform improve your skills with customers? images courtesy of shutterstock
  27. 27. Insight • Measure: Engagement— commitments Impact on people who participate Influencers –who’s chosen as accountability buddy Conversation • Strategic, relevant, actionable Action • Autonomy • Measurable • Behaviour Change • Accountability • Micro-learning throughout The Actionable Methodology
  28. 28. The Actionable Process
  29. 29. Beta Instant Commitment Engine Walkthrough
  30. 30. You’ll get this email
  31. 31. It will take you here
  32. 32. Pick one of the suggested commitments or customise your own
  33. 33. By email link or Visit https://actionable.co View of your Dashboard Logging In
  34. 34. Commitment & Buddy System Anyone can update the days & times they receive check in notifications in the conversation closing process, or in their settings.
  35. 35. The Check In
  36. 36. Accountability Buddy Views • See who you are supporting & check in from here. • See the details of their check ins & yours • Closing the loop at the end of the commitment focuses you on providing other feedback & reflecting on your role.
  37. 37. Closing the Loop • A reflection process that has you think through your experience as well as how to apply this commitment in the future. • Has your behaviour changed? And what does that mean to you?
  38. 38. Dr Yvonne Sum CSP, ACMC, BDS(Hons) Executive Director | Growth Strategist | HyperDrive Coach e ysum@5Echo.com | m +601 6663 6306 | skype dryvonnesum Getting Support
  39. 39. • Review • Summarize • Action • Tell someone • Teach someone • S.E.E. memory: review - retain - recall How to ‘warp’ memory to your advantage Ref: Use your Head Tony Buzan 5Echo
  40. 40. mind-mapping as a memory tool 5Echo
  41. 41. • How Customer Experience skills are useful at work • What you will apply now • What you can teach • Any ‘aha’ moments/insights • Who you can tell about above 61 memory: review - retain - recall In your teams, create a mind-map summary to include .. …. 5Echo
  42. 42. Pause…Observe Question Record…Listen OpenMind[nojudgement] Key Skills Storysell
  43. 43. into OUTER GAME THINK - DO - GET images courtesy of shutterstock INNERGAME results
  44. 44. Kelly McGonigal: Making Stress Your Friend
  45. 45. Perceptual Filters Change your Inner Game through loosening your habitual filters to unlock high performance 5Echoimages courtesy of shutterstock
  46. 46. Rational Emotive Therapy Ref Ellis 70 Adversity He cut in front of me in traffic. Beliefs He is trying to irritate me Consequence Rage! I yell at him. Discard Debate. Dispute I am choosing to be irritated - or not Effect This is not personal Your real world challenge What is the limiting belief ruling you here? Stress! Discard belief if not useful Replace with empowering belief and notice the effect In pairs - consider a similar issue in a customer service situation that can cause you stress ABCDE p. 27
  47. 47. Pause…Observe Question Record…Listen OpenMind[nojudgement] Key Skills Storysell
  48. 48. situational sense mindful of self and others Being pResent
  49. 49. PRESENCING PRACTICE TAKE5NOW ENERGYCHARGINGHERE&NOW images courtesy of shutterstock images courtesy of shutterstock
  50. 50. igniting your sensory channels be sense-able
  51. 51. Rapport pace, pace, pace ....... and lead images courtesy of shutterstock
  52. 52. Contrast Align Lessismore Mindful CALM intelligence
  53. 53. Pause…Observe Question Record…Listen OpenMind[nojudgement] Key Skills Storysell
  54. 54. Questioning images courtesy of shutterstock
  55. 55. WORDS EXPERIENCE GeneralizationsDistortions Deletions Quality Questions Getting to clarity
  56. 56. NOW FUTURE Compelling Ideal Managing Expectations Emotional charge Work with your customer towards meeting their expectations on the difficult situation. You are to ask questions to uncover ‘hidden’ information. Observer - track Questions. (around 15 minutes) p 22-23
  57. 57. Pause…Observe Question Record…Listen OpenMind[nojudgement] Key Skills Storysell
  58. 58. Otto Scharmer, MIT: The 4 Levels of Listening
  59. 59. Conflict resolution in the workplace We have all witnessed someone in conflict with another. Over time, the relationship degrades and starts to impact on those around them. The conflict spreads as people start to ally with one side or the other. Performance degrades along with morale. The only things that seem to be increasing are workplace absenteeism and the departure of high performers. Everyone seems to know about it, but don’t know how to address it. Mediation may be the answer. Mediation is a confidential and voluntary process led by a respected individual (the Mediator) between conflicting parties to promote mutually acceptable agreements. It can encompass working and personal life. The mediation process is nonjudgmental and without prejudice. The process encourages each party to clarify their concerns while the mediator asks clarifying questions to increase the understanding of those in attendance. Typically, their will only be the two involved parties and the mediator present, however, there increasing cases of group mediation. Our mediators are trained and experience, not only in their mediation and related skills, but also in business and life. EXERCISE FROM DAY 1
  60. 60. p 34-36 p. 43 p. 44
  61. 61. sense-able Decision-making with Facts & Emotions Common sense
  62. 62. Contrast Align Lessismore Mindful CALM intelligence
  63. 63. How could you … Share with your partner (around 3 minutes) …CREATE NEXT WINNING MOVE? Situational sense (self) Reflect on a difficult situation. Notice your thoughts & feelings- what it means to you. What do you choose to do? (around 2 minutes) EXERCISE FROM DAY 1 p. 33
  64. 64. Be Yourself More with Skill The Authentic Chameleon
  65. 65. 1st Position 2nd Position 3rd Position ‘Your’ opinion from ‘your’ point of view. ‘Their’ opinion from ‘their’ point of view. The observer or objective position taking on both points of view. p. 33
  66. 66. Stretch Collaboration (other) How would you NOW… Share with your partner (around 3 minutes) …CREATE NEXT WINNING MOVE? With same difficult situation: Engage thoughts & feelings of other - what it MEANS to them. Explain their possible frame of mind. How are you WILLING TO CHANGE to progress? (around 2 minutes) p. 47
  67. 67. Stretch Collaboration (observer) How would you NOW… Share with your partner (around 3 minutes) …CREATE NEXT WINNING MOVE? With same difficult situation: Engage both emotions and facts of the situation from multiple perspectives. Explain possible shift in frame of mind and MEANING for you. How would you choose to ACT now? (around 2 minutes) p. 48
  68. 68. wisdom of multiple perspectivesstRategic position shift DISSOLVE CONFLICT
  69. 69. Contrast Align Lessismore Mindful CALM intelligence
  70. 70. in PERFORMANCE MEANING Finding the FLOW zone images courtesy of shutterstock
  71. 71. Pause…Observe Question Record…Listen OpenMind[nojudgement] Key Skills Storysell
  72. 72. Pacing out objections images courtesy of shutterstock In small groups: Consider a common situation likely to be resisted by customers. List as many possible objections by your customer about this situation. In pairs: Pick one of the objections and practice pacing it out in pairs. (around 3 minutes) p.52
  73. 73. framing sets boundaries images courtesy of shutterstock
  74. 74. Common Ground Clarify Benefits Pace Out Objections Link to ‘Message’ FRAMING - Sets clear and relevant boundaries images courtesy of shutterstock
  75. 75. vision excite progress empower others nspiRing
  76. 76. re-framing to new inner gameimages courtesy of shutterstock
  77. 77. Rational Emotive Therapy Ref Ellis Adversity He cut in front of me in traffic. Beliefs He is trying to irritate me Consequence Rage! I yell at him. Discard Debate. Dispute I am choosing to be irritated - or not Effect This is not personal Your real world challenge What is the limiting belief ruling you here? Stress! Discard belief if not useful Replace with empowering belief and notice the effect In pairs - consider a similar issue in a customer service situation that can cause you stress ABCDE RE-FRAME INNER GAME p. 54
  78. 78. Change the words. Change the meaning.
  79. 79. Copyright © 2015 by Mobius. All rights reserved. Philosopher’s Walk Sharing Learning
  80. 80. x
  81. 81. START CONTINUE STOP key insightspersonal learning journal p. 58
  82. 82. Practising your key skills at work Complete: (compulsory) ! Actionable Conversations - Check in to 30 Day Commitment ! Stretch Collaboration exercise with partner p.41-46 Review: (recommended) ! Actionable Conversations - Explainer video (4min) ! Commitments and Action Plan - Let HR know if you need training or 1:1 coaching towards specific areas Read: (optional) ! Handbook: wherever your curiosity or interest takes you! Post-workshop opportunity applyingskills
  83. 83. OUR 30DAYSCOMMITMENT WHATDOYOUCOMMIT NOW TO IMPROVEYOURCUSTOMER EXPERIENCESKILLS?
  84. 84. Pre-program consulting & on-going support Facilitation & Coaching (1:1 & teams) Mobile First Micro- Learning Measurable Behaviour Change • Needs analysis • Program design • Program develop • Online pre-course • Ongoing tracking & advice • Motivation alignment • Curate optimal teams • Business application • Democratised strategy • Incubating innovation • Experienced facilitators • In-person & virtual options • Global network • Curated, bite-sized • Anytime, anywhere • Any device • Trackable • Better relationships • Dramatic improvement in workplace effectiveness • Led by your managers • Conversations/ insights • Work issues/projects We augment our face-to-face (F2F) learning workshops with highly engaging technology to ensure the learning ‘sticks’ and is used in the workplace. After all, aren’t we all tired of sending people to training….and nothing changes when they come back to work? How we work 5Echo Trusted Advisers • Post-program • Empowerment • Ongoing advice • Consulting
  85. 85. Questions? 
 Comments? 
 Insights? ysum@5Echo.com www.dryvonnesum.com https://au.linkedin.com/in/dryvonnesum images ourtesy of Headshot Guy

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