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OUTDOOR CYCLE CONCEPTS CUSTOMER SERVICE EXCELLENCE SELF AWARENESS EMOTIONAL INTELLIGENCE 44 0 1242 323 470 info linac co uk linaclearning co uk
Welcome Did you know Welcome to the Self awareness Emotional Intelligence Workshop Customer psychology and behaviour has changed We now live in a world where customers are adept at researching and defining their own solution They can buy pretty much anything they desire at a click of a button Instantaneous feedback and review data can kill or ignite business growth and reputation Customers purchase more often but buy less each time and brand and retailer loyalty has diminished You cannot afford to get it wrong The main point of difference is the interaction the customer has with you Service excellence centres around your ability to build and maintain long lasting relationships To achieve this requires you to create a memorable experience that delivers on brand promise and secures customer trust Customers who had the best past experiences spend 140 more compared to those who had the poorest past experience Harvard Business Review Buying is an emotional process Developing strong self awareness and emotional intelligence will allow you to flex to the customers preferences and emotions and deliver a tailored customer centric experience In turn this will allow you to establish improved and faster rapport and empathy and deliver a series of positive long lasting impressions that is more likely to lead to repeat business Recognise what customers really want from us Learn to choose the right attitude and emotional state for customer service Identify ways that we can get ourselves prepared and ready for customer calls Learn to apply our knowledge of Social Styles to understand individual customer preferences and adjust our emotional response communication and behaviour Learn the importance of building rapport and demonstrating empathy Learn how to handle different customer types what to do and what to say Develop ways to influence the customer during calls Linac Learning 2021
It takes months to find a customer seconds to lose one Vince Lombardi
Session 1 What customers really want Session 2 Getting ready for customer service Session 3 Social styles and customer characteristics Session 4 Developing customer empathy Session 5 Controlling and managing conversations Session 6 Influencing strategies on the phone Session 7 Ending different types of calls Session 8 Supporting each other
Social Styles and Customer Characteristics Cautious Precise Formal Questioning Caring Patient Relaxed Sharing Competitive Demanding Strong willed Determined Sociable Dynamic Enthusiastic Persuasive ON A GOOD DAY Indecisive Suspicious Cold Reserved Docile Bland Stubborn Reliant AMIABLE Linac Learning 2021 Excitable Frantic Indiscreet Hasty ON A BAD DAY Colour Energies ANALYSER Aggressive Controlling Driving Overbearing DRIVER EXPRESSIVE
Colour Energies Explained Viewing human interaction began in 1924 with Carl Jung s research on psychological types The four main types are ANALYSER Organised structured accurate research orientated DRIVER Goal orientated active concerned with results AMIABLE Emotional spontaneous introspective EXPRESSIVE Imaginative impulsive stimulating Acceptance Acceptance of the behavioural styles concept hinges on the acknowledgement that human beings are not totally unpredictable In fact based upon repetition of the same kinds of activities and situations people develop habitual ways of dealing with their environment When we are children we choose random behaviours to satisfy our needs Those behaviours that worked become habitual reinforcements Hence people are somewhat predictable because they behave habitually When people act and react in social situations they exhibit observable behaviours that help them to define their social or behavioural styles These behavioural styles can be identified according to two primary characteristics assertiveness and responsiveness Behaviour indicative of these characteristics is readily recognisable within the context of other s verbal vocal and visual behaviours Linac Learning 2021
Each quadrant represents unique combinations of responsiveness and assertiveness levels resulting in unique ways of behaving Be content with your style Keep in mind that if others perceive your actions as appropriate and comfortable for them they will probably use the positive adjectives in describing you and the chances are that you will be able to influence them If your behaviour causes tension for others it is more than likely that they will use the negative adjectives to describe you Each behavioural style has its own pace in terms of how fast things are done If you want to influence these individuals it is important to know where they are coming from and what they need from you REMEMBER Each and every colour has the potential to become a great leader What is more important is that a leader be able to adapt to colours of other people For example lets look at following famous people and their associated colours ELON MUSK ANALYSER PRECISE INTROVERT DONALD TRUMP DRIVER ASSERTIVE DIRECT NELSON MANDELA AMIABLE CARING CALM THE DUCHESS OF CAMBRIDGE EXPRESSIVE SOCIAL OUTGOING Linac Learning 2021
STYLE STRENGTHS WEAKNESSES ANALYSER STRENGTHS WEAKNESSES Logical Cold Distant Thorough Nit picking Serious Slow Systematic Unresponsive Critical Stubborn Precise Unemotional Prudent Exacting Deliberate Inflexible Conscientious Unco operative DRIVER STRENGTHS WEAKNESSES Independent Hard Candid Dominating Decisive Insensitive Pragmatic Autocratic Determined Over demanding Efficient Unresponsive Objective Inflexible Achieving Uncompromising Forceful Pressuring Linac Learning 2021
STYLE STRENGTHS WEAKNESSES EXPRESSIVE STRENGTHS WEAKNESSES Co operative Compliant Loyal Soft hearted Supportive Retiring Diplomatic Permissive Patient Unsure Easy Going Dependent Respectful Over sensitive Listens Slow Friendly Weak Approachable Indecisive AMIABLE STRENGTHS WEAKNESSES Imaginative Undisciplined Enthusiastic Unrealistic Outgoing Impatient Excitable Manipulative Persuasive Status conscious Spontaneous Pushy Friendly Lacks follow through Creative Forgetful Motivating Shows off Humorous Linac Learning 2021
Adapting Your Approach Analyser Do Don t Prepare your case in advance Be disorganised or messy Approach them in a straightforward direct way stick to business Be giddy casual informal loud Support their principles use a thoughtful approach build your credibility by listing pros and cons to any suggestions Rush the decision making process Make an organised contribution to their efforts present specifics and do what you say you can do Take your time but be persistent Draw up a scheduled approach to implementing action with step by step timetable assure them that there won t be surprises Be vague about what is expected of either of you don t fail to follow through Dilly dally Let disagreements reflect on them personally Leave things to chance or luck Provide special personal incentives If you agree follow through If you disagree make an organised presentation of your position Provide solid tangible practical evidence Minimise risk by providing guarantees over a period of time When appropriate give them time to be thorough Linac Learning 2021 Threaten sweet talk coax whimper Use testimonies of others or unreliable sources don t be haphazard Use someone s opinion as evidence Push too hard or be unrealistic with deadlines
Adapting Your Approach Driver Do Don t Be clear specific and to the point Ramble on or waste their time Stick to business Try to build personal relationships Come prepared with all requirements objectives support material in a well organised package Forget or lose things don t be disorganised or messy don t confuse or distract their mind from business Present the facts logically plan your presentation efficiently Leave loopholes or cloudy issues Ask specific preferably what questions Come with a ready made decision and don t make it for them Provide alternatives and choices for making their own decisions Let disagreements reflect on them personally Provide facts and figures about probability of success or effectiveness of options If you agree don t reinforce with I m with you If you disagree take issue with facts not the person Try to convince by personal means If you agree support results not the person Motivate and persuade by referring to objectives and results Support and maintain commitment After talking business depart graciously Linac Learning 2021 Direct or order Waste their time by reviewing what you have done once you have finished
Adapting Your Approach Expressive Do Don t Plan interaction that supports Legislate or muffle Leave time for relating socialising Be cold or tight lipped Talk about people and their goals opinions they find stimulating Drive on to facts and figures alternatives abstractions Ask for their opinions ideas regarding people Leave decisions hanging in the air Provide ideas for implementing action Waste time trying to be impersonal judgemental task orientated Use enough time to be stimulating fun loving fast moving Provide testimonials from people they see as important prominent Offer special immediate and extra incentives for their willingness to take risks Provide solid tangible practical evidence Minimise risk by providing guarantees over a period of time Dream with them too much or you ll lose time Kid around too much or stick to the agenda too much Talk down to them Be rigid Use someone s opinion as evidence Push too hard or be unrealistic with deadlines Deal with details put them in writing pin them to models of action Linac Learning 2021
Adapting Your Approach Amiable Do Don t Start however briefly with a personal comment Break the ice Rush headlong into business or the agenda Show sincere interest in them as people find areas of common involvement be candid and open Stick coldly or harshly to business on the other hand don t lose sight of goals by being too personal Patiently draw out personal goals and work with them to help achieve these goals listen be responsive Force them to respond quickly to your objectives don t say Here s how I see it Present your case softly nonthreateningly Ask how questions to draw their opinions Watch carefully for possible areas of early disagreement or dissatisfaction Be domineering or demanding don t threaten with position power Debate about facts and figures Manipulate or bully them into agreeing because they probably won t fight back If you disagree look for hurt feelings personal reasons Be abrupt and rapid Be casual and informal Be vague don t offer options and probabilities Define clearly preferably in writing individual contributions Offer assurances and guarantees you can t fulfil Provide guarantees that their decision will minimise risks give assurances that provide them with benefits Linac Learning 2021 Patronise or demean them by using subtlety or bullying tactics Keep deciding for them or they ll lose initiative don t leave them without backup support
Social Styles and Customers Knowing social styles allows us to view our customers and callers in a different light Once we become more self aware of our own social style and how we speak think and behave AND how we are seen by others we can start to understand and develop it further The next stage is to be aware of our customers natural social styles Picking up on their words style and personality allows us to start to view them differently We may initially recognise that they might be the same or indeed different to my preferred social style and that I perhaps need to flex my approach and communication accordingly It s all about listening to what is said not said and how it is said in tone pitch and pace the words and personality behind all of this This will help you identify what style or mix of styles the customer might be then how and where to flex your style accordingly to meet their needs On the whole people like people who are like them so by adopting the style they are comfortable with there is more likely to be increased synergy understanding and achieving desired outcomes It also means that any potential tension and friction in the conversation might be lessened because the customer is speaking to someone they perceive as like minded person The table on the next page identifies simple approaches the call handler can look to use for each of the styles Linac Learning 2021
Call Handler Approaches for Each Style SOCIAL STYLE TYPICAL CALL HANDLER APPROACHES FOR EACH STYLE Analyser Clear concise and direct language and approach More detailed information Constant and level pitch and tone Practical examples Stick to their agenda its important Be patient as they think about things Use or send diagrams or specs with them Deeper knowledge Qualitative and quantitative Let me take you through the process this step by step Be ready for questions Get it right first time Follow up if agreed Driver Shorter sharper and direct language and style Precise questions Stick to your core message don t add or deviate focus on discussion Demonstrate confidence and assertiveness Don t look to develop relationship What do you need from this conversation What exactly is the issue I won t keep you long Let s get this sorted for you now Facts and evidence to enable quicker decisions Give time to share situation Upbeat in style and language Higher pace pitch and volume Describe what will happen and what s going to happen May respond to more banter more light hearted approach Provide variety of options Feedback from other customers Provide evidence and examples What we have found is Remind them you are here if they need you again Open questions Feeling type language Build relationship Softer tone and pitch Personal engagement and style Reflect words to show listening Be sincere be present How can I help you What I will do for you Summarise discussion and get agreement check in with them Mindful of impact if negative resolution Empathise Share own experiences Expressive Amiable Linac Learning 2021
Stepping Out of Our Bubble The bubble analogy refers to the fact that we are conditioned from an early age to build a picture of the world based upon our own values beliefs and experiences We view the world our friends colleagues and customers through our bubble Often we even will look for evidence to support our created views of the world confirmation bias The bubble doesn t present a complete picture of the world or other people and often we can think other people are wrong because they don t conform to our views experiences and pictures we have created for ourselves If we just view the world through our bubble it stops us from knowing and understanding other people their views and experiences It stops us from knowing and relating to our customers Empathy is simply about temporarily suspending my view of the world and step into the other person s world Neuroscientists have discovered that humans are wired to experience empathy through multiple systems of mirror neurons in our brains These mirror neurons reflect back actions that we observe in others causing us to mimic that action in our own brains When we observe someone in pain or when we are with someone happy we experience that to a certain extent These mirror neurons are the primary physiological basis of empathy They create a neural Wi Fi that connects us to the feelings of people around us Linac Learning 2021
Research by the Harvard Business Review in 2006 suggested that the top 10 empathetic organisations increased their financial value more than twice that of the bottom 100 companies generating more than 50 more earnings HBR Dec 01 2016 This is how powerful the skills of empathy can be The more we understand of our customers their thoughts feelings and motivations the more we are able to know what it is like being in their situation in relation to their current interactions with us If I do this I am more likely to be able to influence the customer and have a successful outcome Customer Service Standards encourage us to listen to and understand our customers By doing this it is creating a pathway for demonstrating empathy A simple approach in helping to collect information to get a better understanding of the customer and their situation SAYS C U S T O M E R Linac Learning THINKS What is the customer telling me What are they not saying How are they saying it What are their pain points What can I pick up about what they are thinking about the situation What have they expressed which shows their thinking DOES What have they done so far here What have they not done How has what they ve done made them think and feel FEELS How are they feeling about this situation What are they experiencing What emotions am I picking up or hearing How might I feel if I were in their situation 2021
Risks of Not Empathising Whilst you won t be measured on your ability to demonstrate empathy you will be measured on the fall out if you don t empathise effectively If we don t empathise we run the risk of Not understanding our customer and their needs The unheard customer may feel alienated and go elsewhere Customers thinking that you and Stihl don t care about them and just looking to meet own needs resulting in poor customer feedback Reducing the likelihood of being able to positively influence your customers and not making a sale Being seen as cold or unfeeling and just going through the motions with the customer which may then be shared on online review forums Not being able to build relationship with the customer so seen as a representation of the company s approach so a poor perception shared with other potential customers Developing empathy with your customers It takes time to become competent at demonstrating and using empathy but deliberate effort around the below points can start to make it part of your natural approach Treat each customer call separately each customer call and their needs are different You may have had the same conversation 20 times but this might be the first time for this particular customer make it feel like your first too Sometimes it s not about fixing or solving it s just about listening Be human and personal showing warmth and engagement in your style and language If appropriate use people s names when referring to them Following scripts REDUCES customer empathy Be genuinely curious and interested in your customer This will influence your mindset and attitude too Ask open questions to find out information of an about your caller Reflect back key words which they use to show you are listening If emotions are expressed acknowledge these and build on them Linac Learning 2021
Approach each call with an open mind without judgement and assumption a clean sheet Asking questions will reduce the likelihood of this happening Be present in the call don t try and multi task they will pick up on this Summarise your understanding of what has been said by the customer Be silent sometimes it s good to let people speak and listen Express your perspective That must be very frustrating I am sorry to hear you have had that experience It s good to hear you are happy with what we have discussed Even if you have no experience of their situation IMAGINE what it might feel like for them and use that in your language too Customer calls where there is an opportunity for me to show and practice empathy Linac Learning 2021 What approach to empathy might be good to use in these situations
Background to Emotional Intelligence Emotional Intelligence EI rose to prominence with Daniel Goleman s 1995 Book called Emotional Intelligence The early Emotional Intelligence theory was originally developed during the 1970s and 80s by the work and writings of psychologists Howard Gardner Harvard Peter Salovey Yale and John Jack Mayer New Hampshire Emotional intelligence is increasingly relevant to organisational development and developing people because the emotional intelligence principles provide a new way to understand and assess people s behaviours management styles attitudes interpersonal skills and potential Emotional intelligence is an important consideration in human resources planning job profiling recruitment interviewing and selection management development customer relations and service and more The emotional intelligence concept argues that IQ Intelligence Quotient or conventional intelligence is too narrow that there are wider areas of emotional intelligence that dictate and enable how successful we are Success requires more than IQ which has tended to be the traditional measure of intelligence ignoring essential behavioural and character elements We ve all met people who are academically brilliant and yet who we perceive to be socially and inter personally unskilled We also know that despite possessing a high IQ rating success does not automatically follow Daniel Goleman Linac Learning 2021
Emotional Intelligence in Customer Services Emotional Intelligence embraces and draws from numerous other branches of behavioural emotional and communications theories such as NLP Neuro Linguistic Programming transactional analysis and empathy By developing our emotional intelligence in these areas and the five emotional intelligence domains we can become more productive and successful at what we do and help others to be more productive and successful too The process and outcomes of emotional intelligence development also contain many elements known to reduce stress for individuals and organisations by decreasing conflict improving relationships and understanding and increasing stability continuity and harmony Daniel Goleman model identifies five domains of emotional intelligence SelfAwareness Emotional Intelligence Empathy Self Regulation Motivation Linac Learning 2021 Social Skills
If you re self aware you always know how you feel and you know how your emotions and your actions can affect the people around you Being self aware when you re also means having a clear picture of your strengths and weaknesses and it means behaving with humility Those who regulate themselves effectively rarely verbally attack others make rushed or emotional decisions stereotype people or compromise their values Self regulation is all about staying in control This element of emotional intelligence according to Goleman also covers a leader s flexibility and commitment to personal accountability Self motivated individuals work consistently toward their goals and they have extremely high standards for the quality of their work Those with empathy have the ability to put themselves in someone else s situation They help develop other challenge others who are acting unfairly give constructive feedback and listen to those who need it Those who do well in the social skills element of emotional intelligence are great communicators They re just as open to hearing bad news as good news and they re experts at getting their team to support them and be excited about a new mission or project Linac Learning 2021
Linac Emotional Intelligence Self Assessment Refer to your completed Linac Emotional Intelligence Self Assessment The questionnaire is designed to hone in on specific areas of strength and weakness so the outputs should enable you to start thinking about a set of more focused actions to improve your emotional intelligence In your pairs groups discuss the following What scores highly for you on the questionnaire What scores lowest In what situations do these scores work for you When are they over under used What are the consequences What actions can you take Linac Learning 2021
Some people with high emotional intelligence harness the wisdom of emotions better than others Emotionally intelligent individuals are easy to spot because they tend to Successfully manage difficult situations Express themselves clearly Gain respect from others Influence other people Entice other people to help them out Keep cool under pressure Recognise their emotional reactions to people or situations Know how to say the right thing to get the right result Manage themselves effectively when negotiating Manage other people effectively when negotiating Motivate themselves to get things done Know how to be positive even during difficult situations Linac Learning 2021
My Shadow Do you know how you are perceived by others Everything you do is seen and everything you say is heard which sends a message to others around you What messages are you sending and how are these perceived Ask yourself the question do I consciously manage the messages I send or do they just happen Everything you say and do casts a shadow which is seen by others and this is referred to as your Shadow this is the shadow you cast every day You cannot not cast a shadow and How I frame issues Context setting What I repeat emphasize What I Say Congruence Rewards Recognition Accountability Linac Learning 2021 My Shadow Congruence What I Measure Congruence meaning is made from what you don t do as well as what you do do Behaviours Symbols Relationships How I Act Congruence What I Prioritise Disciplines Routines Who I interact with My standing meetings
The Johari Window model is a self awareness model Those who seek to set a role model example must first understand themselves Only by knowing yourself can you hope to know and understand NOT KNOWN TO OTHERS KNOWN TO OTHERS others and communicate effectively Linac Learning 2021 KNOWN TO SELF NOT KNOWN TO SELF OPEN AREA OR ARENA BLIND SPOT HIDDEN AREA OR FACADE UNKNOWN
Blind Spots In pairs discuss and make note of the following Think about a time in your professional career that was challenging and could have been handled differently what would you do differently Identify 1 area you would like to consciously move into open space Pick 3 people you would like to get feedback from on this particular matter Linac Learning 2021
Secrets of the Hidden Region Disclosure and Feedback Johari hidden region is what is known to ourselves but kept hidden from and therefore unknown to others This hidden or avoided self represents information feelings etc anything that a person knows about themselves but which is not revealed or is kept hidden from others The hidden area could also include sensitivities fears hidden agendas manipulative intentions and secrets anything that a person knows but does not reveal for whatever reason It s natural for very personal and private information and feelings to remain hidden indeed certain information feelings and experiences have no bearing on work and so can and should remain hidden However typically a lot of hidden information is not very personal it is work or performance related and so is better positioned in the open area Relevant hidden information and feelings etc should be moved into the open area through the process of disclosure The aim should be to disclose and expose relevant information and feelings hence the Johari Window terminology self disclosure and exposure process thereby increasing the open area By telling others how we feel and other information about ourselves we reduce the hidden area and increase the open area which enables better understanding cooperation trust team working effectiveness and productivity Reducing hidden areas also reduces the potential for confusion misunderstanding poor communication etc which all distract from and undermine team effectiveness Organisational culture and working atmosphere have a major influence on group members preparedness to disclose their hidden selves Most people fear judgement or vulnerability and therefore hold back hidden information and feelings etc that if moved into the open area i e known by the group as well would enhance mutual understanding and thereby improve group awareness enabling better individual performance and group effectiveness Linac Learning 2021
SMART Commitments When developing and agreeing on your commitments remind yourself of the SMART acronym and model and wherever possible follow this process for documenting your commitments Here s a reminder of the SMART model S SPECIFIC State exactly what you want to accomplish Who What Where Why M MEASURABLE How will you demonstrate and evaluate the extent to which the goal has been met A ACHIEVABLE Stretch and challenging goal within ability to achieve outcome What is the action oriented verb R RELEVANT How does the goal tie into your key responsibilities How is it aligned to objectives T TIME BOUND Set 1 or more target dates by when to guide your goal to successful and timely completion include deadline dates and frequency Linac Learning 2021
Your Commitments Commitment 1 Stop Start Continue Commitment 2 Stop Start Continue Commitment 3 Stop Linac Learning Start 2021 Continue