Section A:
1. Introduce Program and Agenda 20–25 min.
LEADER’S NOTE: Throughout your introduction, set the tone of urgency for the training program. Refer to your organization’s mission and commitment to customer service. If your department has its own customer service mission, use it. Have copies available for reference or print it on the first page of your handouts. Briefly review the values and behaviors that your organization teaches about customer service; then make the points presented in the following leader’s script.
SCRIPT: It’s one thing for our business to stress the importance of customer service; it’s another for this team—and everyone on it—to excel at customer service. Since customers are the reason why we’re in business in the first place, and why we get a paycheck in the second, we all need to become better every day at meeting and exceeding customer needs.
Today is the start of an enthusiastic commitment on my part and—I’m counting on it—on your part as well to learning how to improve customer service.
It’s no secret that I’ve already begun meeting with team members to create performance improvement plans in the area of customer service. [Optional statement if true: And it’s no secret that we’ve lost some people because they could not—or would not—make the commitment to improve performance.]
Everyone here today has shown the ability, skill, and will needed to become engaged in and committed to delivering great customer service. However, if at any time during today’s program you realize you’d rather not, or can’t, make the improvements we’ll demand of each other, let me know. I need a 100 percent commitment from every one of you. Participation and commitment are conditions for continued employment.
It’s OK if you don’t want to, or can’t, meet these conditions.
That simply means you choose not to remain on this team and we can part as friends. However, let me assure those of you who are ready to participate and commit that I will provide you with tools, support, training, and coaching at every step of the way, day by day. That’s my commitment to you so that we can all succeed in delivering expert service. Any questions so far? [Entertain questions.]
Now I’d like to share some insights into our customer service mission that will drive everything we do and learn today—and beyond today. Please take a look at our “sales message.” [Direct members to location in
participant materials and/or refer them to flip chart.]
LEADER’S NOTE: Read aloud your entire “sales message”; then go back through it, explaining each idea in a way that conveys your passion and commitment.
You want the team to realize this is not just another training day, not just another “fad.” Remember: The message contains the driving principles supporting your customer service mission. When you say, “Customer service is non-negotiable,” the team should know you really mean it.
Now engage members in a discussion, answering their questions and handling any concerns. Tell them that at the program’s end, you’ll help them create ways to keep the customer service principles at the
Fore front of everyone’s mind. At the end of the discussion, return to the script and present today’s agenda.
SCRIPT: On today’s agenda, we have a three-part program. The first part focuses on assessments and commitments. I’ve spent a lot of time thinking about and observing what we do well as a team and as individuals, and what we don’t do so well. Now it will be your turn. We’ll spend a significant amount of time evaluating the team and ourselves as individuals. Then we’ll engage in creating action plans for improvement, setting deadlines, and assigning accountabilities.
Again, I’m looking for 100 percent participation and commitment from each of you.
Part two of our program is a crash course on the fundamental principles and skills of customer service.
Some of you already know these, and some of you actually use them, but all of us can improve in these areas. Over the next few weeks, we’ll be focusing carefully on what we learn today to make sure this training “takes.” It’s one thing to learn something; it’s quite another to translate that learning into action.
And I’m definitely looking for action.
Finally, in the third part of our program, we’ll start a fun project that will keep what we learn and discuss today in view everywhere we look. But more about that later.
LEADER’S NOTE: Set time frames for the day, including breaks, lunch, and wrap-up time. If you’ve chosen the half-day or two-hour formats, adjust the time frames accordingly.
2. Facilitate Team Evaluations 30–40 min.
SCRIPT: The first thing we need to do is take stock of what we’re doing well and where we need to improve as a team. So, before I make the assignment, I’d like to divide you into smaller teams.
LEADER’S NOTE: If you have five or fewer participants, divide them into two groups or have them work as one. With six or more, definitely divide them into groups with a minimum of three and a maximum of
six members.
SCRIPT: Now I need each team to select a facilitator, a timekeeper, and a note-taker. The facilitator will keep you all on track and ensure everyone has a chance to contribute to the discussion. The timekeeper will
keep an eye on the clock. The note-taker will take notes and report the team’s findings to the room at large; the note-taker will also submit any pertinent results to me after the program. Please volunteer for—or delegate—these tasks right now. [Allow teams a minute to make selections.]
LEADER’S NOTE: If possible, provide note-takers with desk- or laptops and projection equipment; if not, flip charts and/or handouts will work fine. Either way, ask note-takers to send you the results electronically after
the program. Keep in mind that you, as manager, are responsible for revising, finalizing, and distributing all customer service materials; thus, creating a streamlined process from the outset will save you time and energy in the long run.
Now ask members to turn to the worksheet Team Evaluation: Customer Service in their handouts or workbooks.
SCRIPT: For your first assignment, you will complete this two-step team evaluation.
In Step 1, you are asked to put your heads together, and I’d like you to do just that. Discuss the four questions that follow. [Read the questions aloud.] Decide on the answers and then record them.
In Step 2, I’ve listed complaints that customers typically have about service people. Do any of these apply to us? Have you heard any customer complaints not listed here? When you have answered these questions, note each complaint that we need to work on. You don’t need to write out the complaint, just note its list number. How frequently do you think the complaint occurs? Why you do think it occurs? What suggestions do you have to eliminate it? Obviously, some of the things you discussed in Step 1 will reappear here, and that’s fine.
Does anyone have any questions about what I’m asking you to do? [Answer questions.] You have 30 minutes for this exercise. Go.
LEADER’S NOTE: Thirty minutes is the recommended time for this exercise, but you can modify it as needed. During the exercise, roam around the room to ensure teams are on track and questions are answered. At the
end of the designated time, call the teams to attention and begin the feedback process.
3. Solicit Feedback, Set Priorities,
Create Action Plans 50–60 min.
LEADER’S NOTE: Because of their interactive nature, the first two parts of this subsection are unscripted.
Your task is to do the following:
• Be present and keep an open mind.
• Listen attentively to what team members discover about themselves.
• Ask questions for clarification.
• Affirm members’ perceptions when appropriate.
• Add your own assessments backed by specific examples.
• Guide the discussion from problems to solutions.
• Help the team identify two or three priorities that would have an immediate impact on their ability to deliver excellent service.
• Assure the team that other problems they’ve identified will be addressed in future meetings.
• Remind note-takers to submit key discussion points to you after the program, preferably in an electronic format.
LEADER’S NOTE: After debriefing the team, engage them in action planning on two or three top priorities (see our handout Priorities for Implementation).
What actions will team members take to solve a problem or to eliminate a complaint? Who will be accountable for the activity? When will the solution be implemented? Who will be responsible for following up the implementation?
Optional Discussion Topic:
The Cash-Register Culture
If this issue is pertinent to your team, introduce the idea of the “cash-register culture” (from Chapter 1) somewhere in this section. Define what it is and lead a discussion based on the following questions:
• What is our cash-register culture?
• Does it stop us from focusing on our customers?
• What can we do to keep our service focus?
2. THE PROGRAM
Remember: Action planning is a thinking skill, and one of your overall program goals is to teach frontliners how to think and create results not only today but also in the future. Begin by uncovering a few issues, training your team how to handle them, and creating simple processes they can apply as new issues arise. (When you have peer leaders in place, you’ll be able to provide more extensive support to reinforce these skills.)
Either have the team work as a large group to create action plans for each priority, or break into small groups with each tackling a different item. For the latter, allow 15 to 20 minutes for groups to devise a plan, write it
on a flip chart, and present it to the entire group.
Whatever your approach, solicit input from everyone to refine the plan and gain commitment. Also ensure everyone receives a copy of every action plan for future reference. This material can be stored in your customer service binder or a common computer file.
4. Facilitate Individual Evaluations 10–15 min.
LEADER’S NOTE: Our worksheet Self-Evaluation:
Customer Service is designed for this section.
SCRIPT: Now that we’ve committed to important actions as a team, let’s wrap up this evaluation section with one final topic: How well are you doing as a contributor to our customer service efforts? Take a look at the self-evaluation on [page in participant materials]. No one but you will see this today, so be honest with yourself.
You and I will discuss your answers privately at our next one-on-one meeting in the coming week [or other time frame], so be sure to bring this page along.
Also, I’m looking for peer leaders to help me implement our customer service initiatives. If you’re interested in the position and/or want to nominate someone else for it, please let me know in your answers to the
evaluation’s last two questions. At lunchtime [or next break or other free time], I will touch base with each of you to collect your recommendations. I want to start identifying, selecting, and training peer leaders
right away. They will help us follow up on our commitments today and assist me in keeping the momentum going. Any questions? [Entertain questions.]
You have 10 minutes to complete this evaluation.
LEADER’S NOTE: Based on the size of your team, determine how many peer leaders you’ll need. A practical ratio, for example, would be one for every seven front-liners. Remember: When recruiting, focus on high-level performers, those who receive nominations from a substantial number of their peers, and those who indicate a willingness to serve in that capacity.
SECTION A—REVIEW
SCRIPT: Before we move on to the second part of our program, let’s do a quick review of what we’ve covered so far.
LEADER’S NOTE: Spend 5 minutes or so summarizing the high points of Section A. For example, repeat your “sales message.” If it fits your style, engage your team in a “mini pep rally,” shouting each key sentence of the
message. Have fun with this and repeat it periodically throughout the program. These key sentences will become part of the “reminders” assignment you give them at the end of the day.
Review the priorities the team has committed to, reinforce your expectations for continued participation, entertain questions, and tie up loose ends. Make this a summary statement as well as the bridge to the next section.
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