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Mary highlights typical areas where streamlining could help. She explains how to apply lean concepts. Defining your value stream is the first step, and then breaking that down to find out where resources and work are adding value for the customer. She shares five ways to do this.
Is there such a thing as too much customer service? The more I ponder this question, the more I believe this to be true. Sometimes organizations may go “over the top” to please the customer, but in doing so, they create the opposite effect. Here’s an example.
I usually shop for groceries at Thriftys because the store is clean, selection is good, it’s in my neighbourhood, and it’s not an overwhelming big-box-store. In the “old days” before Thriftys was purchased by Sobey’s, getting through the check-out line was no hassle and usually pleasant. What I’ve noticed since Sobey’s took over, though, is that cashiers are now asking more questions and it’s always the same questions. And when that first question comes out, “Did you find everything you were looking for?” I cannot but picture a robot. It’s always the same opener. On top of that, there are what I consider to be really stupid questions. Why does the cashier ask me how I want my groceries packed and whether they should pack the bulky items and whether a full grocery bag is too heavy? Isn’t that their job to know how to pack groceries and to know that bulky items that don’t fit in bags don’t go in bags and if they’re asking me if the grocery bag is too heavy, it’s obviously too heavy? And, yes, I do want the meat wrapped in plastic and the cleaning supplies should be packed separate from food. Why would they ask me if it’s okay to not do this?
While I understand that Sobeys wants to ensure that their customers are ‘greeted’ and ‘treated’ with respect at check-out, too much really is too much. The cashier’s brief robotic conversation with me doesn’t deter from the cashier’s efficiency, but it does nothing to make me feel welcome or special. In some sense, I am left feeling annoyed that I have to answer the same questions every time I go through one of the tills.
Sobey’s, if you’re reading this, listen up: To improve customer service, let your cashiers determine whether conversation is necessary and what the conversation should be. I don’t need to hear the same mundane robotic quizzing each time I go through one of your tills. Drop the drill. Your customers will thank you for it. And don’t forget that the customer is always right – just remind yourself how you would like to be treated when you go through one of your own tills. Did you find everything you were looking for? Or would another line of questioning (if one is needed at all) be more natural?
Sometimes “less” really is “more” when it comes to customer relationships. Talk less, do more, and we all win.
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Mary breaks down the harsh reality of time-wasting that happens daily in regards to email and shares solutions to help you manage it more efficiently and effectively.
The OHIO method (“Only Handle It Once”) has tremendous application in Lean processes. OHIO is also used effectively in the management of organizational records resources. Mary shares effective ways to apply the OHIO method to records.
When we focus on business improvement, the easy part is fixing holes in systems and processes to gain quality and efficiency. But the key to making those fixes stick is the people. Enter: positive psychology.
Positive psychology is a psychological theory that looks at the positive side of human behaviour. Where psychopathology categorizes undesirable behaviour, positive psychology builds on character strengths to help optimize organizational productivity. Positive psychology is especially well suited for use within culturally diverse workforces. Here’s how it works in an organizational setting.
Using positive psychology to include workers in solving organizational problems can help leaders solve vital productivity issues, improve the organization’s existing skills, and ultimately improve the organization’s bottom line over time. In addition, leaders will realize a happier workforce as a result. And who doesn’t want a happy work environment?
Ever try to get someone to volunteer to help you out with a project? Or what about getting employees to work collaboratively on a new organization-wide project? Were you successful in recruiting your volunteers or employees? If you were, then you most likely tuned into their ”WII-FM” (“what’s in it for me”) station.
I find that people (and organizations) sometimes take for granted that others will simply jump onboard to assist with a cause or a project just because they are asked to do so. If this were the case, it would certainly make it easier for those of us who ask, but you probably know how difficult this can be. In order to recruit individuals (paid or unpaid) for anything, it is always easier if you know their WII-FM.
To give you an example, I recently worked on a project with a team of intelligent managers who were assigned to the project by their employer. Initially, the team was excited to be there, but trepidation soon set in. What they thought they were getting by participating in the project was not what they expected. For one, more work and responsibility was added to their already overburdened schedules and they were being told that they would be taking on a role after the project for which most of them felt unqualified and ultimately afraid of failure So as the project progressed, the team members turned over frequently. Why? Because the original team’s needs were not met – not by a long shot! Their bosses were out of touch with their WII-FM needs.
As a leader in your organization, you know that in order to recruit employees (and volunteers) for projects or events, you need to inspire them and build cohesion among them such that they will want to be on your team. You need to sell the experience, not the product (after all, how exciting is it to work on a records management program? really?). It’s the experience of working together with a dynamic group of individuals and being given the power to make decisions about the organization’s future that will inspire your employees. That’s what you need to sell! No one will jump at the chance to work on the “records management program,” but most will jump at an opportunity to be involved in decision-making.
One of the best ways that I know how to tune into employees’ WII-FM is for leaders to treat their employees as their peers. When you treat your employees as your peers, using empathy to recognize and understand their point of view, you will inspire your employees to produce great outcomes for your organization. It’s leaders and employees working shoulder-to-shoulder that make the organization efficient, productive and profitable. If you’re not shoulder-to-shoulder, it’s time to get up from behind the executive desk and walk the shop floor. That’s the best way to hear your employees’ WII-FM station.
Here’s a true story. It happened via e-mail (e-mail contents modified to protect the innocent).
Consultant: Hello, Simon, As you may be aware, I am the consultant working on developing your company’s Information Security Policy. I was given your name by John Smith who said that you would be able to answer my questions in relation to your company’s strategy as it pertains to information security. I am available almost anytime next week except not between 9 and noon on Monday and not on Wednesday. I need one hour of your time, please. Thank you in advance for your consideration.
Client: Sure I can meet with you, but what is this about? I don’t know if I would be the best person to talk to about this. Would you be able to meet with someone else?
Consultant: If you feel that I should be speaking with someone else, then I can certainly do that. Who should I contact?
Client: It turns out that you do need to talk to me. I thought this was about some other topic.
Consultant: When would you be able to meet with me, please? As I mentioned, my schedule is fairly flexible for next week except I am not available between 9 and noon on Monday and not on Wednesday.
Client: How about at 10:00am on Monday?
Consultant: Unfortunately, as I indicated in my original email, I am not available on Monday at the time specified. Would the afternoon work for you? Say at 1:00pm?
Client: Oh, okay. I missed that. Sure Monday at 1:00pm works for me.
Consultant: Thank you. I’ll send a meeting invite, shortly, so that we’ve both got a placeholder in our calendars. See you on Monday.
Communication such as the above happens all too frequently. It causes not only delay in action, but frustration and even anger at the target. And in the above case, it took four e-mail transactions to have the original question answered and because the consultant and client have not yet met, when they finally do meet, the consultant may already have formed a preconceived image of a client who is very inefficient. This is not a good way to start a meeting.
So what do your communications say about you?
Here are nine ways to ensure you engage in effective communication and maintain a professional image at all times.