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Business Performance Specialists |
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Services Seta accreditation number (0627)
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Customer Relationship Management - or is it? (Part 3) by Mark Deavall |
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There is a saying that we employ people for their technical abilities, and then they resign (or we fire them) because of their behavioural inadequacies. How true! Seldom will someone leave a company because they couldn’t do the job. People leave a company because of the environment or the personalities involved. In other words they couldn’t “fit”. Oh, they could perform all the functions needed, but they were unhappy anyway! A problem that I am sure every manager has had to face. The best way to not run into this problem is to stack the odds in favour of success right in the recruiting phase. Now that would seem a bit obvious because managers are generally very diligent in checking out the CV of a prospective employee, and phoning all the references given. But how many of us look for perpetual optimism, a can-do attitude, a genuine caring for team-mates, a sense of ownership and responsibility, a desire to learn new things and grab more responsibility, an ability to adapt to change, a burning desire to see people grow? These are just some of the behavioural traits that stack the odds in favour of a person being successful. But by far the most important trait is the ability to make people feel important and valued. When people feel important and valued, they have an instinctive desire to give of their best. They WANT to go the extra mile. They want to perform, and the natural result is that your company’s customer service benefits! It shows! This is not rocket science. But it is all that works. You can be a remote manager as much as you like. You can issue policies and edicts. You can give instructions and discipline people. Until you start making employees feel important and valued, and then start employing managers that have the qualities mentioned, your company’s customer service will suffer. It is only when you have addressed these issues that you can start to look at a customer service strategy.
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