Service Matters:
Real People • Real Ideas

Leader’s Guide

Copyright Telephone Doctor®, Inc.

All Rights Reserved

30 Hollenberg Court•St. Louis, MO63044

PHONE:314.291.1012•800.882.9911

FAX:314.291.3710

SERVICE MATTERSLEADER’S GUIDE

CONTENTS

The Goal of the Course and Course Objectives...... 3

Training Outline: Service Matters: Real People • Real Ideas...... 4

Before You Begin: Tips for Trainers...... 5-6

Buy-in Skill Practice...... 7

Question#1 & Skill Practice – What motivates you to excel?...... 8

Question#2 & Skill Practice – What’s in it for you?...... 9

Question#3 & Skill Practice–What advice would you offer a new person?...... 10

Question#4 & Skill Practice–What does taking ownership mean to you?...... 11

Question#5 & Skill Practice–How do you build rapport?...... 12

Question#6 & Skill Practice–How do you handle bad days?...... 13

Question#7 & Skill Practice – How do you handle varying customer styles?...... 14

Question#8 & Skill Practice – Is the customer always right?...... 15

Question#9 & Skill Practice – How do you demonstrate you care?...... 16

Question#10 & Skill Practice – If you were hiring your replacement, which traits would you look for?.17

Question#11 & Skill Practice –Excellent customer service: Natural or learned?...... 18

Before They Go...... 19

Closing Words...... 20

About Telephone Doctor, Inc. Customer Service Training

Telephone Doctor, Inc. is a St. Louis based customer service training company that offers products and techniques designed to improve the service skills of customer contact employees. This program is presented by Nancy Friedman, our founder and president. Through DVDs, web-based courses, books, audio programs and instructor-led workshops, Telephone Doctor, Inc. has helped tens of thousands of organizations increase revenue, improve customer satisfaction ratings and reduce employee turnover. For additional information, please visit .

And now some legal stuff...

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The Goal of the Course: Service Matters: Real People • Real Ideas

In this program, enjoy this relaxed forum where high performing service professionals, aka REAL PEOPLE, discuss REAL IDEAS that affect the foundation for customer service issues and challenges.

The goal of this course is to provide a strong foundation and get a better understanding from successful service providers. In this program you will hear pearls of wisdom from seasoned customer service professions which will enhance your organization.

Introduction of our group:

CindyCall center manager for loyalty and motivational incentives for 5½ years

MartyFinancial services advisor in finance for 15 years

FleryClient services manager in the banking industry for 20 years

RonIT support help desk at an international corporation for 15 years

KathyRegional manager in the automotive industry for 17 years

YuriCall center professional at a high volume call center for 10 years

Objectives:

In support of theabove goal, participants who have successfully completed this course will be exposed to written, verbal, and/or Skill Practice exercises, and the ability to understand these questions:

What motivates you to excel?

What’s in it for you?

What advice would you offer anew person?

What does taking ownership mean to you?

How do you build rapport?

How do you handle bad days?

How do you handle varying customer styles?

Is the customer always right?

How do you demonstrate you care?

If you were hiring your replacement, which traits would you look for?

Excellent customer service: Natural or learned?

Training Outline:Service Matters: Real People • Real Ideas

I.Introduction to the Topic (See “The Goal of the Course” on page 3)(3 min.)

A.State the goal of the course in your opening comments

B.Include the class objectives

II.Getting Acquainted (see “Before You Begin: Tips for Trainers” on pages 5-6)(15 min.)

A.Introduction of trainer

B.Use an icebreaker activity or buy-in activity

III.View Program: Service Matters: Real People • Real Ideas(1 hr. 12 min.)

IV.Application of Questions(45 min.)

A.For each question:

♦ Review and discuss responses provided in the Leader’s Guide

♦ Optional: Use corresponding Skill Practices

V.Wrap Up (see “Before They Go” on page 19) (15 min)

  1. Select method of review
  2. Use a commitment activity
  3. Ask participants to complete evaluation

NOTE:The normal total length of this class is approximately 2 hours and 30 minutes using the questions only. For each Skill Practice activity included in the session, increase the total length of the class by approximately 10 minutes. For example, if using Skill Practices #1, 3 & 5, the total length of the class is approximately 3 hours. Depending on the time available and with some imagination, the training can be as short as only watching the program or extended to a full day session.

Before You Begin: Tips for Trainers

To help participants receive the maximum benefits from this course, here are some tips for success:

Assemble Learning Resources

■Locate DVD program Service Matters: Real People • Real Ideas.

■You’ll need:

A flip chart, or white board and markers, or chalkboard and chalk. Also have paper and writing instruments available for note taking and activities.

Media equipment: TV with DVD player or computer with DVD drive, speakers and screen or wall.

Create a Comfortable Learning Atmosphere

■Choose a comfortable, well-lighted room with no distractions.

■Arrange straight tables in a U-shaped set-up or use round tables. Either way, it is important that each participant be able to make eye contact with other participants.

■Use name tents or name tags for participants.

■Encourage note taking for reinforcement purposes.

■Introduce yourself. Give the participants a brief sketch of your background, your experience and how you relate to the training subject. The more comfortable the participants are with you, the more effective you will be in facilitating their learning.

■Allow the participants to get comfortable with each other. Use self-introductions or icebreaking exercises to get the group relaxed.

1.The participants can use your introduction as a model, which will help them overcome any natural reluctance to talk about themselves.

2.Divide the class into groups of two. Give each pair of participants a few minutes to interview each other. Each one in turn introduces his or her partner to the group. This will speed the process of getting the participants to function as a group.

3.Multiple sources for icebreaker exercises exist. Bring your own or visit your favorite bookstore or local library for ideas.

■Schedule breaks as needed.

Before You Begin: Tips for Trainers (Cont.)

Create a Comfortable Learning Atmosphere (Cont.)

■Acquaint the participants with “housekeeping” items. Advise the participants regarding the important features of the training environment (e.g., location of restrooms and lounge facilities, breaks, etc.).

■Establish clear goals. The specific learning objectives for this class are included in the Leader’s Guide (page 3). Keep in mind that the clearer the participants’ understanding of their objectives, the more likely it is that they will achieve those objectives.

Involve the Participants

■Choose the segments of the program that best meet your needs. Decide the viewing method that works best (start/stop, all inclusive, minus the review segment, etc.).

■Verify participant understanding by asking questions. They should do most of the work. Resist the urge to take over. Facilitate, but don’t dominate. Ask questions, coax answers, encourage give and take.

■Encourage involvement of the participants by beginning questions with phrases such as:

“What did you think about that?”

“Tell me what you just saw.”

“How do you relate to that vignette?”

“That was interesting; what was your take on it?”

“What were your initial impressions?”

“How did that segment make you feel?”

■Reduce participants’ apprehension by positively reinforcing their comments with statements such as:

“That’s interesting; tell me more about what you mean.”

“I hadn’t considered that angle yet.”

“Good point.”

“Okay, thanks for sharing that with us.”

“That’ll be one of the things we need to consider.”

“I really like your insight.”

“That’s sure a unique perspective. Who else has some ideas?”

■Reward participants for their enthusiastic participation. Prizes are always coveted.

NOTE:Telephone Doctor encourages you to create your own Skill Practices for each question to simulate issues specific to your organization.

Buy-in Skill Practice

Let’s get started with a buy-in activity.As a group, using a flip chart or smart board, facilitate a 10-15 minute brainstorming session on the various characteristics of successful service providers.

Expect to hear responses such as:

Team Players, Self Starters, Highly Motivated, Go Getters, Lead By Example, Effective Communicators, Polished Verbal and Non-Verbal Skills, Task Oriented, Follows Organization’s Policies and Procedures, Desire To “Make It Right,” Positive Attitudes and “Grow Where They Are Planted.”

When participants have shared and discussed their responses, it’s now time to launch the Telephone Doctor chaptered DVD Customer Service Training programService Matters: Real People • Real Ideas.

View the introduction and first segment. (Approximately 8½ minutes.)

Stop the program after the “Question: What Motivates You to Excel?” segment and compare your participants brainstorming results.

Question#1:What motivates you to excel?

Recap of responses from the group:

  1. Benefits include promotions, accolades and repeat business
  1. Being competitive gives you an edge, helps you to excel
  1. A sincere desire to want to help people
  1. Doing a great job results in a high job satisfaction
  1. Performing at a high level can lead to promotions
  1. At the end of the day, doing your best means no regrets
  1. Our goal is to develop a loyal customer base
  1. Human nature: a positive service experience makes you feel good
  1. Desire: wanting to provide your customer with a very positive experience
  1. Finding new customers is far more expensive than retaining your existing clients
  1. Build your reputation as a world class service provider

Skill Practice –Question #1: What motivates you to excel?

Ask each participant to write the questions below on paper; allow time to answer and then pass their responses to a co-worker to be read aloud.


Then compare answers and note popular responses.

Question #2: What’s in it for you?

Recap of responses from the group:

  1. You represent your organization’s name and brand to that customer
  1. Great customer service is all about the desire to assist others
  1. Delivering excellent service is a reflection on the way you choose to live your life
  1. Doing a great job can lead to raises and promotions
  1. Helping others resolve problems can be a strong source of personal satisfaction
  1. Delivering excellent service can lead to career growth and endurance
  1. Work to help your department or team be successful
  1. Personal rewards include paychecks and satisfaction of being employed
  1. Also, financial independence, benefits, perks, vacations, rewards and awards

Skill Practice –Question #2: What’s in it for you?

In this team exercise (3-5 participants per team) lead a discussion on “What’s in it for us at this organization?” Select different team leaders to write down responses on paper. Each team will share their answers upon completion of this exercise.

Consider posting this recap in a common area of your office for future reference.

Question#3:What advice would you offer a new person?

Recap of responses from the group:

  1. You’re there to resolve the issue for your customer
  2. Don’t take customer service challenges personally
  3. It’s not what you say, but how you say it that matters most
  4. Demonstrate that you truly care about your customer
  5. You must sell yourself before you sell your service or product
  6. Being successful at assisting customers will make your job easier
  7. Delivering exceptional service is both rewarding and fun
  1. Job satisfaction: you get out of it exactly what you put into it

Skill Practice –Question #3: What advice would you offer a new person?

Have participants share their responses and create a list of the unwritten rules for your organization.

Expect to hear responses like:

Remember to SMILE, customers and co-workers reflect what they get.

Do not leave dirty dishes in the sink – we know who you are.

Be polite to people you pass in the hall.

Make more coffee if you take the last of it.

Please do not share our “problems” with customers.

Consider posting the list and sharing it with new hires.

Question #4: What does taking ownership mean to you?

Recap of responses from the group:

  1. Taking ownership means making a personal commitment to help find a resolution
  2. Ownership means acting and operating as if you owned the business
  3. Your issue is my issue
  4. Follow up means checking back with the customer after the problem has been resolved
  5. Be accountable and operate with the highest level of integrity as if no one is listening
  6. Reliability: the customer is counting on you to help guide them to a resolution
  7. Take the ball and run with it, with the customer
  8. Ownership means being responsible for the success or failure of that particular situation

Skill Practice –Question #4: What does taking ownership mean to you?

When ownership of a situation is truly taken, you’ll be an impressive ambassador for your company!

Let’s have some fun with this skill practice. Ask participants to think about what the opposite of taking ownership means.What would the “Buck Passers” of the world tend to say when challenged with a new situation?

Expect to hear responses such as:

What do you want me to do?

I told her to follow-up.

I thought someone else would takeover.

My job description doesn’t entail that.

That’s not my job.

That’s news to me.

Go ask someone else.

And I should care because???

Remember: You Are The Company! Customers come to you for resolutions!

Question #5: How do you build rapport?

Recap of responses from the group:

  1. Rapport building means establishing a strong connection with that customer that isn’t necessarily business related
  2. Be aware of areas of common interest with your customer
  3. When possible,keep notes concerning your customer
  4. Be aware of Rapport Building Opportunities in client profiles and notes
  5. Clients will appreciate your efforts to build rapport
  6. Rapport Building can lead to more loyal customers
  7. Listening skills are a key part to building rapport
  8. Work to build your customers confidence level
  9. First few seconds are critical in rapport building
  10. Enthusiasm plays a big role in delivering excellent service
  11. Genuine enthusiasm will help you come across as sincere and caring
  12. Customers contact us to get help or get a matter resolved
  13. Improve service by being aware of different customer personality types
  14. Vary your approach to best suit that customer’s needs

Skill Practice – Question #5: How do you build rapport?

Rapport can be defined as a close relationship or harmony between you and your customer. Just as we use social skills to make personal friendships, we use rapportbuilding skills to make business friendships.

Let’s improve our communication skills and practice by building rapport. If your customer made one of the comments below, how could you turn that into a rapport building opportunity?

I’m new to this company or position.

Tuesday’s my anniversary.

We’ll be on vacation that week.

I just transferred here from Texas.

My son has a game this afternoon.

We’re building a new facility.

Question #6: How do you handle bad days?

Recap of responses from the group:

  1. It’s not the customer’s concern if you’re having a bad day
  2. Treat conversations as if it’s the only time that client interacts with your
    organization
  3. Use humor to combat negative emotions
  4. Try to never let a customer know you’re having a bad day
  5. Keep a visual reminder handy to help you mentally counter challenging situations
  6. Visual reminders can include photos of family, vacation spots or something you aspire for
  7. Viewing past awards and accolades will remind you of your excellent performance level
  8. When you walk into the office, leave negative emotions at the door
  9. Compartmentalize personal challenges to keep them from affecting work performance
  10. For high performing service professionals, bad days are simply not allowed
  11. Delivering great service is similar to being on stage
  12. Deliver an excellent performance each and every time you interact with a customer
  13. Excellent customer service should be delivered consistently throughout your day
  14. Your last interaction of the day could be the customer’s first interaction with your company

Skill Practice – Question #6: How do you handle bad days?