Keep your customers happy

“Companies that are struggling to survive the credit crunch should embrace the service culture to ensure their customers stay loyal,” says Stephanie Edwards, author of “The Best Practice Guides for Customer Service Professionals & Customer Service Managers” and Director of Customer 1st International UK

Customer service is hot news. In addition to well-established consumer organisations such as Which?, there are now a myriad of online opportunities and offline mediums which allow consumers to give their opinions on good and poor customer service. These range from social networks such as Twitter and Facebook, to direct communication with national newspapers and TV stations and even websites set up specifically to allow customers to tell of their good and bad customer service experiences.
Customer satisfaction in the UK is at 74% UK Customer Satisfaction Index 2009(published by the Institute of Customer Service) shows that many customers' needs are still not being met. We may mull over customer satisfaction indices, listen to tales of horrendous service, or just rely on our own experiences of the wide-ranging levels of service that exist. But things just don’t seem to get significantly better for customers. And that is in spite of the rising mountain of evidence showing that the customer experience is the prime determinant of business success, and that customers’ expectations are not only increasing, but that those expectations are actually turning into demands.

In the current economic climate customer service is a key differentiator between those companies gaining and retaining customers and those who don’t and become unprofitable or even go out of business. Both poor and outstanding service have a strong emotional impact upon us, creating intense feelings about organisations. Many businesses find service excellence elusive, hard to grasp and difficult to deliver. But companies must face up to how service - good or bad - impacts dramatically on their reputation and business success. Everyone in business has a customer, and it is time to look after them!

Create a Customer Service Culture
The challenge for many businesses is inconsistent customer service delivery which can create real challenges in maintaining a reputation for service excellence. Customer expectations are rising daily and complainants can do irretrievable damage to organisations. Organisations must not be complacent, but instead develop a customer-focused culture and can-do attitude, keeping the customer at the heart of their business, offering a seamless but effective service. Feedback is essential from both your teams and your customers before implementing any major changes in the way you deliver service to your customers.

Typical causes of customer defection:

• Lack of personal contact – commitment, trust, confidentiality
• Broken promises, always letting customers down
• Corporate arrogance, a failure to listen to internal/external customers – a failure to listen to their own staff who recognise where things are going wrong but senior managers do not listen to them
• Failure to handle complaints successfully

Develop Customer Service Standards
World class leaders develop customer service standards for both internal and external customers, promoting the “Promises to Customers”. These standards inform customers what to expect from your organisation and it is vital that you identify what is important to customers. The Institute of Customer Service (UK) commissioned a research project led by Professor Robert Johnston of Warwick Business School, and he discovered the gold nuggets that can keep customers happy:

• Deliver the promise.. Do what you say you will do.
• Keep transactions personal.. People are individuals, so treat them how you would like to be treated.
• Go the extra mile.. Give your customers something extra to keep them loyal.
• Handle complaints professionally.. This is paramount, because research tells us that 91% of complainants will stay loyal to an organisation if their complaint is handled professionally. They will also become your most loyal ambassadors and tell others about your brilliant service recovery.

Increased levels of service effectiveness results in staff and customer retention; loyal customers spend more and become ambassadors for the organisation, enabling a company to devote fewer resources to the search for new customers. Organisations that embrace service excellence will weather the storm, there IS no other way to survive.

Companies must remember that their customers decide whether they survive or die.

Customer 1st International’s Best Practice Guide for Customer Service Managers is available in hard copy, as an e-book, e-workbook and accredited tutor-led online award.

Telling Stories

I am a story teller! You may notice from my blog posts, articles or – if you know me personally – most certainly from my songs and my creative writing. I write about events and people (you can hear a snippet of my song about the infamous witch finder Matthew Hopkins on theMP3 page of www.shavethemonkey.co.uk/) , many of my articles feature on this blog and my story telling style comes through very strongly on my personal blog.

So why am I telling stories on The Complete Trainer? Because there is not a single training experience I have yet been on that does not, to some extent, rely on storytelling. No matter what slides or materials are presented, the trainer or facilitator can usually bring an example to life by adding a story of their own. Sometimes it’s a ‘stock’ tale, sometimes personal experience. But story telling in training, and in business, is important, for a very simple reason – it builds credibility.

In these days of information overload, with millions of messages hitting us every week from every direction, the brain does it’s favourite ‘delete, distort and generalise’. This applies not only to the many indirect messages we receive but also to the key messages we want to receive. So in order for us to really listen, we need to have belief in the information giver. Story telling is a great way of doing this.

Storytelling has been with us since humans could first speak – it is as natural to us as breathing. We are raised with the story, and stories are used to influence, inspire and persuade us. Advertisements for products don’t just extol their virtues any more (Irish Stout is Good for You, Mr ‘Shine’ Makes Umpteen Things Clean), they create stories around characters and we are involved in the mini tableaux we are presented with:

• Anthony Head visits his neighbour to borrow coffee, is there the prospect of romance?
• we know the whole gravy family
• we want to know what the ‘good news’ is that the man in the phone ad is telling his friends.

People LIKE stories.

Stories for business development are not just anecdotal – though the retelling of an incident that serves as an example is one great way. You can also use storytelling to teach lessons that only the listener can learn. By presenting a situation as a story, you can create discussion, evolve solutions and raise issues that engage us through the use of our own imaginations.

I’ve seen storytelling done by forum theatre actors (they leave the ‘action’ mid performance and ask for response from the audience), I’ve watched corporate videos that the group must then discuss and, of course, even the good old slide show can tell a story. But the use of audio – whether spoken by an individual or through recordings – allows even more freedom for the imagination because it presents no pre-set visual context.

I’ve been listening to the Telling Tales series and the pictures they create in my head are, undoubtedly, going to be different to the pictures they would create in your head. My interpretations of an accent or simply the sound of voice will have different associations for me than for others. This is amazing – it means that every single person can interpret and create their own meaning and learning from the sound of a voice as well as the content of the tale.

I also pick up ideas from the radio– from the BBC programme ‘Word of Mouth’ (on the power of language) to The Archers (wonderful examples of how not to communicate between family members), I learn from these ‘stories’. Something goes in that I will access and retain for future reference, even if it means using the ‘listen again’ function.

We may well admire the raconteur at the network meeting (as long as they are not too pushy) and we are entertained, engaged and entranced by stories. The same goes for the gregarious friend who delights us with their tales at the dinner table. We will talk about their story, what we would have done in that situation or marvel in horror or delight at what happened. We are fully engaged – our brains are keen to receive this information. This, surely, is an amazing tool to use when developing yourself, your people and your organisation.

Sound More Natural On the Phone

5 Ways to Sound More Natural On the Phone By Mike Brooks, www.MrInsideSales.com

I don’t know about you but I can always tell when a telemarketer is cold calling me. From the moment they begin speaking, “Hi is that Mr. Brooks?” to the way they fumble through their scripts, I have them pegged before they get past their first sentence. And like I’m sure it is with you, too, I am immediately not interested.

If what you sell for a living means you have to pick up the phone – either to set appointments, call prospects back, return calls to clients, etc., then you have to learn how to sound natural and how to avoid putting your prospects, gatekeepers, assistants, etc., on notice that you’re trying to sell something.

And the way you do that is by learning how to sound like you’re not selling anything, and you do that by learning how to disarm prospects, sound natural yet professional, and how to be friendly without being phony. Use these 5 techniques to not only sound natural on the phone, but to also close more business:

#1 – Always use the prospect’s first name. I know that there are two schools of thought on this, one being that you should show respect for someone you don’t know and so use either Mr. or Mrs., but I don’t agree.

I think you can show respect for someone by being courteous and professional, and I think you’re going to make a lot more progress if you use a person’s first name. Here are the two reasons to do so:

a. First, by using a person’s first name you aren’t immediately signaling that you’re a sales person! I mean how do you feel when someone you don’t know calls you and addresses you by “Mr.” or “Mrs.”? Also, when you use a person’s first name, you are starting the call equal, without giving them all the power.

b. Second, everyone likes the sound of their own name. In fact, psychologists have found that everyone’s favorite word is their first name! By starting with that you are immediately making a connection, and a personal one at that.

#2 – Be polite. You’d be surprised by how many sales reps still try to trick or get around gatekeepers and assistants, and how many are even rude in doing so. Always, always use please and thank you when speaking with anyone over the phone (or in person for that matter).

Words like “please” and “thank you” go a long way when trying to make a connection with a prospect, and they work especially well when you’re
trying to get through to a prospect as well. Examine your current
scripts now and do all you can to insert the proper courtesies wherever you can.

#3 – Be brief. Most reps go into pitch mode the moment they reach their prospect that it’s no surprise they can’t wait to get them off the phone.
I review scripts all the time that essentially read the company’s brochure to the prospect the moment they reach them.

You can turn that around and sound so much better by briefly delivering your presentation and checking in with your prospect. Try things like:

a. Briefly, (prospect) the reason I’m calling is that we’ve been working with many companies like yours, and I just wanted to see if we can help you as well. Can I ask you just a couple of questions to see if we’d be a fit for you as well?

b. (Prospect), you probably get a lot of calls like these, so I’ll be brief. I’ll just ask you a couple of quick questions and if I think we can save you between 15 to 20% I’ll let you know and, if not, we’ll part friends, is that OK?

Get the idea?

#4 – Make a connection. This is one of the easiest of all and it’s a great way to get your prospect talking. All you do is find something that you know is affecting your other clients (like new laws in their industry), and ask how it’s affecting them as well. Try:

a. “You know (prospect) a lot of my clients have told me of the changes they’re having to make because of (the new law), how is that affecting you?”

b. “(Prospect) what are you planning to feature at the September trade show?”

By addressing something that they are dealing with now, you can instantly make a connection and get valuable information. Warning: you have to fit this in after you’ve established rapport, and you have to address something that is relevant to them.

#5 – Listen more. This may not sound like a way to sound natural on the phone, but believe me, it’s probably the most important of all. First of all, most sales reps are so busy talking that their prospect has turned off long ago. They are just waiting for an appropriate pause to get rid of them.

By listening you actually create space for your prospect to speak (and to think), and because of that you are allowing the conversation to flow.

When the prospect has a chance to get their thoughts and feedback out, they feel comfortable with you. And that is the best way for the conversation to unfold naturally. Hit your mute button after you ask a question and count three 1000’s to see how well it works.

There you have it - five easy ways to sound more natural on the phone.
The good news is that they are easy to implement, and, once you do, you’ll make more connections and you’ll close more business. Try them today!

Mike is author of the Complete Book of Phone Scripts and works with business owners and inside sales reps throughout the US teaching them the skills, strategies and techniques of top 20% performance. If you’re looking to catapult your sales, or create a sales team that actually makes their monthly revenues, then learn how by visiting: www.MrInsideSales.com

Profile of the Month - July

Heather Butler – passionate about developing people

This month Carolyn talks to Heather Butler, MD of The People Development Team Ltd.

Established in 1998, The People Development Team Ltd (PDT) has grown from a partnership to a thriving consultancy delivering a range of highly interactive Leadership Programmes, bespoke and accredited management programmes, personal skills and career support.

About The People Development Team

Carolyn (The Complete Trainer Ltd): How did PDT start and what motivated you to get into training?

Heather Butler (PDT Ltd): The Company originally formed as a partnership by me and Angie Peacock. My previous roles were all involved in Leadership Training and Consultancy and it became obvious when we met that our high impact form of training that gave companies the sustainable results they needed was what companies were looking for. As many companies do, we have grown organically starting with an extra consultant and an administrator then as we gained more contracts including some really terrific leading edge consultancy so our team grew and we knew early on that we must have been doing something right if our clients kept coming back. We soon added career development onto our product range when we realised that clients wanted an end to end service which included the consultancy piece, the change piece which included the training and then assistance for individuals on their new career paths whether internally or externally of the company.

Carolyn: There are many training companies out there, what do you think makes you stand out?

Heather: That’s the question that any potential client always asks and throughout our journey it has changed and will carry on changing but the one thing that has been maintained throughout is that we design and create events which are exciting, sustainable and meet the objectives set and more importantly move people forward so the company can see a real ROI. We also have a number of superb courses which are accredited (ILM, C&G, CMI) and for many companies that gives them the quality framework they need. Delegates come away with real skills, real learning and a qualification that is theirs, for life. More importantly employer benefits from any great training include: increased retention, motivation – and a workforce who can demonstrate the effectiveness of their training.

Our unique selling point is not just one thing – it’s not just the accreditation or our programmes, it’s the way the whole structure works together with us as a partner to our clients: administration, programme content, marketing, client management, flexibility, quality control and our great trainers; it’s the whole package. We often say to our clients that the only way to see all of this in action is to try us out and we are happy to come along and do a session for their senior decision makers – at no cost – so they see real training.

Carolyn: You are obviously passionate about training and development and believe firmly in the value of that training. What is your business vision?

Heather: PDT has a very simple vision – to help individuals, teams and organisations to be the best they can. Training, really effective training, has the potential to change organisations completely, not just give individuals an extra skill or qualification. Bespoke and accredited management training is one aspect of our work, but we also continue to support organisations through Outplacement, helping transition people both as they leave and those who remain. The important thing is to meet the needs of the client.

Carolyn: What is the single most important aspect of the training you deliver as a company?

Heather: That’s hard to answer. I can’t say there is a single thing – but top of the list is quality. We assess our trainers regularly; we are assessed as an organisation regularly by the various bodies which we align ourselves to and we ensure our trainers have their own CPD programme too. But then making sure our programmes meet a client’s needs is also paramount – you can deliver the best programme in the world but if it isn’t what the client actually needs, then you are wasting effort. As I said, with PDT it’s the whole package – everyone in the organisation strives to deliver great service and brilliant results for our clients.

Carolyn: Where are you based and where do you tend to work mostly?

Heather: Our Head Office is in Hertfordshire but we work all over the country. Many of our clients are national and international, so we also work overseas in Europe, the USA and the UAE, however the vast proportion of our work is in the UK.

Carolyn: What are you most proud of about your company?

Heather: Simple! Our people and our clients. We have won a National Training Award and been a finalist for many more awards with our clients, we are Matrix accredited, we have our Investors in People as well – all of this is because of the people in our organisation and the relationships they have with our clients.

Carolyn: I’ve heard quite a lot about training suffering in the current economy. Has this been your experience?

Heather: Business is still good, and fortunately still growing, but I would say that organisations are sometimes taking slightly longer to commit to some of the largest projects. Conversely we have found that the Government Funding opportunities have encouraged more clients to continue with their training and development programmes using the opportunities presented to enhance their training projects rather than cut back. Reducing training is a false economy – increased competitiveness means that you have to invest more in people, improve performance and do the best you possibly can in these difficult times.

Carolyn: Have you any closing comments to add before I send this ‘to press’, as it were?

Heather: Yes, I’d like to make a special offer to your people, if I can. We have open programmes running in London and Stansted shortly – if any of your clients want to book, we are more than happy to give them a second place free if they book using this link: http://www.people-development-team.com/tct-promotion.htm and discount code TCT0709

Carolyn: Thank you Heather. All the details are listed below:

- Open Programmes Impact and Influence – 3 August London and 8 September Stansted
- Introduction to Coaching – 12 August London and 23 September Stansted
- Presentation Skills – 14 August London and 10 September Stansted

To get your ‘buy one get one free’ on any of these programmes please book via this link http://www.people-development-team.com/tct-promotion.htm and enter the promotional code TCT0709.

PDT offers a wide range of training options and delivers bespoke and accredited programmes for both the private and public sector. For more information visit their website at: http://www.people-development-team.com/

Testimonial

Learning and Development is a crucial part of our business. We believe that if our Team Members are happy, well-trained and committed to the job that they will deliver a better guest experience. And if our guests have an enjoyable experience they are more likely to want to repeat it ….which is good for everyone. We want people to recognise that we are giving something back in terms of investment in their personal development.

In return we find that people are more loyal to the company and the brand and more productive in their jobs. We encourage Managers in all areas of the business to continue their development with the externally recognised Institute of Leadership and Management scheme that includes written assignments, formal presentations and tests their leadership and team building skills in an environment well beyond their normal comfort zones. To deliver this extremely vital development to our Management population we have partnered with the People Development Team on several development programmes and the feedback from delegates has been extremely positive.

HR Manager, Bourne Leisure

Behavioural Analysis

Trainingzone have published Carolyn's article on Behavioural profiling. Visit or you can read more here:

For the last four years I have regularly used DISC profiles which give you a snapshot of your ‘behaviours’ in a work environment. DISC is an acronym:

D = Dominance-Challenge: How you respond to problems or challenges.
I = Influence-Contacts – How you influence others to your point of view.
S = Steadiness-Consistency – How you respond to the pace of the environment.
C = Compliance-Constraints – How you respond to rules and procedures set by others.

The concept of DISC profiling is based on the work of Dr. William Moulton Marston who, in 1928, published ‘The Emotions of Normal People’. This book described the theory which is applied to nearly all the versions of DISC profiling available today. The profile is a behavioral assessment designed to accurately measure the four dimensions of normal behavior.

A few years back I completed a Level 3 ILM management qualification and I chose Communications as my main project. For this I mapped all the preferences for the office staff using their DISC profiles and created a ‘how best to communicate with xx’ chart. It was used for many years, indicating communication preferences and styles. It was a very simple and effective way to implement the results of our profiles and use them practically. Nothing more personal than communication preference was shared.

DISC profiles were used for recruitment and appraisal and with clients. The reports, which are created by answering very simple ‘most like’ and ‘least like’ questions, give a comprehensive summary of behavioural preferences. They are used by line managers, trainers, HR, recruitment and outplacement consultants.

The value of using these profiling tools is not just in ‘input and output’ – you put in your answers and get your report – but what happens next. Many people will be open minded enough to accept the validity of the report, feel happy to internally challenge areas which they do not feel accurately match their perceptions, and even perhaps accept the areas which may indicate a need for self-improvement.

I recently took a different profile from the one I’d done for the last four years – this one was from The Trusted Adviser and followed a similar DISC format so it was not unfamiliar. The resulting report, however, was superior to those I’d taken before. The depth of information was far greater – the profile included more aspects and gave a greater analysis of my behaviours and preferences. Though every assessment is affected by variables (hence taking them annually), this one was definitely the most accurate I had ever taken.

Most importantly the language it used was more accessible – though probably still generated by an American English language programme, the terms and language used were easier to understand and I found much less to challenge than in previous reports. My next stage, importantly, is to go through the report with my coach.

The real power and value of behavioural assessments is how they are used to develop individual performance. The ideal scenario is that the report is not just given directly to the respondent but is reviewed by an appropriately qualified coach or manager who can then spend time going through the report with the individual and build a positive action plan.

There are many ways in which assessments can be applied:

Recruitment: does the report reflect the right personality for the role they are being considered for?

Job hunting: the report may produce some excellent wording and highlight skills and strengths that the respondent can use in their CV or job applications

Appraisal: the line manager and respondent can work together (both may have their profiles completed) and improve working process and performance

Team building: pick members of a team who have the right mix of skills or who you know will work best together

In fact behaviour assessments can be used in many ways, for leadership development, trouble shooting, team development, sales skills, benchmarking; with the right training and understanding of the psychology behind how these reports are generated, they can become an extremely powerful tool for trainers, managers and the individual respondents.

Finally, the most important question - do they work? From personal experience, yes; impartially, one assessor I know performs over one million assessments per year – that’s just one provider! I think the proof is in the pudding, as they say.

Carolyn Sheppard is director of The Complete Trainer, a training resources ecommerce company. She has been in marketing for over 30 years and directly in learning and development for over five years.

On line learning

One of my favourite quotes is from Winston Churchill:

“I am always ready to learn although I do not always like being taught.”

We learn best by doing, and Churchill certainly ‘did’ a lot – from his career as an officer in the British Army, through his exploits as a historian, writer, and artist to being the only British Prime Minister ever to receive the Nobel Prize in Literature.

There was no on line learning in Churchill’s day, but I am sure he would have embraced it. You may think on line learning was not available during Churchill’s life time, but in fact on line learning pre-dates the internet. The first recorded system was the Programmed Logic for Automatic Teaching Operations, developed at the University of Illinois in 1960* (and remained in operation until the 1990’s). In 1994 the Open University in the UK developed a Virtual Summer School. Those are just some examples of how long on line learning has actually been around.

As computers became an everyday item in households throughout the Western World, so on line learning also grew. During the early 1980s (in the days of 8” floppy disks) I worked for a large international computer company. There was excitement as the concept of desk-top computers equally as powerful as machines which, at the time, occupied whole rooms, were a reality that we saw grow nearer every day.

On line learning is now part of everyday life. Children today are given homework assignments and assistance via the internet, you can gain business qualifications and learn new skills without leaving the comfort of you own home. You can study with fellow students at a University half way round the world, if you so choose.

However, if you want to train to be a chef, you can complete a training programme, check recipes, find out about new foods, techniques, purchase the best tools – all on line. On line learning is an excellent enhancement to classroom and practical learning, in this example. The practical side can be done without external tuition, but the results and the credibility of the training may be perceived as inferior.

There are tremendous advantages to on line learning – but what are the barriers to learning? Access is important: you need a computer, probably internet access, and appropriate programmes for audio and video content. Learning styles are also highly individual and many people don’t like ‘reading’ what to do. There are also issues for those with reading disabilities (though audio and visual options are available for many systems). Some people just don’t like learning with a computer instead of a person. For example, I may find using the internet an excellent way to research a subject, but if I want to learn to identify birds, no matter how great the video, audio and catalogue resources on the internet – I actually want to be outside, listening, watching, and learning with a book or (even better), with an expert.

With management development, in a corporate environment, access is usually facilitated through the workplace. Individuals can work not only in the place of their choosing, but also at a time that is convenient for themselves and the business. Teams can work together in remote locations, company competency frameworks can be implemented globally and individuals can be given access to the tools they need to develop their skills.

Much has been, and continues to be, written about on line learning. What advantages does it hold over face to face, how flexible is it, do people really learn from electronic resources or is it just a cheap alternative to ‘proper’ training? I don’t need to go into a detailed breakdown of the pros and cons, because they are highly individual – the important thing is that this resource exists, in many forms from simple on line documents through interactive e-learning to simulations and live web and pod-casts.

On line learning is, above all else, a wonderful opportunity. For self development, business development, individual skill building or implementation of organisation wide knowledge sharing – on line learning is an extraordinary resource that, had he been alive today, Churchill would no doubt have welcomed with open arms and mind.

Stop press: The Complete Trainer launch their own on line academy - find out more on their main website: The Complete Trainer Academy

* Sir Winston Churchill died in 1965

The 4 Secrets of Leadership

by Mike Brooks, "Mr. Inside Sales"

Can you name the one or two best sales managers, or business owners you ever worked for? If so, how did they make you feel? What qualities or traits did they have in common, or which ones do you most try to emulate in your own company?

I work with a lot of business owners and managers, and I can tell you that the most successful ones all have at least four core characters in common.

Many of them possess other qualities as well, but these four "Secrets" as I call them are always at the center of their power and charisma.

As you read through them, ask yourself which ones you currently have, which ones you’d like to strengthen, or which ones you can develop. Once you master them all, you will be able to lead any team and any company to greatness.

Here they are:

#1: Unbounded Optimism. Ask any great leader to describe the future, and they will always tell you it’s a wonderful place. Leaders are extremely goal oriented, have clearly identified what it is they want and what they are willing to sacrifice to get there, and they radiate an optimistic glow because they already live there in their mind’s eye.

Because people want to feel good about themselves and their futures, they naturally gravitate to winners. People want to work for and, in fact, work harder for people who are optimistic. Plus, optimism is contagious.

A great leader can often turn an organization full of negativity around, and the excitement they inspire can result in greater morale and greater results.

If you’re in a position of authority, ask yourself if you’d want others to catch your attitude. If not, then focus on ways to become optimistic – you’ll be a much more effective leader when you are.

#2: Rock Solid Confidence. Great leaders are convinced they can do anything they set their minds to. I love a saying of Napoleon’s: “The improbable we’ll do at once. The impossible will take a little longer.”

A leader’s attitude is: Whatever the challenge, we’ll find a way to overcome it.

Confident leaders create confident followers, and a company, family, or team with an “I Can” attitude is unstoppable. The confidence of a great leader always inspires the best performance of his/her employees, and their team’s success just adds to and confirms the leader’s confidence.

#3: Integrity. In a recent survey about what qualities employees wanted from the managers and business owners they worked for, integrity was the most desired trait people picked. Integrity, including honesty, fairness and consistency of attitude and action, are traits that build confidence in a leader and that build loyalty in the people who report to them.

Leaders with integrity genuinely care about the company they are building or the job they are doing, and this helps everybody feel as if their work has meaning and makes a difference in people’s lives. Most people spend a third of their lives at their jobs, and while we go to work for a pay check it’s the intrinsic satisfaction someone gets from their work that helps them feel fulfilled. Leaders with a high degree of integrity help foster this feeling by setting the example.

#4: Decisiveness: All great leaders are decisive and committed to the actions they take. This doesn’t mean they act capriciously, on the contrary, they fully weigh out and think through their options, but the key characteristic is that they aren’t afraid to make a decision and implement a plan of action.

Most employees tell many tales of bosses who are afraid of making a decision, or who frequently go back on them, and this habit of hesitation undermines their authority and the confidence of everyone in the organization. Leaders, on the other hand, may not always make the right decision, but they can be counted on to make a well thought out one, and then to take action on it. If facts change or results warrant it,they are flexible enough to reevaluate and make another decision.

If you’re in a leadership role, don’t shy away from decisions. Evaluate the data at the time and the relative need of making a decision and then choose the best course of action and commit. Making a decision – even if it’s the wrong decision – is better than making no decision at all.

If you are in a position of authority and wish to become an effective leader, then find ways of developing or strengthening these four characteristics in yourself. Remember, everyone is counting on you for guidance, and it is your ability to lead that will determine the ultimate result in your team or company.

Mike Brooks, author of "Complete Book of Phone Scripts" and "Inside Sales".

Mike Brooks, Mr. Inside Sales, works with business owners and inside sales reps throughout the US teaching them the skills, strategies and techniques of top 20% performance. He offers a FREE audio program designed to help you double your income selling over the phone, as well as an internationally acclaimed FREE ezine. If you’re looking to catapult your sales, or create a sales team that actually makes their monthly revenues, then learn how by
visiting: www.MrInsideSales.com

Delivering Bad News

by Susan Heaton Wright

Last week I received some bad news about a future speaking opportunity. The lady that called me was fantastic in ‘softening the blow’ so that my expertise and time was still valued. In fact she immediately booked me for future engagements that were very exciting.

Delivering bad news can be a real challenge. We will all be faced with the unpleasant role of delivering bad news at some point in our lives. Here are the top 5 communication strategies that compassionate leaders have used:

Tell the truth. Give as much information as you can to put the situation into perspective. We tend to fear what we don’t understand. Don’t speculate and try to squash rumours by addressing the best and worst possible scenarios.

Put yourself in their shoes. Empathise with their situation. Give them all the facts. They will be worried about how the situation will affect them, and it is unfair to leave them guessing. It is unfair and useless to tell the other person not to worry.

Acknowledge their feelings. Don’t devalue their feelings by telling them to ‘Cheer up’. Let them vent and express their emotions. Negative emotions must be expressed and dealt with before they can be replaced with a positive plan of action.

Take charge. Lead a discussion or outline a specific plan of action for the future. Do not express your own specific fears to others. You need to assume the role of leader.
Keep the group unified. Facing a crisis alone can be terrifying. Encourage the group to pull together, support each other and share ideas about how to find a solution. Conclude the meeting on a positive, optimistic note by reemphasising the commitment to overcome the present challenge.

And just a couple of notes on the delivery; if you are delivering bad news over the telephone, check that the listener has the time for the call, and suggest they go into a quiet room.

If you are meeting someone face to face, consider the environment of the meeting. Try to be on a level with the other person – both sitting down, and a private room rather than an open plan office, so that the other person has an opportunity to let off steam.

Copyright 2009 Susan Heaton Wright of Executive Voice