I made this video as part of my thinkWORKnotJOB DVD series, which will be available in October. It covers my 9 step process for anybody who is starting or wanting to change careers. Here are the nine steps, copy and paste them into notepad, Word, etc, and make notes as you watch the video :
1) Phase out what you don't like
2) Focus on what you do like
3) Write down your plans
4) Memorize your mandate
5) Keep stoking the fire
6) Ignore all objections
7) Keep yourself educated
8) Stay on track
9) Don't get too comfortable!
I hope these steps help anybody who feels as though they are stuck in a rut and need an exit strategy. Cheers! - Buck Moore
Here is the link to the video:
http://www.youtube.com/watch?v=r4-nF6SF1EI
Friday, September 25, 2009
Thursday, September 24, 2009
How to Change Things at Work as an Employee
I had written a while ago, about 'What to do when you like what you do but you don't like what's around you'. That was about tension between new staff and old staff and how they can learn to communicate with each other, so new staff doesn't just 'change things' because they think things will work better, when in fact they are negatively affecting others.
This entry is about liking your work, but getting tired of things that seem to fall through the cracks over time and lose value, changing newly implemented rules, etc. We should be able to constantly evolve in our positions to keep things fair and interesting so we can focus on our work, rather than bicker about the problems in secret, hush-hush hallway meetings.
I am an instructor part time at a career college and I really like my work there. I have held the position since 2001 and it was a goal of mine to get and sustain the position as part of my overall career goals. Well, since I have been there a while, I have seen a lot of faces come and go, from fellow instructors to new directors, administration staff, etc.
We had met, as a group, a few years ago and basically agreed to do things in a certain way - including course content, marking sheets, exam values, etc. Then, we were given spreadsheets, emailed from the front desk, for marking that we could email back to the front desk when we had filled them out. They were nice because they had all the students names and all the values automatically adding up in the final columns when a test score was entered and it made our task much easier (the paper sorting can be a nightmare on it's own, nevermind fiddling with spreadsheet formatting). We were also given three weeks to complete the marking, which was adequate for those of us who had more than three classes.
Problems
Eventually, the front desk person quit and was replaced by somebody else, who wasn't trained fully and left out some little details about the spreadsheets - they often showed up blank with no formatting and not when we expected them. Then, we were given only two weeks to finish marking. Then, yet another person replaced the front desk position and we were given one week after exams to mark. Clearly, this needed rectifying.
It was hard enough to get marks in order, prepare for a new term to start and figure out how to format spreadsheets to begin with, but then the due dates kept shrinking. This was a situation which needed some attention, so I acted.
Solutions
I had a small meeting with the director and another instructor bout other matters and at the end of the meeting, I asked about the ever-shrinking due dates. She explained why she changed the due dates and after that, she asked: "Why, what would you like to see happen?" I asked for an extra week and she said: "Fine, you go it." without hesitation. I thanked her and went on my way.
I then approached the front desk person, who was fairly new at the time, and explained how the marking sheets were handled in the past and how the changes to them were slowing down the process. After carefully reviewing the situation, she helped me come up with an even better way to use the sheets, then she sent them out at the same time every term. I asked someone else, who knew a lot about formatting, to show me some tips and tricks so I wouldn't be stuck.
Summary
The process is still in place and it has made things easier for all concerned. I know that without interdepartmental communication, people sometimes just accept a 'new 'way' because a memo was sent out or someone has been replaced. So, changes in the workplace must be addressed and not simply followed if they are proven to slow down productivity.
In the case of shortened due dates, there is more chance of making mistakes as people scramble to get their marks in on time and those mistakes can ripple through a good part of the new term and cause more problems, so they can't be left alone.
How to Make Changes:
- keep records of any meetings
- talk to the person responsible for the changes and explain how they are affecting you
- encourage different departments to visit each other at least once, so they know what each other are doing and how they are doing it
- question all memos
- stay calm when things really irk you, otherwise people won't listen to you
- suggest new ways for improvement that will benefit everybody
Find out more at www.thinkWORKnotJOB.com
- Buck Moore
This entry is about liking your work, but getting tired of things that seem to fall through the cracks over time and lose value, changing newly implemented rules, etc. We should be able to constantly evolve in our positions to keep things fair and interesting so we can focus on our work, rather than bicker about the problems in secret, hush-hush hallway meetings.
I am an instructor part time at a career college and I really like my work there. I have held the position since 2001 and it was a goal of mine to get and sustain the position as part of my overall career goals. Well, since I have been there a while, I have seen a lot of faces come and go, from fellow instructors to new directors, administration staff, etc.
We had met, as a group, a few years ago and basically agreed to do things in a certain way - including course content, marking sheets, exam values, etc. Then, we were given spreadsheets, emailed from the front desk, for marking that we could email back to the front desk when we had filled them out. They were nice because they had all the students names and all the values automatically adding up in the final columns when a test score was entered and it made our task much easier (the paper sorting can be a nightmare on it's own, nevermind fiddling with spreadsheet formatting). We were also given three weeks to complete the marking, which was adequate for those of us who had more than three classes.
Problems
Eventually, the front desk person quit and was replaced by somebody else, who wasn't trained fully and left out some little details about the spreadsheets - they often showed up blank with no formatting and not when we expected them. Then, we were given only two weeks to finish marking. Then, yet another person replaced the front desk position and we were given one week after exams to mark. Clearly, this needed rectifying.
It was hard enough to get marks in order, prepare for a new term to start and figure out how to format spreadsheets to begin with, but then the due dates kept shrinking. This was a situation which needed some attention, so I acted.
Solutions
I had a small meeting with the director and another instructor bout other matters and at the end of the meeting, I asked about the ever-shrinking due dates. She explained why she changed the due dates and after that, she asked: "Why, what would you like to see happen?" I asked for an extra week and she said: "Fine, you go it." without hesitation. I thanked her and went on my way.
I then approached the front desk person, who was fairly new at the time, and explained how the marking sheets were handled in the past and how the changes to them were slowing down the process. After carefully reviewing the situation, she helped me come up with an even better way to use the sheets, then she sent them out at the same time every term. I asked someone else, who knew a lot about formatting, to show me some tips and tricks so I wouldn't be stuck.
Summary
The process is still in place and it has made things easier for all concerned. I know that without interdepartmental communication, people sometimes just accept a 'new 'way' because a memo was sent out or someone has been replaced. So, changes in the workplace must be addressed and not simply followed if they are proven to slow down productivity.
In the case of shortened due dates, there is more chance of making mistakes as people scramble to get their marks in on time and those mistakes can ripple through a good part of the new term and cause more problems, so they can't be left alone.
How to Make Changes:
- keep records of any meetings
- talk to the person responsible for the changes and explain how they are affecting you
- encourage different departments to visit each other at least once, so they know what each other are doing and how they are doing it
- question all memos
- stay calm when things really irk you, otherwise people won't listen to you
- suggest new ways for improvement that will benefit everybody
Find out more at www.thinkWORKnotJOB.com
- Buck Moore
Wednesday, September 23, 2009
Is My Job Important? Part 1 - The Man Who Swept the Floor
I like this story and thought I would post it:
"Bernie was a talented young man, in his early twenties, who had his mind set on success. He swept the floor of his workplace daily, after doing his job, and contemplated what success meant to him. He sometimes seemed frustrated that he was sweeping the floor and not doing his dream-job, but those looks of frustration were merely a result of his intense thoughts. He thought about one day running his own business.
After Bernie did what he was supposed to for the day, he filled the rest of the time not only by sweeping, but by cleaning washrooms and taking out garbage. He was constantly reminded by his co-workers that he didn't have to do those things but Bernie just smiled and carried on. Sometimes he did his regular work so fast that he ended up with more time for sweeping and cleaning.
To the average worker, it appeared as though Bernie was sucking up to management and trying to make them look bad, but they were wrong. It is true that Bernie was promoted a couple of times over those with more seniority, but that wasn't on his agenda and even though he was eventually further ahead and getting raises, he still swept floors. He even re-swept the floor after another disrespectful co-worker spit on it and he 'let it go' without incident.
Eventually, Bernie started a service business part time and was very good at what he did. He had studied in his spare time to learn a trade and it eventually paid off. He still does well and continues to move forward.
So, why did Bernie sweep and clean in his spare time when he clearly could have relaxed without any pressure to over-work himself? There were several reasons:
1) He kept moving to keep himself in good shape.
2) He made notes of almost every aspect of the business because he could travel into all departments and learn about them while networking with other co-workers he got along with.
3) He learned that always being busy made him untouchable at work and he would be the least likely candidate to be laid off should there be a slump in business.
4) Most importantly, he could do the one thing that pleased him the most: 'think'. He thought about starting businesses, he thought about what kind of staff members were most beneficial to a company, he thought about how to be a good manager by taking cues from both good and bad, he thought about lyrics for songs, he thought about his future and everything else he wanted to think about - and nobody could stop him!
They could not stop him and they would not stop him, and Bernie knew that. If he was busy all the time with seemingly menial tasks, he could get a lot of work done in his head and at the same time, the business never looked so clean! Because it was a retail store, cleanliness was important for the customers.
Where's Bernie now? Running his service business and continuing to educate himself and grow. In short, he is doing exactly what he wants to be doing.
Sweeping the floor may seem like a menial task requiring little skill, but not everybody is good at it...and not everybody can see the opportunities in it!"
- Anonymous
"Bernie was a talented young man, in his early twenties, who had his mind set on success. He swept the floor of his workplace daily, after doing his job, and contemplated what success meant to him. He sometimes seemed frustrated that he was sweeping the floor and not doing his dream-job, but those looks of frustration were merely a result of his intense thoughts. He thought about one day running his own business.
After Bernie did what he was supposed to for the day, he filled the rest of the time not only by sweeping, but by cleaning washrooms and taking out garbage. He was constantly reminded by his co-workers that he didn't have to do those things but Bernie just smiled and carried on. Sometimes he did his regular work so fast that he ended up with more time for sweeping and cleaning.
To the average worker, it appeared as though Bernie was sucking up to management and trying to make them look bad, but they were wrong. It is true that Bernie was promoted a couple of times over those with more seniority, but that wasn't on his agenda and even though he was eventually further ahead and getting raises, he still swept floors. He even re-swept the floor after another disrespectful co-worker spit on it and he 'let it go' without incident.
Eventually, Bernie started a service business part time and was very good at what he did. He had studied in his spare time to learn a trade and it eventually paid off. He still does well and continues to move forward.
So, why did Bernie sweep and clean in his spare time when he clearly could have relaxed without any pressure to over-work himself? There were several reasons:
1) He kept moving to keep himself in good shape.
2) He made notes of almost every aspect of the business because he could travel into all departments and learn about them while networking with other co-workers he got along with.
3) He learned that always being busy made him untouchable at work and he would be the least likely candidate to be laid off should there be a slump in business.
4) Most importantly, he could do the one thing that pleased him the most: 'think'. He thought about starting businesses, he thought about what kind of staff members were most beneficial to a company, he thought about how to be a good manager by taking cues from both good and bad, he thought about lyrics for songs, he thought about his future and everything else he wanted to think about - and nobody could stop him!
They could not stop him and they would not stop him, and Bernie knew that. If he was busy all the time with seemingly menial tasks, he could get a lot of work done in his head and at the same time, the business never looked so clean! Because it was a retail store, cleanliness was important for the customers.
Where's Bernie now? Running his service business and continuing to educate himself and grow. In short, he is doing exactly what he wants to be doing.
Sweeping the floor may seem like a menial task requiring little skill, but not everybody is good at it...and not everybody can see the opportunities in it!"
- Anonymous
Tuesday, September 22, 2009
Changing Careers and Networking
I had created a 9 step process for changing careers and I post them individually once in a while (look for "Rule #1: Phase it Out!"). Under "Rule #5: Keep Stoking the Fire" (not posted yet), I explain how important it is to keep the desire of a new career burning and part of that includes telling people you meet what you are doing because you never know who'll you run into.
Everyone knows someone and someone always has a lead. In fact, it has been shown that 50-75% of people find work through networking and up to 90% find career changes through networking** (source below).
Statistics aside, I have found a lot of work through people I had met and, in the past few years, I've had more work offered to me than I could handle, so I've had to turn some of it down - some leads weren't right for me and for others, I simply did not have enough time to pursue them because I was too busy with other things. BUT, I didn't say an outright 'NO'. I referred the work to somebody else because I believe in the power of networking (and karma!), and if I keep in contact with people I refer, they are likely to pass an opportunity back to me in the future.
In that way, I am a 'go to' person in my industry who likes to help share the opportunities. Also, if I get a call for some work that I do, but not in a certain quantity, I give out the name and number of somebody or firm who does do it in the quantity desired.
In the article mentioned above, there is some excellent advice which states that you should talk to people who already have the position you'd like and get to know what's involved in it. I could not agree more. You can also find out how much more education you may need to get that position.
I cover education in Rule #8, which will be posted soon. Happy networking!
BTW, the thinkWORKnotJOB Career Change DVD Kit will be available soon and it comes with a booklet, slide shows and videos (plus many documents) that cover career changes, networking tips, an opportunity checklist and a career-change step-by-step card. It is being finished now. Stay tuned!!
**(source: http://ca.finance.yahoo.com/personal-finance/article/forbes/1255/when-you-need-a-completely-new-career)
- Buck Moore
thinkWORKnotJOB.com
Everyone knows someone and someone always has a lead. In fact, it has been shown that 50-75% of people find work through networking and up to 90% find career changes through networking** (source below).
Statistics aside, I have found a lot of work through people I had met and, in the past few years, I've had more work offered to me than I could handle, so I've had to turn some of it down - some leads weren't right for me and for others, I simply did not have enough time to pursue them because I was too busy with other things. BUT, I didn't say an outright 'NO'. I referred the work to somebody else because I believe in the power of networking (and karma!), and if I keep in contact with people I refer, they are likely to pass an opportunity back to me in the future.
In that way, I am a 'go to' person in my industry who likes to help share the opportunities. Also, if I get a call for some work that I do, but not in a certain quantity, I give out the name and number of somebody or firm who does do it in the quantity desired.
In the article mentioned above, there is some excellent advice which states that you should talk to people who already have the position you'd like and get to know what's involved in it. I could not agree more. You can also find out how much more education you may need to get that position.
I cover education in Rule #8, which will be posted soon. Happy networking!
BTW, the thinkWORKnotJOB Career Change DVD Kit will be available soon and it comes with a booklet, slide shows and videos (plus many documents) that cover career changes, networking tips, an opportunity checklist and a career-change step-by-step card. It is being finished now. Stay tuned!!
**(source: http://ca.finance.yahoo.com/personal-finance/article/forbes/1255/when-you-need-a-completely-new-career)
- Buck Moore
thinkWORKnotJOB.com
Friday, September 18, 2009
Customer Service Blunders & Solutions Part 4: Yes, Virginia, it IS Your Job.
As we go through our workdays, it can be easy to become jaded...if we let it happen. A very common result of this jadedness is the statement: "It's not my job." I spent years in the workforce witnessing similar reactions and I came to the conclusion that most people do not like what they do for a living.
I know what it's like to be stuck in a rut or have a bad boss try to humiliate you. I have also felt the 'empty fishbowl' effect of watching as the world went by outside of the trap I created for myself, wondering when I would get to join in on the action and do something important instead of being stuck inside with my jaded co-workers.
Then, one day, I saw 'Joe vs. The Volcano" and it made me think. It's not that I wasn't thinking before that, I just wasn't thinking the right things. Showing up at the same place every day with the same problems and hearing the same things over and over and over again can really take the color out of life (even though the color really doesn't go anywhere).
It's easy to see why someone might utter the words 'it's not my job' and it is not entirely their fault. But, when a customer hears somebody say that, it's a real letdown. It makes customers feel uncomfortable because they don't want to hear that kind of internal struggle that is so evident in a company; they just want to get what they came for. The concept of 'it's not my job' also affects productivity.
So, Virginia was just finished helping a customer with a new jacket one day and another customer had dropped a milkshake on the floor. The other salespeople were with customers and the manager asked Virginia if she could clean up the spill. Guess what Virginia said? Of course she didn't want to do it, because she felt that that kind of work was below her and therefore humiliating.
The manager, Steve, gave Virginia very little reason to come to work every day because he wasn't very nice and commanded things rather than asked. There was a running joke that he was a 'retail dictator'. Virginia needed her job and was there primarily for commissions because the hourly rate was so poor, so she reluctantly grabbed a broom, dustpan and large rag to clean up the mess - and she didn't look happy about it.
That retail store was clearly not a well-oiled machine. But, what was the problem? Who was to blame? Was it Virginia's job? Let's examine this case study to find solutions:
1. Problem: No wage increases. Details: There is little that can be done about Virginia's hourly rate at this time. It was mentioned in a company memo that there would be no pay raises for six months so that the company could avoid layoffs. Solution: Steve should have had a meeting with his staff about the memo. He should have motivated people to get more commissions by selling more and he should have provided information on how to do it.
2. Problem: Steve does not know how to motivate people. Solution: He should take professional development courses or seminars and educate himself about how to motivate people and communicate with them. Steve should also show a good example once in a while by cleaning something himself when everybody else is busy. He should explain to Virginia (and other staff) that a liquid spill is more of a safety hazard than anything else and that it must be dealt with by anybody who is available as a gesture of extended customer service - and do so with a smile. Steve should also learn how to tell a joke or two to lighten up his staff.
3. Problem: Virginia is jaded and only in it for herself. Solution: Virginia should be reminded why teamwork is important and that she can improve her livelihood by learning a few new sales techniques and therefore get more commissions. She should be reminded to think about customer service and safety for customers and staff - but she should be told in a calm, humorous way and not in front of customers or other staff. She should also be encouraged to laugh.
For more on this topic, contact:
- Buck Moore (buck@thinkworknotjob.com)
I know what it's like to be stuck in a rut or have a bad boss try to humiliate you. I have also felt the 'empty fishbowl' effect of watching as the world went by outside of the trap I created for myself, wondering when I would get to join in on the action and do something important instead of being stuck inside with my jaded co-workers.
Then, one day, I saw 'Joe vs. The Volcano" and it made me think. It's not that I wasn't thinking before that, I just wasn't thinking the right things. Showing up at the same place every day with the same problems and hearing the same things over and over and over again can really take the color out of life (even though the color really doesn't go anywhere).
It's easy to see why someone might utter the words 'it's not my job' and it is not entirely their fault. But, when a customer hears somebody say that, it's a real letdown. It makes customers feel uncomfortable because they don't want to hear that kind of internal struggle that is so evident in a company; they just want to get what they came for. The concept of 'it's not my job' also affects productivity.
So, Virginia was just finished helping a customer with a new jacket one day and another customer had dropped a milkshake on the floor. The other salespeople were with customers and the manager asked Virginia if she could clean up the spill. Guess what Virginia said? Of course she didn't want to do it, because she felt that that kind of work was below her and therefore humiliating.
The manager, Steve, gave Virginia very little reason to come to work every day because he wasn't very nice and commanded things rather than asked. There was a running joke that he was a 'retail dictator'. Virginia needed her job and was there primarily for commissions because the hourly rate was so poor, so she reluctantly grabbed a broom, dustpan and large rag to clean up the mess - and she didn't look happy about it.
That retail store was clearly not a well-oiled machine. But, what was the problem? Who was to blame? Was it Virginia's job? Let's examine this case study to find solutions:
1. Problem: No wage increases. Details: There is little that can be done about Virginia's hourly rate at this time. It was mentioned in a company memo that there would be no pay raises for six months so that the company could avoid layoffs. Solution: Steve should have had a meeting with his staff about the memo. He should have motivated people to get more commissions by selling more and he should have provided information on how to do it.
2. Problem: Steve does not know how to motivate people. Solution: He should take professional development courses or seminars and educate himself about how to motivate people and communicate with them. Steve should also show a good example once in a while by cleaning something himself when everybody else is busy. He should explain to Virginia (and other staff) that a liquid spill is more of a safety hazard than anything else and that it must be dealt with by anybody who is available as a gesture of extended customer service - and do so with a smile. Steve should also learn how to tell a joke or two to lighten up his staff.
3. Problem: Virginia is jaded and only in it for herself. Solution: Virginia should be reminded why teamwork is important and that she can improve her livelihood by learning a few new sales techniques and therefore get more commissions. She should be reminded to think about customer service and safety for customers and staff - but she should be told in a calm, humorous way and not in front of customers or other staff. She should also be encouraged to laugh.
For more on this topic, contact:
- Buck Moore (buck@thinkworknotjob.com)
Wednesday, September 16, 2009
Phone Call Etiquette for Busy Salespeople
Salespeople will get called when working - that's a fact! What becomes important is how a busy situation with customers both present and on the phone should be handled.
If the person taking the call sees that the sales person is busy, they should take a message for the salesperson. If the salesperson in question is involved in a big, complicated sale, the person who took the call should call the customer back and let them know that they haven't been forgotten about.
If the salesperson takes a call, they should have already mentioned the possibility of taking quick calls and have a pre-planned script ready for different situations. They should also practice getting off the phone quickly, then remember to follow up with the caller as soon as possible after dealing with the customer who is present.
Whenever I pick up the phone during busy times, no matter who is calling, I generally warn them about call-waiting or having to answer the door (I've even warned people about my cordless phone possibly dying in the middle of a conversation). It softens the blow when I must get off the phone in a hurry and I even tell them to expect an email or text message if I'm not able to call them back.
In my retail experience, I've heard managers tell staff that they should convince callers to come down to the store and deal with the ones who are already there. That makes sense, but nobody was shopping online at the time. Still, nothing is better than a tangible product to get somebody excited and people will still show up in person after they've decided where to shop - or should I say: "Who to give their money to"?
It's all in the way you say it!
If you get comfortable because it's been a good week, you might not care as much about a lost sale and you might sound like you don't care to a caller. Since your voice is the only thing they are exposed to, you have to be sure to always be 'on' when taking a call.
It helps to pause a second, take a deep breath then pick up the phone. If you have a great experience with a caller, they are more likely to come down in person and they'll probably want to meet you - so, you have to look like you're in control all the time as well as sound like it.
A salesperson is the director of a phone call and people call in because they need help with something.
- Buck Moore
If the person taking the call sees that the sales person is busy, they should take a message for the salesperson. If the salesperson in question is involved in a big, complicated sale, the person who took the call should call the customer back and let them know that they haven't been forgotten about.
If the salesperson takes a call, they should have already mentioned the possibility of taking quick calls and have a pre-planned script ready for different situations. They should also practice getting off the phone quickly, then remember to follow up with the caller as soon as possible after dealing with the customer who is present.
Whenever I pick up the phone during busy times, no matter who is calling, I generally warn them about call-waiting or having to answer the door (I've even warned people about my cordless phone possibly dying in the middle of a conversation). It softens the blow when I must get off the phone in a hurry and I even tell them to expect an email or text message if I'm not able to call them back.
In my retail experience, I've heard managers tell staff that they should convince callers to come down to the store and deal with the ones who are already there. That makes sense, but nobody was shopping online at the time. Still, nothing is better than a tangible product to get somebody excited and people will still show up in person after they've decided where to shop - or should I say: "Who to give their money to"?
It's all in the way you say it!
If you get comfortable because it's been a good week, you might not care as much about a lost sale and you might sound like you don't care to a caller. Since your voice is the only thing they are exposed to, you have to be sure to always be 'on' when taking a call.
It helps to pause a second, take a deep breath then pick up the phone. If you have a great experience with a caller, they are more likely to come down in person and they'll probably want to meet you - so, you have to look like you're in control all the time as well as sound like it.
A salesperson is the director of a phone call and people call in because they need help with something.
- Buck Moore
Monday, September 14, 2009
Customer Service Blunders & Solutions Part 3: How Multi-tasking Lowers Productivity
It never ceases to amaze me how multitasking at the retail level is such a waste of time for the employee and for the customer. I don't mean to sound cranky, but I purposely go along with it when it happens just to see how inefficient it is for a front line worker to multi-task. I am a secret shopper on a mission.
In the past few months, I have experienced much longer wait times than necessary in a retail environment and they all involved a phone. I stood patiently and waited while I watched two employees in particular go back and forth with a phone on their ear, trying to help me out while having a conversation and not really seeing what it was I needed until I pointed it out.
Four multitasking problems worth mentioning (postal outlet, electronics retailer, musical instrument retailer and fast food franchise).
The Postal Outlet Multitasker
In Toronto, Canada Post allows some retail stores to operate a postal business out of them with non-Canada Post employees; it gives us a small town, friendly neighborhood feel. The one closest to my house is in a picture frame shop and the guy who runs it with his wife is usually very efficient, courteous and ensures you get every piece of paperwork when you're done. But he has to learn how to handle phone calls when customers are present.
One day, I went to pick up an eBay shipment from India, and since I'd ordered the same thing before, I had a pretty good idea of what size the package might look like. The gentleman behind the counter took my delivery notice and began looking for my item - then the phone rang! He was talking to someone who sounded important and he kept going back and forth expressing himself with his hands while looking for my package. I said: "Psst! It's small. Probably in that drawer of small things." He looked in the drawer, trying to match the numbers, then he looked on the other side of the counter.
He came back to the drawer, looked again as he talked, then looked elsewhere. I then saw it in the drawer (or, at least what I though might be it - and I was right). Five minutes passed and I just wanted my package because 'time is money'. There were a couple of other customers waiting with me at that point and I just pointed to it; he 'half heard' me and went back to the drawer a third time. I said: "I think that's it." He looked at it closely, matched the numbers and took it from the drawer.
He then hung up the phone and rang the order through. What could have been a one minute transaction took almost ten minutes! I don't even blame the phone, I blame the way the situation was handled. Sometimes, even the most seemingly conscientious people can inadvertently be caught up in a time-waster like that.
There are three other similar situations that come to mind including an electronics retailer employee who was on the phone while I was trying to point out the product I wanted behind the counter (she finally clued in after three minutes), a music store employee who kept me waiting while he was on the phone, handling another customer and even offering to help another customer who 'just walked in' (I had been there for about 15-20 minutes by that time) and finally, a fast food cashier who had to make the food without washing his hands because his manager was in the back taking a break (okay, I admit to the fast food, but I was on the road and got hungry).
So, multitasking clearly doesn't work. If I were less tolerant, I would either complain loudly or never shop at those places again until I had nowhere to shop, but I'm not like that. I always tolerate it because I want to observe the process and develop solutions to these obvious problems. I can't tell you how much money is left behind each and every day by retailers from coast to coast, but if I were to just estimate an amount based on only these four incidences, it would be $1269.00 (that's exactly the amount I purchased).
If we were to divide that by 4, it would be: $317.25. Since I didn't pay anything at the postal outlet and only six bucks at the fast food place, let's just keep it at a loss of $317.25 for two retailers. I should mention that I shop at the latter two business all year long and the last time I counted, I spend A FEW THOUSAND DOLLARS BETWEEN THEM each year. But let's just say one person (me) represented a $300.00 loss per business. If there were 50 other people over the course of a year who didn't spend their money and walked out, that would be a $15,000.00 per year loss for each business (50 x 600/2 = 15,000).
If a busy place gets 50 people through the door each day, on average (I'm low-balling here) and they close on Sundays, that equals 300 people per week and 15,000 per year (based on only a 50 week year due to holidays, etc). 50 unsatisfied customers equals .003% of 15,000. That sounds unrealistic, though, so let's just say that only 2% of people are unsatisfied and 98% of customers are completely happy with the service at both places.
15,000 x .02 = 300 (unsatisfied customers who walked out)
300 x 600/2 = $90,000.00 of lost sales every year for each business!!
And that's with a 2% customer walkout rate (CWR). I tried to low-ball this as much as possible and I wouldn't say it's highly scientific, but I must ask: How much money is walking out your door every year due to multitasking or other inefficient processes at your store?
Solutions
Train your staff how to handle busy situations, give them a reason for going to work and getting something out of it and discuss, rationally, how important it is to have great customer service.
In the past few months, I have experienced much longer wait times than necessary in a retail environment and they all involved a phone. I stood patiently and waited while I watched two employees in particular go back and forth with a phone on their ear, trying to help me out while having a conversation and not really seeing what it was I needed until I pointed it out.
Four multitasking problems worth mentioning (postal outlet, electronics retailer, musical instrument retailer and fast food franchise).
The Postal Outlet Multitasker
In Toronto, Canada Post allows some retail stores to operate a postal business out of them with non-Canada Post employees; it gives us a small town, friendly neighborhood feel. The one closest to my house is in a picture frame shop and the guy who runs it with his wife is usually very efficient, courteous and ensures you get every piece of paperwork when you're done. But he has to learn how to handle phone calls when customers are present.
One day, I went to pick up an eBay shipment from India, and since I'd ordered the same thing before, I had a pretty good idea of what size the package might look like. The gentleman behind the counter took my delivery notice and began looking for my item - then the phone rang! He was talking to someone who sounded important and he kept going back and forth expressing himself with his hands while looking for my package. I said: "Psst! It's small. Probably in that drawer of small things." He looked in the drawer, trying to match the numbers, then he looked on the other side of the counter.
He came back to the drawer, looked again as he talked, then looked elsewhere. I then saw it in the drawer (or, at least what I though might be it - and I was right). Five minutes passed and I just wanted my package because 'time is money'. There were a couple of other customers waiting with me at that point and I just pointed to it; he 'half heard' me and went back to the drawer a third time. I said: "I think that's it." He looked at it closely, matched the numbers and took it from the drawer.
He then hung up the phone and rang the order through. What could have been a one minute transaction took almost ten minutes! I don't even blame the phone, I blame the way the situation was handled. Sometimes, even the most seemingly conscientious people can inadvertently be caught up in a time-waster like that.
There are three other similar situations that come to mind including an electronics retailer employee who was on the phone while I was trying to point out the product I wanted behind the counter (she finally clued in after three minutes), a music store employee who kept me waiting while he was on the phone, handling another customer and even offering to help another customer who 'just walked in' (I had been there for about 15-20 minutes by that time) and finally, a fast food cashier who had to make the food without washing his hands because his manager was in the back taking a break (okay, I admit to the fast food, but I was on the road and got hungry).
So, multitasking clearly doesn't work. If I were less tolerant, I would either complain loudly or never shop at those places again until I had nowhere to shop, but I'm not like that. I always tolerate it because I want to observe the process and develop solutions to these obvious problems. I can't tell you how much money is left behind each and every day by retailers from coast to coast, but if I were to just estimate an amount based on only these four incidences, it would be $1269.00 (that's exactly the amount I purchased).
If we were to divide that by 4, it would be: $317.25. Since I didn't pay anything at the postal outlet and only six bucks at the fast food place, let's just keep it at a loss of $317.25 for two retailers. I should mention that I shop at the latter two business all year long and the last time I counted, I spend A FEW THOUSAND DOLLARS BETWEEN THEM each year. But let's just say one person (me) represented a $300.00 loss per business. If there were 50 other people over the course of a year who didn't spend their money and walked out, that would be a $15,000.00 per year loss for each business (50 x 600/2 = 15,000).
If a busy place gets 50 people through the door each day, on average (I'm low-balling here) and they close on Sundays, that equals 300 people per week and 15,000 per year (based on only a 50 week year due to holidays, etc). 50 unsatisfied customers equals .003% of 15,000. That sounds unrealistic, though, so let's just say that only 2% of people are unsatisfied and 98% of customers are completely happy with the service at both places.
15,000 x .02 = 300 (unsatisfied customers who walked out)
300 x 600/2 = $90,000.00 of lost sales every year for each business!!
And that's with a 2% customer walkout rate (CWR). I tried to low-ball this as much as possible and I wouldn't say it's highly scientific, but I must ask: How much money is walking out your door every year due to multitasking or other inefficient processes at your store?
Solutions
Train your staff how to handle busy situations, give them a reason for going to work and getting something out of it and discuss, rationally, how important it is to have great customer service.
Anybody who takes phone calls at work on a regular basis while in front of customers should have a polite way of telling a customer that it is possible they may have to take a call sometime during their transaction. Nobody wants to hear a gritted-teeth comment like "I'm with a customer" when they're paged to take a call. Instead, the sales person should have a pre-planned script for typical situations ready so they can get off the phone and back with the customer that is standing in front of them.
Stay Tuned for 'Phone Call Etiquette for Busy Salespeople'.
- Buck Moore
Wednesday, September 9, 2009
How to Change Things at a New Workplace
Here are 4 tips for change that I have developed and lived by for almost a decade - and it is a proven method for getting the best results.
Any new team member, especially those in a managerial role, will want to change the way things are done. This happens because the position is fresh, they are excited and they can see ways of improving the company. However, some changes will open a can of worms if implemented improperly. Not everything needs to be 'changed', especially if something is working very well; it may just need to be improved slightly.
The following four step process will allow a new boss, supervisor or department head to manage change in a seamless fashion, if all four points are adhered to closely: 1) Observe you surroundings, 2) Question everything, 3) Make improvements, 4) Keep records.
1) Observe your surroundings - keep a close eye on all processes and make some notes. Pay attention to every aspect of every process and decide whether or not changes are priorities or not. Observe the final outcome (the end result, the product, the service, etc) and evaluate the quality to measure against the ideal the organization has mandated.
Case study: the 'product shot' of a double-layer hamburger looks very juicy, appetizing and the crown of the burger (the bun on top) is perfectly rounded and placed. The whole thing looks hot, tasty and symmetrical - a perfect picture. However, the afternoon shift on every other day (we'll call them Red Team) can never seem to get the product to look like the picture. They overcook the crowns, squish them and slap them on, the patties are sliding out and the lettuce is everywhere.
The new manager assesses the situation and discovers that the Red Team is usually under-staffed because nobody answers the phone when they are on call and staff members regularly call in sick. The manager of Red Team seems overwhelmed and has a hard time keeping his cool. Upon further investigation, Blue Team always has staff, their manager appears to be happy-go-lucky and the overall quality is quite impressive, given the hostile work environment (hot kitchen, line-ups ten deep, etc).
Something is clearly wrong with Red Team. But don't make any accusations until you find out more!
2) Question everything - ask questions of both management and staff, then get to know them as much as possible. Get to the bottom of the situation by going through every detail and don't make any changes until you know the whole story - it'll be better in the long run.
Case study (cont'd): you find out that the manager of Red Team is going through a divorce and has been separated for the previous two years. Some staff report that they do not look forward to coming in to work because they are getting tired of being belittled in front of staff and customers. Somebody tells you 'off the record' that people are trying to switch to Blue Team because they like working for the manager and they have fun while working.
You also hear that the manager of Red Team threw some over-cooked crowns at the crew trainer during one shift in front of everybody. The crew trainer hadn't complained because he fears he'll be fired (he's a teenager and needs the money - his mom is single and she has trouble making ends meet). You then find out that the bun toasters had not been calibrated in a while because the Red Team manager never got around to it, but instead he faked the reports. No wonder the buns were usually over-cooked.
3) Make improvements - have one-on-one meetings with those who are keeping the quality down and let them know you are working on solutions to all of the problems in order to improve the quality. If necessary, send any staff for further education, whether in-house or at another location. Go through the proper procedures for every position and ensure those little details that had fallen through the cracks resurface and are addressed properly. Ask those involved for their input on improving the situation.
Case study (cont'd): you talk the Red Team manager and find out what is slowing him down, in as general terms as possible, and suggest he work in another position or take some time off (or send him to Human Resources so they can direct him to attend a self-help seminar or seek professional help).
You then talk with the crew trainer and explain the situation and why it is so important to address any problems with any management staff by going through the proper channels. Now, it's time for a staff meeting but keep it positive (I've been involved in train-wreck meetings where the staff were accused of many things - not very productive!).
4) Keep records - if your above actions made a difference, you'll need to keep track of the progress. Records will also help you if things begin to slip because you can go back to them and remind yourself of the details and what worked.
Case study (cont'd): the burgers look the same from both Red Team and Blue Team, the overall quality has improved a great deal (as the random 'visitation reports' reveal) and the staff on both Red and Blue Teams are in better spirits. Productivity has improved (as the sales reports indicate) and morale is at an all-time high. It took a few weeks, but you can't hurry resolutions to deep problems.
The above case study was based on real-life situations at a fast food restaurant in Ottawa, Ontario, Canada. There were many problems at that franchise and I was very happy to be a part of the solutions.
One last thing about the four-step process for implementing change - it works!
- Buck Moore
Any new team member, especially those in a managerial role, will want to change the way things are done. This happens because the position is fresh, they are excited and they can see ways of improving the company. However, some changes will open a can of worms if implemented improperly. Not everything needs to be 'changed', especially if something is working very well; it may just need to be improved slightly.
The following four step process will allow a new boss, supervisor or department head to manage change in a seamless fashion, if all four points are adhered to closely: 1) Observe you surroundings, 2) Question everything, 3) Make improvements, 4) Keep records.
1) Observe your surroundings - keep a close eye on all processes and make some notes. Pay attention to every aspect of every process and decide whether or not changes are priorities or not. Observe the final outcome (the end result, the product, the service, etc) and evaluate the quality to measure against the ideal the organization has mandated.
Case study: the 'product shot' of a double-layer hamburger looks very juicy, appetizing and the crown of the burger (the bun on top) is perfectly rounded and placed. The whole thing looks hot, tasty and symmetrical - a perfect picture. However, the afternoon shift on every other day (we'll call them Red Team) can never seem to get the product to look like the picture. They overcook the crowns, squish them and slap them on, the patties are sliding out and the lettuce is everywhere.
The new manager assesses the situation and discovers that the Red Team is usually under-staffed because nobody answers the phone when they are on call and staff members regularly call in sick. The manager of Red Team seems overwhelmed and has a hard time keeping his cool. Upon further investigation, Blue Team always has staff, their manager appears to be happy-go-lucky and the overall quality is quite impressive, given the hostile work environment (hot kitchen, line-ups ten deep, etc).
Something is clearly wrong with Red Team. But don't make any accusations until you find out more!
2) Question everything - ask questions of both management and staff, then get to know them as much as possible. Get to the bottom of the situation by going through every detail and don't make any changes until you know the whole story - it'll be better in the long run.
Case study (cont'd): you find out that the manager of Red Team is going through a divorce and has been separated for the previous two years. Some staff report that they do not look forward to coming in to work because they are getting tired of being belittled in front of staff and customers. Somebody tells you 'off the record' that people are trying to switch to Blue Team because they like working for the manager and they have fun while working.
You also hear that the manager of Red Team threw some over-cooked crowns at the crew trainer during one shift in front of everybody. The crew trainer hadn't complained because he fears he'll be fired (he's a teenager and needs the money - his mom is single and she has trouble making ends meet). You then find out that the bun toasters had not been calibrated in a while because the Red Team manager never got around to it, but instead he faked the reports. No wonder the buns were usually over-cooked.
3) Make improvements - have one-on-one meetings with those who are keeping the quality down and let them know you are working on solutions to all of the problems in order to improve the quality. If necessary, send any staff for further education, whether in-house or at another location. Go through the proper procedures for every position and ensure those little details that had fallen through the cracks resurface and are addressed properly. Ask those involved for their input on improving the situation.
Case study (cont'd): you talk the Red Team manager and find out what is slowing him down, in as general terms as possible, and suggest he work in another position or take some time off (or send him to Human Resources so they can direct him to attend a self-help seminar or seek professional help).
You then talk with the crew trainer and explain the situation and why it is so important to address any problems with any management staff by going through the proper channels. Now, it's time for a staff meeting but keep it positive (I've been involved in train-wreck meetings where the staff were accused of many things - not very productive!).
4) Keep records - if your above actions made a difference, you'll need to keep track of the progress. Records will also help you if things begin to slip because you can go back to them and remind yourself of the details and what worked.
Case study (cont'd): the burgers look the same from both Red Team and Blue Team, the overall quality has improved a great deal (as the random 'visitation reports' reveal) and the staff on both Red and Blue Teams are in better spirits. Productivity has improved (as the sales reports indicate) and morale is at an all-time high. It took a few weeks, but you can't hurry resolutions to deep problems.
The above case study was based on real-life situations at a fast food restaurant in Ottawa, Ontario, Canada. There were many problems at that franchise and I was very happy to be a part of the solutions.
One last thing about the four-step process for implementing change - it works!
- Buck Moore
Tuesday, September 8, 2009
Customer Service Blunders & Solutions Part 3: The Flyer Got Me Here!
A couple of years ago, I was looking for a digital voice recorder that sounded good and had a microphone input, so I could record my speeches and lectures. I came across a flyer from a well-known electronics retailer that had a sale on a Panasonic digital voice recorder with it's own microphone for $69.99. I wanted to run an get it that moment, but I had to wait until a day off.
Since I have about four days off per week, on average, I wasn't in any hurry to shop for the best product at the best price and I went to the retailer with the flyer in hand. I looked around and the store was not very busy (it was Tuesday before noon, after all). I saw a person coding merchandise, a fellow with a customer at the checkout desk and a couple of young staff members talking about what they did last night.
I managed to find the product I saw in the flyer, but it was locked behind a glass door. Since nobody seemed to notice me, I stood in front of the glass for eight minutes until somebody came over and asked me what I was looking for. I pointed to the flyer and then to the merchandise and said I wanted to buy it, but not before I could listen to the quality of it with the microphone.
The sales person went to find the box for the display item, but could not locate it. He said he didn't want to open a new package and that I could buy a new, boxed item, try it out then bring it back if it didn't sound good enough. I explained that I wanted to avoid that process and that I could tell right away if it was of good enough quality by simply listening to it. He couldn't help me, he was too busy with other people (the two young guys were still talking, so they couldn't help me, either).
We could do all sorts of math on how many people like me experience the same sort of thing and how much money walks out the door, but it's safe to say that I'm not alone. Many thousands of dollars are walking out of the doors of even the most prominent retail establishments and staff continue to let it happen. We can't please EVERY customer EVERY time, I know that, but there is little excuse for letting a customer walk when the flyer brought them in!
The Solution
Staff need to know that sales come first - before chatting, before pricing, before 'targeting the bigger spenders', etc. How do you do this? First of all, they have to be treated well. Second, they have to understand how the business works - they are there to help people by providing them with solutions and your store has the solutions (otherwise, why are the customers there?).
How you get this idea across is up to you, but it isn't difficult to learn a few things to improve your bossing skills in order to motivate your staff.
Staff are not simply 'workers' to do what is mandated; they are people that have been hired to perform designated tasks and they should at least partially enjoy what they are doing. People have dreams and ideals and often people who work at the retail level think they are destined for something better and/or simply do not understand the opportunity they have been given. Some will excel and grow with the company and some will move one, but they can all get results, if you can motivate them to do so.
Stay tuned for more!
- Buck Moore
Customer Service Blunders & Solutions Part 2: A Deal is a Deal!
When somebody buys an electric/electronic item in a retail store, they are often given the standard 'one year parts and labour' warranty deal, provided they bring in the item before the expiry date stated on the invoice. This is what the customer is told, in good faith, by the sales person: "If it stops working and it is the fault of the equipment, bring it back within one year and we will send it to the manufacturer, who will fix it or replace it for you."
"Within one year" as measured by the date of purchase, right? Now, I know that a lot us wait until the last second before getting around to doing something with a time limit, however, a deal is a deal, no?
The Problem
A customer came in one day with a guitar that malfunctioned and there was one week left on the warranty. The manager on duty told the customer that they had waited too long and there was nothing he could do for them because it would take a few days to ship it out and perhaps a few weeks to get it back. The customer proved that there was still time left as stated on the original invoice. The manager said, and I quote: "Sorry!" and walked away.
It appeared as if the manager just did not want to be bothered and that the guitar should have, perhaps, failed a few weeks before the warranty expired, not just 'the week before'.
I was coding merchandise as I watched this whole situation evolve and, after the manager left the area, I told the customer to hang on because I would at least try to get it fixed or replaced under warranty. I would like to say that it was not my department, but when it comes to customer service, there really is no such thing. If I really could not help him, I would have found somebody who could - because it is everybody's department to do what is necessary to keep the customer happy and maintain the relationship which has already been developed.
I phoned up the guitar company and asked if I could get an RA number (return authorization) for a warranty repair, copied the invoice, packed up the guitar and sent it back. A couple of weeks later, the guitar came back fixed, I called the customer and he came to get it. I did this for one reason - a deal is a deal. He didn't pay a dime for anything and he was very happy that he wasn't stuck with a broken guitar that he'd have to shell out more money for.
What's the worst that could have happened? The company could have returned the guitar unfixed and said: "Sorry! Can't help you." Also, the manager could have disciplined me for 'insubordination' or he could have even fired me. But I was willing to take that chance.
The Solution
Anybody can pick up a phone and at least 'ask' about a warranty situation, even if it is 'not their department'. In my view, anybody who is not busy in a retail environment is in whatever department that needs help the most.
Clear directives and positive staff meetings can emphasize the importance of customer service. After all, if nobody is buying, who is paying us?
Treat customers right, because when we're not selling, we're buying and we can choose to buy from whoever we want!
- Buck Moore
"Within one year" as measured by the date of purchase, right? Now, I know that a lot us wait until the last second before getting around to doing something with a time limit, however, a deal is a deal, no?
The Problem
A customer came in one day with a guitar that malfunctioned and there was one week left on the warranty. The manager on duty told the customer that they had waited too long and there was nothing he could do for them because it would take a few days to ship it out and perhaps a few weeks to get it back. The customer proved that there was still time left as stated on the original invoice. The manager said, and I quote: "Sorry!" and walked away.
It appeared as if the manager just did not want to be bothered and that the guitar should have, perhaps, failed a few weeks before the warranty expired, not just 'the week before'.
I was coding merchandise as I watched this whole situation evolve and, after the manager left the area, I told the customer to hang on because I would at least try to get it fixed or replaced under warranty. I would like to say that it was not my department, but when it comes to customer service, there really is no such thing. If I really could not help him, I would have found somebody who could - because it is everybody's department to do what is necessary to keep the customer happy and maintain the relationship which has already been developed.
I phoned up the guitar company and asked if I could get an RA number (return authorization) for a warranty repair, copied the invoice, packed up the guitar and sent it back. A couple of weeks later, the guitar came back fixed, I called the customer and he came to get it. I did this for one reason - a deal is a deal. He didn't pay a dime for anything and he was very happy that he wasn't stuck with a broken guitar that he'd have to shell out more money for.
What's the worst that could have happened? The company could have returned the guitar unfixed and said: "Sorry! Can't help you." Also, the manager could have disciplined me for 'insubordination' or he could have even fired me. But I was willing to take that chance.
The Solution
Anybody can pick up a phone and at least 'ask' about a warranty situation, even if it is 'not their department'. In my view, anybody who is not busy in a retail environment is in whatever department that needs help the most.
Clear directives and positive staff meetings can emphasize the importance of customer service. After all, if nobody is buying, who is paying us?
Treat customers right, because when we're not selling, we're buying and we can choose to buy from whoever we want!
- Buck Moore
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