10 episodes
Firing on all Cylinders Jim Clemmer
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- Business
There are many reasons that most efforts to improve customer service levels fail. High on that list is a poor understanding of how to define, tune into, and measure customer expectations. Another key failure factor is rooted in the organization's culture. Frontline service providers don't feel well served by their organization. That's because most managers are cops rather coaches, send inconsistent signals on customers' true value, and aren't effective team leaders.
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Team Leadership Skills
The extent to which supervisors and management embrace the movement toward an involved, team-based organization is heavily influenced by their team skills.
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Coaching Skills
Coaching skills are critical -- so why aren't managers and executives better coaches? This month's podcast looks at key coaching skills and how to develop them.
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Employee Involvement Teams and the New Organization
Delivering great service, being involved in the improvment process and contributing to a teams effectiveness is a voluntary effort. No amount of pushing from management will produce continuous improvement.
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Signaling Commitment
Whether Service/Quality improvement will be a true cultural shift or 'just another program' depends on the signals management sends with its daily behavior. This month's podcast looks at the critical aspect of management buy-in and committment.
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New Management Roles and Skills
Nurturing volunteerism across an organization requires radical changes in the way managers and executives perform their own roles. This month's podcast looks at the changing role of different levels of management.
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Measuring Customer Satisfaction
What to measure and where to start is simple. Start with those things your customers find important.