You can’t expect your team to respond to what you’re asking them to do, if you haven’t demonstrated to them what you want.
Recall a a time in your career where your expectations were exceeded either by your boss or your team?
* What were the circumstances around that experience?
* What led to that wonderful outcome?
* How did it make you feel?
* Did you feel valued, needed, important?
* What did that do for your motivation and focus at work?
Did you receive a “thank you” that was really special?
Was there a ‘reward and recognition’ that you unexpected got that made you feel so good inside?
When you had these wonderful experiences, how did it change how you felt about the organisation, the senior leadership team and your approach to your job?
So, as yourself this: Do you give to your team, what you’re asking them to give to your customers?
That’s an interesting question, don’t you think?
What is it that you’re asking from your team? How are you asking them to deal with your clients?
What needs adjusting following feedback from your most recent Customer Satisfaction Survey?
Are they responding the way you want them to?
Are the changes happening as quickly as you want them to?
Do your staff understand what you’re asking of them?
Do you know what your team need from you in order to effect the changes you’re asking of them?
Lots of questions to be answered.
The reason I’m asking these questions is that we quite often ask others to do things, but we don’t take the time to look at it from their perspective.
Take the time to understand:
If you want your team to do something, then you need to lead by example and show them how to do it.
If you’re asking them to “listen more intently to what your customers are saying”, are you “listening” to what your team are telling you?
What actions have you taken in response to the employee engagement feedback? Are you leading by example and showing them how to respond appropriately to feedback?
When something doesn’t go according to plan, how do you respond? Do you respond or react?
Do you look at resolving the “issue” or do you look for blame, rant and rave?
Or do you take some time to contemplate what caused the problem and work with the team to find a way to fix it?
Then, do you do a post implementation review or a post incident review to identify what went wrong so you can learn from the experience?
Some great leadership tips are:
Show recognition publicly
Review together as a team to find the issue – if it’s a systemic issue, you can fix it by changing the way things are done.
If someone has made a mistake, correct it one on one with them – do it in private.
Start by asking them if they know what happened and in hindsight would they do anything differently.
If you have to explain what happened, use the SBI model and keep your tone neutral.
talk to them, explain the Situation, then their Behaviour (what they actually did, the actions they took, explain without emotion, be factual) and detail the Impact this incident has had.
We all make mistakes. Using the SBI model to explain what occurred and the impact it had allows you to stay on track by being factual, without using emotive words.
And, we also do some great work. How often do you recognise and celebrate successes, even the small ones?
Get into the habit of saying ‘thank you’ each and every day – celebrate the small wins so that feedback, both good and not so good, are just part of how you do things with your team.
Do you go above and beyond for your team? What would happen if you did? Do you think it would change their outlook on how they treat customers?
Your team will treat your customers and other staff the way you treat them. The key is to create an environment where people feel valued and appreciated.
Share below, something that you do with your team to lift them up.
Helen brings a wealth of experience gained over 20 years in Human Resources in Australia and overseas.
Images by JKO
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