Customer Service Articles

Talent Management: How to Retain Top Talent Without Derailing the Organization When Fast Tracking

Shailiza Manandhar — Fri, 05 Mar 2010 16:16:00 GMT

Sara LaForest and Tony Kubica, Article Marketing Experts

Most people would not choose to build a house on a weak foundation. Why then do leaders risk the company’s future on an untested, inexperienced employee?

To keep them motivated?

To ensure they stay with the company?

But at what cost – to the employee, the employees who work for them and the company.

Yes, if you want to retain your top employees, you must…

1. Give them a reason to stay
2. Find a way to motivate them
3. Reward them

But, if you reward too much, too fast – it can be dangerous for your entire organization.

In order for companies to retain top talent and stay competitive in today’s market they are engaging in fast tracking. This means they are moving selected employees quickly to or through managerial levels in an organization.

5 Reasons Why Fast Tracking is a Dangerous Strategy for Increasing Employee Retention

1. Skills can be learned quickly; experience takes time. In order to be an effective leader, your managers need to gain experience in:

Correctly identifying and solving problems
Framing and making good decisions
Dealing with the myriad of people-related issues that confront every manager in every organization
Organization course correction
Role-based leadership

2. Many times, when your organization engages in fast tracking, a new manager will set a new initiative in motion and then leave the position before the impact of the initiative is realized.They are missingthe day-to-day experience of interpersonal behaviors and interactions that come with any transition—the intangible. It’s these subtleties that are often missed. And it’s these subtleties and the way you handle them that hones a good leader.

3. Each managerial level brings new challenges and requires different skills and behaviors. Moving too quickly through an organization runs the risk of missing critical experiential learning. Experience is accretive and it is difficult to learn vicariously. What you learn today you use as a framework for how you behave and react tomorrow. Short changing this learning cycle can result in a leader derailing later.

4. When leaders derail because a company engaged in fast tracking in order to retain top talent, it creates a disastrous domino effect for the organization as a whole. We all know that the number one reason people leave a company is because of their immediate supervisor. We also know that poor decisions and poor problem solving skills can result in service and profitability deterioration for a company.

5. Fast tracking creates a winner / loser environment within the company. Unless you want to build a highly-competitive, stressful environment and internal culture that makes your employees hate Mondays because it is the start of a work week, creating winners and losers is not a good long term strategy.

Why Companies Engage in Fast Tracking Even Though It’s Dangerous to the Health of their Organization?

Companies need to grow talent internally and insure smooth management transitions. And the reality is that some industries are disproportionally affected by talent shortages (such ashealthcare)and may have no other choice than to promote an employee who is truly not ready to handle the position.

(This is a common practice for technical and clinical staff promoted to management).

So what should you do?

7 Tips for Retaining Top Talent Without Hurting Your New Manager, Employees and the Company

1. Develop a succession plan for your company. This means get committed to a process or structure of internal management and talent development.

2. Identify individuals within the organization who have the potential to move into leadership positions. You should be identifying multiple candidates for each position. Don’t be afraid to take some risks in candidate identification. Not all high potential candidates initially present an outgoing and aggressive demeanor (and remember these qualities do not necessarily ensure a good manager.)

3. Provide the identified individuals with opportunities to take on additional projects to demonstrate their skills as well as their ability to learn and grow.The projectsshould create the opportunity for the candidates to “live” with the consequences and take responsibility for their actions and decisions.

4. Provide new managers with an internal mentor and an external coach to insure support during the transition process. This support should be for at least six months to one year. This process is referred to as: transition integration”.

5. Give all new managers a personality and job performance assessment. This is a valuable tool in identifying emerging leader attributes and potential risk areas. Now you will be able to enable early intervention and prevention and give the most effective support to the new manager. This is better than the“sink or swim” approach to learning that new managers are often thrown into.

6. Provide all candidates with self-assessment tools and learning opportunities. Do this both within the organization in the form of added responsibilities and through outside learning opportunities such as conferences and executive education programs, professional memberships.

7. Monitor your new manager’s progress (through the supervisor andmentoring and coaching support) and review your succession plan each year. Evaluate the success of the current program and the individuals in the program. Improve where necessary and identify and support new leadership candidates.

Be aware that some candidates simply may not be interested in this more protracted and performance based approach. They may feel threatened or choose to leave. That’s OK too. The risk of promoting too quicklyand the derailment that could occur is not worth the harm an unprepared manager can bring to the organization.

Talent is to be developed, not anointed.

About the Authors

Management Consultants Tony Kubica and Sara Laforest have 50+ years of combined experience in helping small and large businesses accelerate their business growth in record times.Now get their FREE WHITE PAPERS: “Self-Sabotage in Business” and “Effective Talent Management and Integration now at: http://www.kubicalaforestconsulting.com/resources.php and learn how to retain top talent and profits!.

Trust: A Competitive Advantage

Ina D — Mon, 22 Feb 2010 16:58:00 GMT

Pam McGee | ThePartnerChannel Magazine

A client of mine recently asked me what I would change about his company if there was only one thing to change. My answer was simple and straightforward: the level of TRUST.

The client – who is the company’s CEO – was aghast. He was very adamant and almost offended that I gave that answer. However, after reading Stephen M.R. Covey’s book “The SPEED of Trust: The One Thing That Changes Everything”, I have not been able to ward off the cost of low trust to companies’ bottom lines.

Covey professes that high trust environments get things done quicker and cheaper, and low trust environments are slower and most costly. His simple example is Herb Kelleher, CEO of Southwest Airlines. Kelleher was walking down the hallway when one of his trusted senior leaders asked him if he could spend more than a million dollars on a project. Kelleher said, “Sure.” This decision and transaction took a mere five minutes. How long does it take most companies to fill out the paperwork, submit the proposal, wait for approval, discuss it at length, gather more data, and analyze the request to death? What Kelleher has created in his company is high trust. He trusted this leader’s sense of direction, motive, and confidence. I am not advocating spending money on a whim or not doing due diligence or analysis. What I am advocating is creating a company culture that is fast and furious in trusting employees to do their best work. Trust is not a mystery, yet it is often misunderstood. One myth is that trust is synonymous with honesty. Honesty is one component of trust but not the complete picture. The second myth is that trust must be earned. What if we looked at trust as something to give away, and the more you gave it away, the more trusted you and your company became? The third myth is that trust is one dimensional and based on what you do or say. It is not one dimensional; it is six dimensional. The six dimensions are commitments, competence, intentions, policy, process, and ego.

Commitments
Where do you start to build a high trust environment? The first and biggest way to build trust is to keep commitments to others and yourself. I once worked with one of the brightest and best leaders; however, I could never trust him. He would say, “I’ll get to that later or tomorrow,” and often I was left without an answer. From his vantage point, sometimes he just did not have the answer or he was working on the answer. However, a leader who wants to foster high trust will let his/her team know that it the project is still a work in progress, is stalled, or simply cannot be addressed or answered at this time. This is a very old adage: if you say you are going to do something, do it. If you can’t get it done or something is preventing you from getting it done on time, let everyone know the situation. This also relates to missed deadlines. Treat a deadline like sacred terrain. If you want trust, do what you say you are going to do when you were supposed to do it. Period!

Competence
The second way to build trust is to be sure you can do what you say you are going to do. At one point in my college career, I studied to become an accountant. The work was very painful, and frankly I don’t think I was smart enough for the work. I would have continuously violated trust with my peers because I could never figure out why things had to be so exact. I just don’t have the competence for that type of detailed work. If you are leading a team, a quick win to building trust is to ensure that the team members have the right training, tools, and technology to be successful in their roles. Others will trust them more, they will trust you as the leader more, and they will trust themselves more.

Intentions
The third component of building trust is to check your intentions. There are three people in my department that I don’t trust, and I’ve thought and thought about why. They pretty much meet deadlines, do what they say they are going to do, and are very competent as teachers and program coordinators. However, I don’t trust them because without avail they will always take care of themselves before someone else, and even at someone else’s expense. Their motives are very clear. They want what is best for them, and hopefully that will not interfere with what is best for others. They never sacrifice for something else, even if it would benefit someone or something more than themselves. Their motives are selfish. It is hard for me to trust that they will represent my program accurately, want the great things that I want for my team, or do me any favors. I don’t trust they have anyone’s best interest in mind but their own. As a leader, are you building a team that puts the greater good before themselves and their agendas or are you building individuals that want to win at all costs?

Policy and Process
Policy and process can be termites in a business, gobbling up trust. For example, do you require five levels of approval on an expense report? If so, why? Do you not trust your people? Is your policy screaming low trust? Do you have a process that is so broken that no one trusts the results? Is it a customer satisfaction tracking process? At my university, there is a form called the “course exception form”. We use it to override courses when it does not make sense for the student to complete the course based on his/her prior experiences. It is a simple one-page form; it takes seconds to complete. Where the trust is violated is that after I send the form to the records office, it never gets keyed accurately or it gets lost. On average, I fill out and submit six course exceptions until the form sticks. What do you have on your team or in your company that no one trusts? Is it a budgeting process that never works? Is it a development roadmap process that never works and never holds true to the roadmap or the deadlines? Those understandable items in business cost you a lot of trust. If your development roadmap violates trust, you probably, on average, have six to 10 extra meetings and 15 to 20 extra e-mails because of the lack of integrity the process is screaming. And that’s a very conservative estimate!

Ego
The last component of building trust is to keep your ego in check. I just don’t trust people who are full of themselves. If they are too full of themselves, there is no room for an honest mistake or for admitting when they are wrong or for doing something that would benefit the group more than themselves. Their egos could just not take it. Ego is good when it helps us build confidence; it is bad when it builds confidence at the expense of others.

As a team leader or CEO of a company, you have six distinct dimensions to analyze your level of company trust—commitments, competence, motives, policy, process and ego. What’s stopping you from a building an environment that is fast and costs less? In today’s world of low trust, high trust might just be your competitive advantage!

For help in building trust at your company, contact Pam McGee at pmcgee2@hotmail.com.

I Feel the Need to Believe

Ina D — Thu, 18 Feb 2010 19:55:00 GMT

Tracy Faleide | ThePartnerChannel Magazine

My husband and I love to road trip. We took off on a rainy Friday afternoon a few weeks ago to drive around Lake Michigan, armed with road maps and only a general idea of our route. No itinerary. No reservations. Just a couple simple rules: 1) we keep our budget low and sense of adventure high by staying at kitschy Mom & Pop roadside motels; and 2) we avoid chain restaurants and obvious tourist traps. This strategy has served us well on other trips, with the possible exception of the night we came close to sleeping in our car somewhere between Sault Ste. Marie and Thunder Bay. How could we have known late September was bear-baiting season along the north shore of Lake Superior? Thankfully, we got the last room at the Big Bird Inn in Wawa, Ontario – an experience as quirky and delightful as you can imagine.

On this trip, we were burdened by one additional rule – I had to have high-speed wireless access so I could finish up a project that involved sending and receiving large presentation files. Impossible, you wonder? Not really, we discovered. We succeeded nearly every night to find a motel that followed all our rules. As always, I learned a lot during the trip: it’s much easier to find motels before dark; driving through sand drifts is not at all like driving through snow drifts; and, trust is the key ingredient when choosing a roadside motel advertising free WiFi.

Case in point. We pulled into Traverse City, Michigan late one rainy afternoon feeling tired, hungry, and more than slightly crabby after a long day of adjusting the speed of the windshield wipers. We made a discovery pass through town and spotted several motel possibilities. I inquired at the first stop to discover the “no vacancy” sign hadn’t been updated and was no longer true.

After a 10-second interaction at the second stop, my gut told me to move on. The big-eyed high-school girl at the front desk shrugged and stared blankly when I asked her how reliable the wireless network was. “It says we have wireless on the sign so I guess we must have it,” she explained, “but I don’t have a clue about it.” No, I thought, you don’t. So we moved on down the road to the Sierra Motel.

I got an immediate good feeling when I saw the front desk attendant who I thought must also be the owner. I was right. Slim was his name and customer service was his game. He greeted us like old friends, which was a great relief after our long day on the road. When I asked about wireless access he said with conviction, “we just had ’er overhauled, and I know it works like a charm – you won’t have any trouble, m’ dear.” How could I hesitate? We were checked in within five minutes. He even stopped by our room while we were carrying in our ridiculous amount of luggage to make sure everything was okay.

Later that evening, after enjoying surprisingly good pub grub at a charming downtown joint, I sent my big file with ease. It was then I came across Slim’s mission statement, which was proudly displayed on the desk next to stacks of helpful tourist guides he provided for his guests.

A customer…
• Is the most important visitor on our premises
• Is not dependent on us, we are dependent on him
• Is not an outsider in our business, he is a part of it

We are not doing him a favor by serving him, he is doing us a favor; by giving us the opportunity to do so.

I felt Slim’s commitment to his customers immediately, and as a result, I trusted him when he assured me I’d have no trouble sending my file. Although we represented only $50 in revenue for him that evening, he treated us as if we were his most important guests. (Since I’m telling you all about Slim and his Sierra Motel, perhaps he will eventually get much more reward from our one-night stay.)

Driving hundreds of miles a day afforded me lots of time to think (much to the relief of my long-suffering husband, who by day five was weary of my desire for meaningful conversation). I thought a lot about the vast difference between Slim and the 17-year-old attendant at the motel we decided against. Here’s what I concluded.

1. Slim really understands his guests’ needs. His sign said “great rates, fridge, microwave, free WiFi.” Everything fellow travelers need to know about a roadside motel, in my opinion. (I can’t tell you how many potentially great places we passed up because they weren’t as forthright on their signs.)

2. Slim ensures everyone he employs lives and breathes customer service. As we were checking in, an off-duty employee came into the office with takeout supper for Slim. We asked whether there was a grocery store nearby. He stepped outside with my husband to provide clear directions – supplemented with directional pointing – to Tom’s Food Market. He even offered to drive ahead of us if we needed more help finding it.

3. Slim displays his commitment to customer service in every room. In the many roadside motels we’ve encountered, I’d never seen this done. Heck, I don’t think any of the 5-star hotels I’ve enjoyed over the years came close to having such a simply stated and obviously followed mission statement.
In the end, it all came down to one thing – the way in which Slim answered my question about the reliability of his wireless network. He knew it was important to his guests. He’d invested in an upgrade and tested its reliability. He knew for sure that it would work for me. And I believed him.
Come to think of it, most of my purchase decisions come down to trust – oftentimes in an individual. (Like Randy, the salesperson who sold us the new vehicle we sufficiently broke in on our trip.)

Whatever it takes to get your employees to the point where they can anticipate and answer your customers’ questions with conviction and confidence is worth it. He who hesitates (or she who shrugs and stares) is lost, indeed.

For help instilling deeper levels of trust amongst your employees and customers, or to hear more highlights from the shores of Lake Michigan, contact Tracy Faleide at Tracy@bellwetherworks.com.

Use Social Media to Listen to Your Customers

Tracey Cummings — Wed, 09 Dec 2009 17:09:00 GMT

by Joe Rotella

You’ve probably heard the statistic many times. The most significant reason customers leave one provider for another, coming in at a whopping 68 percent, is “perceived indifference.” Simply put, customers don’t feel like their service provider cares about them.

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Customers want to be heard and want to know you understand their needs and wants. If you’ve worked to position yourself as their “trusted advisor,” they may even expect you to know their needs and wants better than they do. Showing that you really understand your customers and their industries can help you deliver exceptional service – the kind of service that separates you from your competitors and creates intensely loyal customers.

The incredible surge of social media means more and more people, including your customers, are sharing their thoughts and feelings on the Web. And, it continues to gain momentum. While individual sites or tools come and go, the overall trend is toward faster and faster adoption of social media. According to survey of 2,253 adults by Pew Internet & American Life Project, one third (35 percent) of American adult Internet users have created a profile on an online social network. This is four times as many as three years ago.

How do you listen to all the chatter on the Web and find what’s important to your customers and your industries?

Four Free Tools to Help You Listen to the Web

»» Google Alerts – www.google.com/alerts

Set up alerts to monitor your top-tier customers as well as your company name and the names of your clientfacing staff. Google does the work of crawling the Web to find mentions and then sends that information to your inbox.

»» LinkedIn Network Updates – http://www.linkedin.com/

As you build your LinkedIn network, include your clients. The network updates you receive will begin to provide insights into their world. Profile updates could indicate a single promotion or reveal a broader reorganization. Status updates often include glimpses into current projects. Events could show you where your customers are going to get their information.

»» Monitter – http://www.monitter.com/

It seems like everyone is sending a 140-character “tweet” on Twitter about everything from what they did that morning to an interesting article they read. Keeping track of it can be overwhelming. Beyond the integrated search of Twitter apps like Twhirl and TweetDeck, Monitter provides realtime monitoring of the Twittersphere.

»» Technorati – http://technorati.com/

Billed as the “leading blog search engine,” Technorati helps you find postings that can provide insights to challenges your customers are facing or what industry trends are heading their way.

Tune your listening skills to focus on information you can use. Listening to everything all your customers say on the Web would be nice, but it’s unrealistic. Focus on your most profitable customers and on things you can use to make a difference in your service delivery.

Five Things to Listen for on Social Media

»» Complaints

Some customers have trouble being candid with their service provider, no matter how many times we ask if they are okay. Unfortunately, some of those same customers have no trouble posting their frustration on the Web. When you hear a complaint, do something about it. Bring a solution to the table and show your problem-solving skills. In many cases, the most loyal customers are ones that have had a bad experience that was promptly resolved.

»» Needs

If you’re listening carefully, you could catch wind of a need. A customer sharing a “pain” or “gain” is an opportunity for you to rise to the occasion and help. Even if you don’t directly offer a solution, you might be able to refer them to a Partner. A true “trusted advisor” sometimes offers advice that doesn’t put a penny in his/her pocket.

»» Successes

Everyone loves to be recognized when they’ve achieved a goal. A word of “Congrats!” to a client who has won an award, closed a big deal, or made a difference in the community shows you are listening and take pride in seeing your clients succeed.

»» Praise

If a customer says something nice about you, thank them! A hand-written thank you note for a glowing comment is going to make them feel appreciated. It might also give you the opportunity to ask for a testimonial for your Web site or a recommendation on LinkedIn.

»» Tips and Trends

A key component of social media is sharing – finding useful information and passing it along. As you listen, you will come across information that might interest your clients. For example, if you listen to #nonprofits(1) on Twitter, you will frequently see posts with links to articles showing how non-profits are using technology to fulfill their mission. You could pass those same links along to your nonprofit clients through social media, email, or a newsletter.

Be Prepared and Take Action

Listening is just one step in the right direction. Listening can help you understand the industries your customers work with, what your customers are doing, what challenges they face, and where they are succeeding. This is valuable information for both presales and account management.

Listening alone does not make your customers feel special. You have to take action so they know you heard them and care about what they have to say. Those actions can be as simple as an e-mail, as warm as a card in snail mail, or as personal as a phone call. Develop systems and processes to make it easy to listen and respond to what you hear. For example:

»» Create a system to set up Google Alerts to listen to top-tier clients as soon as you get the engagement agreement

»» As part of your project kickoff, build in the process of inviting clients to connect to your network on LinkedIn

»» Have greeting cards on hand for special occasions and words of thanks

»» Have template e-mails ready to share tips and trends you’ve found on the Web

»» Collecting resources for a newsletter? Develop a process to harvest and store articles you find while listening

Social media has made it incredibly easy and inexpensive for people to share with one another, sometimes reaching a bigger audience than they ever could in the past. If you can carefully listen, you’ll be able to think more like your customers and less like a service provider. If you can act on what you hear, you’ll build stronger relationships with your customers and be more likely to deliver exceptional service.

About the Author

Joe Rotella is CTO at Delphia Consulting where his team helps clients define, design, and build an exceptional Web presence. According to Bob Scott, he’s “…something of a one-man think tank and has been doing more innovative things with the Internet than anyone I’ve met yet.” When he’s not working, geocaching, speaking, or riding his Vespa scooter, he’s busy tweeting or posting to his blog, http://www.joerotellasays.com/.

1 The pound symbol (#) before a word or phrase (without use of spaces) is called a “hashtag” in Twitter lingo. Hashtags are used to track postings about a particular topic. You can either enter the pound symbol plus word or phrase into your search bar or check Web sites such as www.tweetlater. com, www.tweetbeep.com, or www.search. twitter.com to read tweets involving your desired topic.

Improving Customer Experiences - Is It Still Important Or Is Price The Only Thing That Matters?

Tracey Cummings — Mon, 07 Dec 2009 19:31:00 GMT

By Scott Glatstein

Has the economic downturn minimized the importance of the Customer Experience?

In Chapter 5 of my book, Strategy Activation: How to Turn Your Vision into Marketplace Success, I talk about how important it is to improve your holistic customer experience to differentiate your company from your competitors. As products and services continue down the inexorable path toward commodification, it is the ongoing customer experience that drives customers to choose one vendor over another.

However, in the past two years, as the economic downturn has forced significant changes in customer behavior, many have questioned the importance of the overarching customer experience. These naysayers claim that in tough times price is the only thing that matters. Customers, they say, are more likely to accept a bad experience as long as they are getting a good deal. This perspective, however, is not confirmed by the data.

When Money is Tight, Customers Expect an Even Greater Customer Experience…

The most recent Harris Interactive Customer Experience Impact Report surveyed consumers on how they engage with companies both online and via phone, what they find frustrating, and how negative and positive customer experiences affect them.

They discovered these facts that are startling to most business owners today…

• 87% of the surveyed consumers stopped doing business with an organization or company because of a negative customer experience. That’s up from 68% reported just two years ago.

• Even during tough economic times, the significance of customer experiences does not dwindle. More than half (58%) of consumers polled said they will pay more for a better customer experience during a down economy.

• Consumers stated that the most important thing companies could do to encourage them to spend more is to improve the overall customer experience

So, it’s clear that even when finances are tight, people still value good service.

Why This Study’s Results Are Not Surprising To Me…

When money is easy to come by customers are likely to be more forgiving. Consider this restaurant dining example…

When the economy was booming many couples found themselves dining out twice per week or more. With eight to ten dining-out occasions per month a single bad experience is easily forgotten. However, when belts tighten, monthly dining-out occasions may settle back to just two or three. With fewer opportunities to “splurge” on an evening out couples and families now demand that each experience justifies the expenditure of limited funds. Thus a bad experience like poor service, long wait times and cold food makes a bigger impression and stays with us longer.

Once you have a bad customer experience, you may wait months before you visit that restaurant again – and that’s if you ever go back. Plus, you’ll probably tell your family and friends about your experience. This will make them think twice before they visit that restaurant.

Real Proof That Bad Customer Experience News Travels Far…

A recently published Forrester Research report, “How Customer Experience Drives Word of Mouth” cites:

• Consumers tend to discuss bad experiences with more people than they discuss good ones

• Gen Xers, as a group, tend to tell the most people about a bad experience

• Gen Yers are the chattiest in general. They are more likely to tell someone about a good experience. They are also the most likely to share a bad experience.

So, don’t you think that you should find out right now exactly what your customers are saying about your organization’s performance over the past eighteen months? Have their experiences diminished in the wake of corporate austerity? As we begin to see the recession bottom out, now is the time to explore this issue; to find new ways to improve the customer experience; to ensure that your customers have only good things to say!

About the Author

Strategy Execution Consultant Scott Glatstein, President of Imperatives LLC turns market opportunities into record breaking profits even in a recession. Now, with his new book, “Strategy Activation: How to Turn Your Vision into Marketplace Success,” Scott unveils his groundbreaking plan for improved customer experiences and higher strategic profits. Get your FREE Sneak Preview at: http://www.strategyactivation.com

Speaking Your Customers' Language

Tracey Cummings — Wed, 25 Nov 2009 16:22:00 GMT

By Patrick Collins

There’s no doubt that getting lost in translation can be amusing. I once wrote the materials for a launch of a new Microsoft Dynamics® release. One of the ways we described the new product was “top shelf,” meaning, I thought, of a high quality and superior value. Except that in certain countries where, of course, the product was being released, “top shelf” meant movies with a decidedly adult theme, because at the video stores in those countries, the top shelf is where they’re kept.

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An extreme example, perhaps, but one with a fundamental lesson at its core: if you’re not speaking your customers’ language, you’ll lose them before you’ve even begun. I’ve worked with dozens of Microsoft Partners over the years, and it seems to me that one of the main advantages of being a Partner is that you have the power of a global brand and all that it entails behind your name while, at the same time, the degree of flexibility necessary to respond to your customers quickly.

One of the areas where this flexibility is an asset for you is the way you communicate with your customers. Say, for example, that you realize that your customers are turned off by the word “power” and are more responsive instead to the word “impact.” Go for it. You have the world-renowned brand, yet you don’t have to suffer through a vetting process throughout your company that makes a nomination to the U.S. Supreme Court look like a breeze.

Most people reading this article are probably – I hope – already paying close attention to how they communicate with their customers. But for those of you who aren’t, and for those of you who are perhaps intimidated by the prospect of tweaking all of your collateral, here’s a handy tip: the best way to learn a new language is to listen to it being spoken. Put another way, if you want to learn to speak fluent French, go to France.

The best way, I think, to jump-start your listening endeavor is to get feedback directly from your customers. Offer to treat a trusted customer to coffee or lunch. Ask for feedback on everything from your Web site to your business cards. If the idea of negative – or constructive, as it’s called – feedback is uncomfortable for either of you, use your competitors’ marketing materials. Regardless of the company, what your customers don’t like will almost always tell you a lot about what they do.

I tried the direct feedback approach once, and it changed the way I write case studies. I was at a conference, making my way through the expo hall, when I came across a booth staffed by a non-profit, volunteer-managed group that helps start-ups focused on renewable energy. The organization depends on grants and awards, and to solicit and secure those funds, they use case studies – one-page, clearly written, crisply designed case studies. In his day job, the man staffing the booth is an engineer who approves, or denies, technology investments on behalf of the state where we both reside. So he and I got to talking about case studies – geeky, I know – and he told me that if he doesn’t immediately see the case for the purchase made in clear, concise numbers, said proposal lands in the reject pile.

There’s a valuable lesson to be learned from the engineer’s numbers fixation. Just because he rejects a request to purchase new technology does not mean that the technology – or the request for that matter – wasn’t compelling. What it means is that the numerical version of the story wasn’t presented quickly or clearly. If you think of this guy as your customer, the one piece of information that turns a red light green in his decision-making process was missing. If your customers are numbers folks – and I’d guess most of them are these days – make sure your numbers aren’t just in the first sentence but are the first sentence. Use a larger, bolder font. Incorporate them into your customer quote if possible. Nothing says “buy from me!” than a quote along the lines of, “The technology we bought from [your company name here] helped us save a million dollars as the economy was tanking.” Dramatic, sure, but you have to admit it says something worth remembering.

You may have customers for whom numbers aren’t the star attraction. Many small businesses, or IT departments within larger businesses, are more concerned with security, how complex – or not – the deployment and training will be, or whether or not they’re going to have to start over from scratch each time the company expands or changes focus. Patrick Collins The important thing is to address whatever it is that’s most important to your customers, and to do so quickly and clearly.

My second example comes from the realm of real estate. In my experience, making the decision to invest in technology is in the same league as deciding to buy real estate when it comes to the potential to get utterly lost in translation. Mortgages that come in more varieties than shampoo, interest rates, balloon interest rates, inspections, liens, property taxes, abatements, right of refusal, mortgage insurance … what’s so bad about renting?

My point is that it’s overwhelming. One of my clients is a real estate agent who told me one morning that she felt she was losing potential clients because she was, in her words, giving them a headache. Her solution was to develop a script of sorts to use when talking to potential buyers or sellers who had already been through the drill. Then she developed a second, more tiered script to walk the firsttime buyer through the process. The scripts provided a framework for conversations she had with clients at very specific points. Her reasoning – and I think it’s relevant to nearly any industry, including technology – was that a potential buyer doesn’t need to be inundated with data on the smorgasbord of financing options available when he’s still weighing the pros and cons of various neighborhoods. The neighborhood conversations, she decided, should focus on things like schools, local crime statistics, and the city’s development plans – or lack thereof – for the area. Her willingness to look at things from her potential client’s point of view rather than her own, and then act accordingly, is a great example of the power of speaking your customers’ language. And the volume of first-time buyers referred her way in spite of a shaky economy and job market is a testament to her strategy.

Finally, as always, whenever you’re rethinking how you communicate with your customers, set your pride aside and recognize the fact that they’re not sitting at their meticulously organized desks, hands serenely folded, waiting to hear from you. Remember, their schedule is as hectic – if not more so – as yours. So catch their attention. Make it worth their while. And give them something to remember.

About the Author

For nearly 20 years, Patrick Collins has been listening carefully to subject matter experts in order to transform complex material into concise and understandable copy. Before starting his own communications consultancy, Patrick was a senior writer for a global PR agency and worked for Washington University in St. Louis, the University of Wisconsin in Madison and the Northwest Regional Educational Laboratory (NWREL) in Portland, Oregon.

Don’t Focus on the Customer; Engage the Customer

Tracey Cummings — Tue, 10 Nov 2009 23:09:00 GMT

by Pam McGee

Two years ago, a study by the Economist Intelligence Unit (EIU) revealed that four out of five executives believed that companies were losing sales every year because of a failure to engage customers. Furthermore, 80 percent suggested that increased customer engagement would translate into improved customer loyalty, and 75 percent said it would translate into increased revenue and profits. So how do you engage a customer?

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Conventional methods of customer engagement include asking for their feedback on surveys, training your employees to provide good customer service, and holding a customer appreciation event.

Those activities are great gestures, and customers certainly enjoy being listened to, treated well, and appreciated; however, they are not enough to sustain a customer relationship.

With today’s sophisticated customers, those customer satisfaction and feedback processes are almost implied. It is customer engagement that drives loyalty and return on investment (ROI): 68 percent of the time, an engaged customer leads to increased sales; 67 percent of the time, an engaged customer will recommend a product to someone else. 1

Engaging a customer creates relationships. Engagement is the deep connection a company or brand creates with a customer, a connection that drives purchase decisions, interaction, and participation over time. 2

Studies also indicate that customer engagement results in higher employer satisfaction and increased competitive differentiation. How do you create a company focused on engaging the customer?

Trust

To engage a customer, how about you trust them? I don’t want to be “engaged” to anyone that I don’t trust. The same rule applies to engaging consumers. Most companies have policy after policy that protects them from the “evils” of customers. Some of those policies – but not all – are necessary safety nets. Policies sometimes get developed because management does not want to fix what the underlying problems are.

Years ago when I worked at a Dayton Hudson department store, a customer could return anything, without a receipt, within 90 days of purchase, even if it had been worn or returned in an open package. Mr. Dayton believed that most people are trustworthy, and he would not punish all customers because of the 10 percent or less that abused the policy. Mr. Dayton gave trust to customers. He was also able to prove on the books that the loss he took on the 10 percent that abused his policy was far less than the gains he earned on the 90 percent who were much more loyal because of his liberal return policy. If you want customers to engage with you, trust them.

Community

Recently I was in Chicago at a World Future Society conference. When my buddy Mike and I got out of the taxi to register, we were overwhelmed by hundreds of people in the hotel lobby wearing Chicago Blackhawks jerseys. There was a Blackhawks convention that same weekend in our hotel. I have to admit: I didn’t know what a “Blackhawks convention” was. What would fans of hockey players do at a convention? It seemed peculiar to me. What seemed even more peculiar was the amount of excitement, chatter, commitment, and loyalty these people radiated. Matter of fact, fans were riding up and down the elevator with the hopes of talking to a player.

After a weekend of elevator conversations, it was very clear that it was more than just about being a sports fan; it was about being a part of a community. Hats off to the Blackhawks team for creating such engaged, committed fans. It wasn’t a user conference. They were not trying to sell anything. They were merely engaging in dialogue with people who have a common passion and interest. If a hockey team can do this, surely a business can! Wouldn’t you just love it if your consumers were so excited that they rode the elevators to just talk to you, your leaders, or one of your employees?

Passion

Ever want to be around someone or something just because they are so excited about what they are doing? Recently I attended a summer play and had the chance to talk to some of the young cast members (14 and 15 years old). They were so excited about having spent their summer studying drama and theatre; they almost had me convinced to audition for a play. Passion breeds passion, and people want in. Genuine passion is impossible to fake. Does your company have an excitement about your product, customers, and employees that is contagious? Are you having some fun with your product and services?

The play’s director spoke at intermission. I thought he would give us the traditional “thank you for coming, thank you for your money, and thank you to the people who helped put this on.” Yawn. He didn’t do that. Instead he talked about the love for the theatre, the love for the kids, the purpose of comedy in society, and why the world just could not live without the theatre.

By the end of his genuine, passionate speech, I was on the edge of my seat with my pocketbook open. You may be thinking, “but how does this apply to business?” According to Betsy Sanders, author of “Fabled Service”, the number one broad reason why customers “defect” from a business is “perceived indifference.” Isn’t a part of perceived indifference the lack of passion? Creating a contagiously passionate environment is a way to engage your customers.

Processes

There is nothing more frustrating to me than when a company asks me to engage with them, and then they make it almost impossible. A few years ago, a cell phone company asked me to pay my cell phone bill online. I thought, “okay…bill paying online is so mainstream… I better get on board.” During this process, I had to fill out six forms, create two passwords, and sell them my firstborn child (okay, that last one was an exaggeration). However, the process for paying online was so broken that it took six months for them to resolve my password problem, another three months to erase previous inaccurate information, and another six months to win me over again to pay my bill online.

I think you get my point. How in the world can you think about engaging a customer when some of the “processes” you have created may be alienating them? These processes are usually sacred cows that have become taboo to talk about. As Jim Collins states in “Good to Great”, “surface current reality fast, and listen to the brutal facts.” If you want to do a process review, invite four unhappy customers into your office and ask them to tell their story. Your part is to listen without providing excuses or platitudes. If that doesn’t work, try doing business with yourself and see what it is like.

I most recently became a “mock student” at the university where I work. I tell you, it was a lot different registering for classes as a student than it was the few times I took classes as a faculty member. Engaging customers is more than just being nice or listening to them. It is about designing a company that works for the customer. It’s about reviewing all your processes to see if they are customer-friendly or customer-alienating. Broken processes often lead to broken promises. Who wants to engage in a community that breaks their promises?

I realize there are many more ways to engage a customer. You can engage them on Facebook, have a user conference, interact with them on Wikis , schedule customer advisory board meetings, and ask them for their opinion; however, I believe that if you do not have trust, passion, community, and customer-friendly processes, the other activities are good gestures with little ROI. An engaged customer is worth the money, and an engaged community is almost indestructible. Would your customers ride the elevator up and down in awe of your community?

To learn more about what you can do to engage your customers, contact Pam McGee at pmcgee2@hotmail.com

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1 - Neil Davey, A Customer Experience, 2008

2 - Forrester Consulting Study, 2008

Taking Customer Service Seriously

NickHoban — Fri, 23 Oct 2009 14:42:00 GMT

Lowering cost and increasing value with dedicated customer service systems.

Neil Otto – Solution Manager
Meritides Organization Profile

By using a software solution that is focused around the customer service interaction, you can make your service representatives more productive and provide more value to your customers. If you currently manage service events through systems designed for sales, purchasing, or accounting, you may want to evaluate if your service needs and volume have outgrown your current way of doing things. A new service system may be worth investigating. Remember to start with a Feasibility Assessment first!

The Square Peg in the Round Hole
Does your current customer service process involve customer service reps looking up clients in your ERP or Accounting system and handling service requests or tracking by adding lots and lots of notes or comments? You probably have a system that simply isn’t designed for customer service and is focused more around sales, distribution, or accounting.

Do your sales reps or other employees get information about customer service events by reading lots of notes or comments attached to a customer record? You probably have a system that simply isn’t designed for customer service and is focused more around sales, distribution, or accounting.

Is the way you get statistics or data related to the number of service events your reps handle through tallying lots of notes or comments attached to a customer record? You probably have a system that simply isn’t designed for customer service and is focused more around sales, distribution, or accounting.

There are several focus areas that should be available in the system you use for customer service. Does your system have the proper focus?

Focus on the Customer
Systems designed to increase the effectiveness of customer service focus on the living, breathing customer at the other end of the phone. Not the account number or name, not the billing and shipping address, but the person who is ordering, using, or receiving your product. Contact records attached to each account let customer service reps track interactions with the people at your accounts as individuals and they can quickly look up history and details about the contacts they are talking to and know exactly what their interest is related to your product or service.

Focus on Communication and Cases
Systems designed to help you resolve customer requests allow you to track each request or issue separately. Each request or incident is managed as a case and can have different reps and customer contacts involved, separate histories, and trackable outcomes. All communication (email, phone calls, visits, and documents) can be tracked to the individual case so a complete picture of the solution provided is stored and managed for later reference.

Focus on Terms, Warranties, and Contracts
Systems designed to provide service allow reps to quickly assess the coverage, contracts, warrantees, and service levels that a client is entitled to and track the services applied to each service offering. Current status, renewal dates and up-sell opportunities should be available for discussion each time a customer who is provided service is in communication with a customer service rep.

Focus on Repeatable and Quick Resolutions
Systems designed to lower service cost allow for the creation of knowledge bases of past solutions that can be accessed while service reps are in communication with customers. Knowledge should be provided in a way that allows reps to resolve issues on the first call or provide detail on how the solution will be achieved on the first call. You should be able to identify common problem sets and common solution sets that can be reused and monitored. This can feed to your quality and service product processes.

Focus on Accurate Scheduling
If you are involved with field service, installs, or replacement work, your system should provide you with scheduling capabilities that allow you to schedule teams, and equipment. You should expect the system to account for travel time, time on site, and other dependencies such as pieces of equipment needed for a repair. If you think you are losing revenue or your service times are suffering because you are scheduling people and equipment conservatively, you may want to look at what systems can now provide. Missed appointments, double booked appointments, or delayed appointments can easily be reduced with the correct system.

Focus on Analytics
The last thing your system should allow you to do is to quickly analyze and report on your service activities. This will allow you to improve service and measure the results of changes you make to your service delivery. These analytics should also help you look for opportunities to reduce cost or increase revenue generated by your service area.

Customer Retention in Tough Economic Times
It is more important than ever to retain your current customers. In addition to price as a factor in customer retention, service may play a role in keeping your customers with you. A proper system can facilitate top level service that you can use as a competitive advantage and as a selling point with new customers. Good service is valuable to your customers and you should market your service process to them. If your software facilitates a service focus, you will be able to demonstrate to them that you can deliver what your promise by sharing their service records and your overall service analytics with them.

About the Author

As the Meritide Solution Manager and CTO, Neil Otto provides strategy and guidance to the Meritide organization and its clients. His area of expertise and experience relates to applying software and technology to address and solve business issues and create new business opportunities. He has worked within Meritide's Web Enablement, Open Source, and Microsoft Stack practices and provides senior business and technology architecture consulting for their clients. Click here to see their profile on the Dynamics Community.

Customer is King

Tracey Cummings — Mon, 18 May 2009 16:56:00 GMT

Ivis Group’s Tony Jones explains how rich product information is critical to enhancing the customer experience.

With the enormous growth in multichannel retail there has been major investment in online customer experience. Revamped Web sites are launched, new features added and customer journeys improved. Despite the economic downturn online sales continue to grow and the trend to improve customer experience looks set to continue.

However, the impact poor quality product information has on customer experience is often overlooked. The reasons for this are complex. Fixing the data is seen as difficult, expensive and no one department has responsibility for product data quality. Enterprise resource planning (ERP) systems developed to support stores were simply not designed to provide the rich, customer-centric information demanded by today’s multichannel shoppers. New channels were initially separate departments and business processes evolved that are distinct from those of the core business.

Whatever the cause, the consequences can be severe – compromised site navigation, poor search results, inflexible categorisation and the lack of sufficient information to enable customers to understand, let alone compare, products. Ultimately, customers cannot find, understand or make informed buying decisions and the bottom line suffers.

The impact goes beyond the online channel. Different teams work on the product details for online, catalogue, call-centre and in-store consumption. Working in isolation with little collaboration leads to escalating costs. Without a single source of extensive, accurate product information, customers using multiple channels receive inconsistent information, leading to potential confusion and lost sales.

To overcome these challenges and excel in multi-channel customer experience requires four elements: First, define an efficient business process. Range reviews are needed all too frequently and an efficient process will ensure that not only is the product information of top quality today but also that new products can be added rapidly. Using business rules to automate as much of the process as possible can offer significant efficiency savings in this area. Working effectively with suppliers and thirdparty data providers can help streamline the process and reduce the effort involved, but necessitates having clear quality checkpoints during the product induction process.

Second, ensure the product information can grow with the business. Customer needs are not static and neither are the demands on your product information. New product features will be added and new channels may evolve. In either case, the dated, static data models of yesteryear no longer offer the flexibility needed. Retail professionals need to be able to create new product types and new product attributes rapidly.

Third, promote cross channel collaboration. Ensure a central, rich product information repository is available for use on the Web site, for catalogue production, in store and across all other channels. Not only will this reduce costs but it will also ensure the delivery of consistent product messages through every channel.

Finally, place responsibility and control of product data directly into the hands of the business. High quality product information is not the responsibility of IT but must be seen as a core business asset. Any solution must allow business users to manage this vital asset with minimal involvement of IT.

The key to success is often creating a clear process where none exists today. By adopting a clear strategy for product induction and enriching the available product information, an excellent, consistent cross-channel customer experience can be provided.

About the Author

Tony Jones is VP marketing for Ivis Group, a software and services organisation with a 14- year pedigree delivering leading multi-channel solutions to UK retailers. He has 20 years experience working for IT solution providers and for the past six years has focused on product information management for multichannel retail. Visit http://www.ivisgroup.com/ivis/index.html for more information.

Keep Customers Coming Back

Tracey Cummings — Mon, 04 May 2009 18:36:00 GMT

Distribution and services companies wanting to succeed have to do everything they can to retain customers. Bill Gonzalez of Microsoft takes a look at the technology that is keeping customers coming back for more

Distribution and services companies in the retail, hospitality, food services and consumer goods industries face unprecedented challenges in these turbulent times. One of the most significant outcomes of economic uncertainty has been a dramatic change in consumer and customer behaviour. Customers everywhere demand brand, quality, service and, above all, compelling prices. In recent years, for example, retail customers have begun to spend more time shopping online, researching products and even comparing retailers online before they buy. As a result, customers know more about products, prices, stock availability and the overall marketplace than ever before.

Value is what keeps customers loyal to a store, a brand or a company. The value-driven consumer creates challenges and great opportunities for distribution and services companies everywhere. In the last few months we have visited distribution and services industry customers in many countries and had many discussions about the ways we can work together to get through these trying times. Our customers shared with us the challenges they face – identifying ways to save money and finding ways to retain their current customer base and use innovation as a way to work through and out of the current economic situation.

We believe we can help distribution and services industry companies to generate savings and retain customers in a number of different ways: by improving usability of their current IT environment; by providing ‘virtualisation’ and management tools as critical components of their data centres; and by incorporating metrics for business intelligence in their business units and throughout the entire enterprise.

These are the challenges and they are a priority for us and for the commitment we have made to our customers. These challenges are amplified in today’s uncertain economic environment by six macro business trends impacting the distribution and services industry worldwide.

Major Trends Reshaping Today's Distribution and Services Industry

The first trend is a change in customer demands. Consumers want to make informed shopping decisions, taking into account product features, pricing, warranties, availability, environmental impact, competitive comparisons and more, and they will use technology to accomplish this. They seek relevant information from retailers – but also from their social networks and independent third parties. As a result, successful retailers will collaborate with consumers and suppliers to facilitate information access and focus on delivering a consistent, positive total shopping experience across multiple channels and geographies. Consumers will reward retailers who innovatively help them make informed purchases and secure the best value.

Consumers also expect to access shopping related information on the go. To satisfy this demand, they increasingly rely on technology to connect with useful information wherever they are. Successful retailers will also combine communications technology, in-store technology, consumers’ personal technology and familiar Microsoft products and solutions to connect on-the-go shoppers with information they seek to make informed purchase decisions. Consumers will favour retailers that support their spontaneous, mobile shopping behaviour.

Another trend is consumer centricity. The new global demand chain is driven by information in the hands of people. To satisfy today’s consumer needs, retailers must become customer-centric enterprises.

Consumer expectations range from personalised attention to unassisted shopping. But regardless of the level of personal contact, consumers expect a positive, convenient shopping experience.

To meet these requirements, and as a result increase their share of wallet, successful retailers will capture and maintain customer and product information, and connect shoppers and store employees with it to enable successful shopping experiences. Share of wallet is the industry measure for success.

In this current economic environment, airlines and hotels are also looking for ways to reduce costs and increase revenues from new channels. Microsoft helps hospitality companies deliver a rich interactive guest experience for today’s highly connected traveller using mobile technology for work, entertainment and social networking. Blurring the lines between the physical and virtual worlds, these technologies provide new opportunities to engage with travellers and power the next-generation of media experiences incorporating video, animation, interactivity and stunning user interfaces on any Web-enabled device. Companies can also leverage social media to enrich the entire traveller experience – starting with initial planning and booking, through providing innovative services during the actual trip and by maintaining virtual community ties that, after they have returned from the trip, keep travellers engaged and interested in future travel opportunities.

The third trend is globalisation. The global economy is outpacing growth in the US today, and globalisation is a reality in the distribution and services industry. Consumer goods manufacturing, for example, is feeling the increasing influence of emerging economies and their consumers. As a result, ‘one size fits all’ no longer works to meet unique local consumer needs and demands.

Consumer goods manufacturers need global scale to compete, but must be able to execute locally. They must be agile to respond to the changing needs in widely differing markets worldwide. To succeed, they must achieve what we at Microsoft refer to as ‘profitable proximity’ by developing capabilities to sense and respond to unique local needs as well as to the growing threat of low-cost local competition.

Microsoft’s Unified Communications offerings, for example, can lower travel and communications costs while improving employee collaboration throughout the enterprise and across geographical boundaries worldwide. Microsoft can also help distribution and services industry companies to better connect to and retain their customer base through the use of CRM.

Environmental and social sustainability is another trend. The rapid growth of global demand described above is fuelling rapidly rising costs in commodities and transportation, in distribution and services as well as elsewhere in the world economy. This acceleration in global demand is also having an adverse impact on the environment and quality of life. As a result, consumer goods manufacturers must use technology to reduce waste in their supply chains as well as to create, market and deliver sustainable products and services – now a necessity to compete and survive.

Adding to the pressure on distribution and services companies to go green, today’s consumers increasingly expect retailers to operate in environmentally sustainable ways. This has resulted in retailers and their suppliers’ growing interest in contributing to making the world a better place by conserving energy and protecting the environment.

To meet consumers’ demand for increased social responsibility while controlling costs, successful retailers will deploy a flexible technology platform across their enterprise that connects customers and store employees to sales-enabling information. They must also take advantage of technology – for example, computer server virtualisation – to reduce data centre space and power consumption. And they must leverage technology to make customers aware of their sustainability efforts.

The fifth trend we are seeing is digital convergence. The power balance in the distribution and services industry is shifting from retailers to consumer communities powered by the latest Web 2.0 capabilities. Change in distribution and services is being accelerated by the digitisation of the economy, enabled by many factors including better hardware performance and unlimited storage and memory; software breakthroughs and natural user interfaces; ubiquitous broadband; mobility; new devices; form factors and high fidelity displays.

The increasing convergence of the digital lifestyle with the digital work style is supporting seamless professional and personal productivity gains at the office, at home and on the go. Distribution and services companies need to provide their employees with access to business information anytime, anyplace, on any device. They also must have the ability to reach their suppliers, customers and consumers, anytime, anyplace and on any device.

The final trend we are seeing is new business models. Distribution and services business models are changing at an unprecedented pace due to global and technological opportunities and challenges. Competing in the digital world demands new skills, technologies and strategies from retailers and product companies. Successful distribution and services companies will use technology to digitally connect with customers and suppliers and deliver a differentiated, value-added, multi-channel shopping or guest experience that enhances their brand value and encourages customer loyalty.

As an innovative and cost-effective way to manage IT services, Microsoft offers the option of ‘cloud’ computing and Software as a Service. Microsoft is well placed to help distribution and services enterprises take advantage of new IT architectures and opportunities with its broad infrastructure offerings spanning devices, servers and the cloud and with its familiar tools and productivity solutions used across all levels of the enterprise.

While technology is not a cure-all for the current financial crisis and the sharp drop in consumer spending, Microsoft and its partners continue to help distribution and services companies succeed in today’s competitive global marketplace by meeting the demand for a highly personalised and connected shopper, traveller and food services guest experience.

About the Author

Bill Gonzalez is Microsoft’s general manager for worldwide distribution and services. Visit www.microsoft.com for more information

Serve with Velocity and Gain the Advantage

Tracey Cummings — Mon, 06 Apr 2009 17:48:00 GMT

By: Martha Keeler Olsen

Using tennis as a metaphor, if your serve hits the mark with velocity, you have the advantage. In other words: Advantage = Service + Velocity.

Gain the Advantage

About four years ago, I observed employees of a prominent Fargo, North Dakota based manufacturing company engaged in an impressive act of service. One of their own was dealing with a recurrence of liver cancer. A significant number of “friends from work” arrived early one Saturday morning with materials, tools, and manand woman-power enough to completely paint his home and garage. Within three months, this valued employee died, but on that day, it was a joyous gathering – the last interaction many of his co-workers had with him. It played to the natural empathy of those who showed up; it embraced their care-giving qualities; it was a consoling experience; it held deep meaning for the friends, the man, and his family.

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I have recently become a disciple of Daniel Pink, an innovative business strategist, writer, and lecturer. In the introduction to his latest book, “A Whole New Mind,” Pink writes:

The last few decades have belonged to a certain kind of person with a certain kind of mind – computer programmers who could crank code, lawyers who could craft contracts, MBAs who could crunch numbers. But the keys to the kingdom are changing hands. The future belongs to a very different kind of mind – creators and empathizers, pattern recognizers, and meaning makers. These people – artists, inventors, designers, storytellers, caregivers, consolers, big picture thinkers – will now reap society’s richest rewards and share its greatest joys.

According to Pink, the future belongs to those who embrace “R-directed” aptitudes rather than relying on the “logical, linear, computerlike capabilities,” which he describes as “L-directed.” What all of this means is the advantage in a world economy, going forward, will be to those who hit the mark with the right-brained thinking of empathy, finding meaning, consoling, seeing the big picture.

Dr. Martin Seligman, professor of psychology at the University of Pennsylvania and author of what has been called “positive psychology,” has demonstrated that a key factor in people being optimistic (and thereby more productive) is knowing that what they do makes a difference.

If Daniel Pink and Dr. Seligman are correct, and I believe they are, businesses must encourage and even develop these right-brained aptitudes in their employees. Cultivating these tendencies by creating a culture of service within your organization will, in fact, create a work force that has the advantage.

Serve Up an Ace

A woman offered assistance to another and was greeted with, “thank you, but you don’t have to do that.” “I know I don’t have to,” said the woman, “that’s what makes it so fun.” In a world where right-brained empathy and compassion have an opportunity to flourish, pull becomes stronger than push. Being attracted or drawn to something or someone is so much more fun than being pushed toward it. Resistance dampens creativity. There is nothing more attractive than an authentic demonstration that people are valuable. If you want to attract business partners and clients, if you want creative people working for you and with you, attract them; pull them to you with a culture of service in your organization. It’s like serving up an ace.

Do it With Velocity

Take note of these two elements found in businesses and organizations with a service culture: giving money is an important part of providing service, but it’s more than money that makes a difference; and, leaders who serve not only create the strongest service culture, but they are also the most effective leaders.

You have heard the reference to donations of “time, talent, and treasure.” Of the three, giving personal time is a twofer. If you roll up your sleeves and jump into the trenches, you get to share in the rewards and the joy of the gift as much as the recipient. That’s the advantage of projects like Habitat for Humanity. The givers work right alongside the receivers, and they experience the joy together. And there is energy generated with that connection.

Much can be done when the grassroots mobilize, but so much more gets done when leaders actually take the lead. If employees want supportive, empathetic, creative environments, it can happen. But if owners, executives, and managers set the tone, create the space, and live the principle, it will happen. That’s what creates the velocity.

A bank whose giving culture is well established in its community served up an inspired variation of its corporate giving. The bank owner and executives created a “pay it forward” program that engaged their work force. Employees were given funds and then told to donate the money in ways that mattered to them. They could combine their contribution with that of other employees, they could go it alone, or they could match it to other efforts in the community. The employees were invited to be creative and generous as exemplified by their employers. The buzz this project created in the community was impressive enough, but the energy it generated within the company was tremendous.

Consider the advantage created by the velocity of this act of service. Even if you remove the public good will from the equation, from the top executive to the newest hire, the message is clear: everyone’s judgment, ideas, and actions makes a difference, not only within the company, but also in the world.

There is little doubt that established businesses and entrepreneurs have reason to be concerned about how things will shake out in the next few months, the next year, or beyond. Trying to gain some advantage in the current economic climate will likely be a challenge, to be sure. But I submit this uncertainty offers the perfect opportunity to implement this simple but high impact formula: Advantage = Service + Velocity. When will it ever be more important to engage and energize your work force than now? When will you ever need to be more creative and enlivened, optimistic and productive? Gain your advantage with service. And do it with velocity. Game, set, match. You win. And so do a lot of other people.

Learn more

To learn more about gaining an advantage through service with velocity,contact Martha Keeler Olsen at Martha@highnotecoaching.com.

Don't Assume It; Earn It

Tracey Cummings — Fri, 03 Apr 2009 19:34:00 GMT

By: Spider Johnk

Maybe it’s because I’m an ad guy. Maybe not. But remember the TV and print ad campaign from a couple of decades ago where the model/spokesperson admonishes, “Don’t hate me because I’m beautiful!” WHAT? A person is right there on TV making claim to an attribute that may or may not be shared by the viewer. Let alone that such an admonishment is just not done! Thinking you are beautiful is one thing (no, I have not had the experience personally) but acknowledging it is quite another. Who brought this person up? Movie stars? Hand models? I remember sitting there thinking she probably just alienated 80 percent of the audience who were having thoughts like, “Now I am going to hate you. I didn’t before because I don’t know you. But now I know enough. I DO hate you.” Then I realized that the product company probably didn’t care since the remaining 20 percent could serve them just fine. Who knows?

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The point is this: where I was brought up, it was up to others to compliment you on your attributes and accomplishments; up to them to reinforce what’s good about you. You never started a conversation with, “Hey, I just won first place in my school’s spelling bee!” (Another experience I never had). No; you were expected to wait for Grandma or a friendly aunt to do the groundwork with something like, “Did you hear about your nephew’s spelling bee? Tell your uncle what happened.” Then you had official license to launch into detail while, of course, still being mindful not to make it too much about you. You’d say things like, “Yeah it was great. My friends did really well, and it was really fun to be part of it…and oh…by the way, I got first place.” Or better yet was to just say you placed and make them force it out of you that it was first place. Score!

Today I see things happening in a similar fashion that echoes back to the “I’m beautiful” claim.

We have a tendency sometimes to go overboard with terms we should never assign ourselves. I’m guilty of it; I think everyone is. With all things speeding up in our world, some pressure comes to bear to impress as fast as we can since we only have a few seconds for that first impression. My feeling is that we can’t waste that precious time with self-congratulations and posturing that we can’t prove or with characteristics that we haven’t earned.

Case in point: I caught myself a few months back saying to a very familiar client that in my role as their “Trusted Advisor,” I had to point out a few things that I didn’t agree with in their approach to marketing. Anyone out there just throw up a little bit in their mouth? To my ears it was the business equivalent of, “Don’t hate me because I’m beautiful.”

Trusted? Who says? That is only something that my customer can say. (Or my friendly aunt…just kidding.). I can say that I want to be their advisor, that I want to earn their trust, but I can never claim that I have it. I have to earn that every day, and I specifically don’t get to put it on my business card or use it with my “out loud” voice. I am constantly amazed that we lack the understanding that the best marketing message is when our customers relay it. We seem to get it for a while, and then we let it go. (Note: be vigilant in updating customer references and quotes.)

In the new world of social networking technology that enables instant and constant review of goods and services, we don’t stand a chance of survival if our customers aren’t saying good things about us. Your own voice isn’t enough. You need all the voices that know you, and hopefully trust you, to be in that choir singing in unison. I’m not saying they will love us every day. What I am saying is that they should have the transparent, at-the-ready thought that you are trying your best on their behalf at all times.

At the end of the day, it still comes down to two things: let the work speak for itself, and let your customers speak for you. If not, you can always bring your favorite aunt to the presentation.

About the Author

The Partner Channel serves the Microsoft Dynamics Partner community and provides programs, publications and events to help improve Partners’ marketing and business management skills. If you’d like to receive a FREE copy of The Partner Channel Magazine, a quarterly publication for Microsoft Dynamics Partners, visit www.thepartnerchannel.com and create a profile in the upper right hand corner of the Web site. In addition to serving as the President of The Partner Channel, Spider is an advertising and marketing creative director, graphic designer, video producer, director, writer and more. Spider says the reason for this diverse skillset is borne out of necessity. "When you choose a small community to live in, then you learn to be good at many things to survive. Plus it makes it all more interesting."

Blind Promises

NickHoban — Tue, 20 Jan 2009 15:44:00 GMT

By Spider Johnk

A few weeks ago, the lights went out at the Johnk country estate. While this is unusual, there is a process all family members know and put into action when it does happen. Light a candle, go to the fridge, and read the rural electric hotline number off the magnet that sticks to the fridge door. Then we call.

One of two things happens next.

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If the blackout is in a small neighborhood geographically, you get a representative who will ask your meter number and give you a response that they have someone on it, or since you might be the first to report it, they will have someone on it right away. Implied promise #1.

The other response you might get is if the blackout is widespread, there will be a recording that says something to the effect that there is a widespread outage and they have a team on it, and while they don’t have enough information to give a time for power to be restored, they are doing everything they can. Implied promise #2.

After listening to these responses, some cynics might hear, “check’s in the mail.” But I am here to tell you it never ceases to amaze me that these guys always deliver.

They always under-promise, and most of the time, over-deliver. And at the least, keep their promise without fail. The stories about these guys go on and on. Blizzards come and power poles snap off a dozen at a time. These guys go out and do the impossible in record time, under unbearable weather conditions, and before we expect it, the lights are on, we are staying warm and able to watch the latest reality show after a nice hot dinner. Unreal. No set promise but a whole lot of delivery.

I believe most us are people pleasers, and therefore we promise things sometimes just to make the customer happy. And unfortunately, we do so without following a process that would help ensure success. Like checking with co-workers who actually have to do the work that fulfills the promise made. So the scenario then goes something like this: you promise the client that a project will be ready by Monday. You check with your team and find out that they have another project scheduled that is equally important and has the same deadline. Now you make a decision. One of the projects will be sidelined or nothing will be sidelined, and the team will have to double shift to accomplish everything promised. Either way makes you an idiot, and someone ends up using your name in a disparaging manner. A simple call or inquiry back to the team once the client need was identified could have avoided the problem.

But what is it that makes that so difficult to understand and follow? Why do we feel compelled to promise something we are unsure can be done?

We don’t want to disappoint the customer. We want to impress with our capability. We want to show our commitment to customer service. But that’s where we fall down.

If we really want to showcase that customer service, we would do the things that ensure service success and not risk it over bad planning or process. When a customer asks for something, we should try to accomplish it in steps that make it possible and that the customer is kept aware of.

First: Drilling down on the real need so that everyone understands the scope of the request. Many times this first step is the one that gets only a cursory look at best. Because time is the crunch factor, we say things like “…let’s get the ball rolling, and the information we really need can come later.” Bad move.

Second: Once everyone understands the scope of the project, who are the players that will be involved? Are they up to speed and can they deliver and under what schedule? When that has been detailed, then you can give the customer a timeline.

Third: We usually find that to fulfill on a promise, the client needs to help the process happen. This could happen as an edit or a milestone approval on his/her part. Set that expectation as soon as possible, and put it in the timeline. If we do this and you, the customer, do this, then we can do this, and the project will be completed. But…if we do this and you aren’t available to do that, then we can’t do this, and then the timeline is lost.

Bottom line: The more information that is shared with the people that need to know, then the chances for success increase in direct proportion.

My mom once told me that I should never mention something to my kids that I am not willing to deliver on. The reason, she told me, was that kids hear what their parents say as promises. And they never seem to comprehend the word “maybe.” As in, “Maybe we should go to the Grand Canyon next summer.” What they hear is, “We are going to the Grand Canyon next summer,” and they start packing.

If you tell a customer that the task you need to perform probably, or could, or hopefully, or might be done by Monday, then you have made the promise. While you felt you gave yourself some protection by adding the qualifier of maybe or probably or some other obscurity, there is nothing vague about Monday. We all know what Monday means.

As hard as it seems to do, you need to go with what you know is the best approach: reality.

Promise what you know you can deliver. Seems simple. But you hear your client tell you they need it by Monday. You want to help, but in the end they will only know or really care about whether you did what you said you would do. Anything else will not count but will certainly be remembered.

About the Author

Marketing with Newsletters: Is Your Client Newsletter Boring Your Customers to Death?

Editor — Tue, 04 Nov 2008 19:28:00 GMT

By: David Gruttadaurio

Are you making this dreadful newsletter marketing mistake?

The typical client newsletter is one of the most mind-numbing, agonizingly boring pieces of mail ever sent to consumers.

The main reason is that most companies think what they do is incredibly fascinating to their clients. So based on this false assumption, their newsletters cheerfully discuss the latest equipment purchase or the new back office operation and how Mary Sue has moved from Payroll to Marketing. While this might be riveting stuff internally, I can assure you that your clients just don’t care.

If you’re making this newsletter marketing mistake, don’t worry. It’s not your fault. No one ever taught you the system, until now…

4 ‘Set in Stone’ Rules to Publishing a Winning Client Newsletter:

Rule #1: Never make your business or company the focus of your client newsletter. This concept is difficult for most business owners to wrap their minds around. Read my words: Our clients don’t care about how our business operates! The sooner we accept this fact, the sooner we will be sending them something that they actually want to read.

Rule #2: Focus on article content that people grab hold of and actually use in their lives. That means you must provide appealing and interesting content that is relevant, useful and engaging. The goal is to create involvement. The more time they spend with your newsletter, the more likely they’ll take action.

Rule # 3: Be consistent. If you tell your customers to expect a newsletter from you every month, you better do it. And ask yourself: How often do I want my customers and prospects to think of me? While daily would be wonderful, it’s not going to happen. Following a monthly newsletter schedule is perfect. They will expect to receive it just like they do their favorite magazines.

Rule #4: Never forget that a client newsletter is a marketing tool. Within your compelling content weave client testimonials and the names of people who have referred your company. Have contests that give away free services or gift cards to create further goodwill between you and your clients. And always, always, always have a compelling offer just for them.

Follow these rules and you will have a winning client newsletter that will get you more sales. But, you have to keep in mind that…

You Must Take a Long-term View on Using Newsletters as a Marketing and Customer Relations Tool.

Be aware that the results will not happen overnight. In fact, it will take several months for your customers to develop the ‘habit’ of looking for it.

But over time, your clients will come to expect getting your newsletter. And they will hound you if you missed sending them an issue! You will definitely see the desired results with the payoff being client retention and more purchases from you.

Client newsletters that include the four rules listed above will build relationships with your customers and create a sense of reliability and professionalism. You’ll be sending literature that your clients will look forward to reading every month.

And since your rivals don’t understand my newsletter success system, you will create a powerful marketing machine that will blow your competition out of the water.

About the Author

David Gruttadaurio was sick and tired of wasting money on marketing that didn’t work. So he searched for a profit-producing, client-retention & referral-generating tool until he found newsletter marketing! Now go to http://www.NewslettersMadeForYou.com & get his FREE “Profit Exploding Newsletter Secrets Report” that reveals how to reclaim tons of money that should be sitting in your bank account now simply with newsletters.

Outbound Sales Calling: 4 Ways to Get More Prospects & More Leads by Using the Telephone

Editor — Wed, 03 Sep 2008 17:49:00 GMT

By Rich Webb

Most small to medium sized companies actually limit the amount of business their customers do with them.

I know this sounds crazy, even unbelievable as no one in their right mind would restrict and limit customer purchases.

The problem, of course is that it happens unintentionally. In fact, I’ll bet it’s happening in your business right now. Here’s how:

Most businesses simply do not allow their prospects and customers enough opportunities to buy from them
Businesses don’t offer enough chances to expand and continue the customer relationship for the long-term.

One of the simplest and most immediate ways to turn this situation around is to find ways to stay in touch.

So, how do you get started?

Force Yourself to Create a Relentless, Yet Courteous and Helpful Outbound calling Program

Most companies fail to maximize their profit potential through the telephone. Even companies that strongly believe they stay in close contact with existing and past customers are usually surprised to discover how many customers they have missed when an actual survey is done.

Unless you hire personnel specifically for this task and make them accountable on a daily basis, many valuable customers will be left unattended. An outbound tele-services company may make it easier to uncover revenue you have missed by making more consistent contacts on your behalf

4 Ways to Effectively Use Outbound Telephone Calling

Consistently call to follow-up and qualify all your leads, bringing them closer to a closing decision. Research indicates that 78% of leads generated are never followed up with more than once. Research also shows that on the average it takes between 5 and 14 contacts to close a sale. Simple arithmetic tells you that you can immediately begin to make more money by increasing your number of follow-up contacts.
Maintain an accurate database. When businesses fail to maintain an accurate database, they tend to waste a lot of marketing dollars. For example, they’ll continually send information to a company executive that is no longer with the company. Your outbound telephone calls team should gather vital information, and sort leads according to where the prospect is in the buying process. This way, your sales team can focus on the “hot” prospects. You’ll stop wasting their time and your money. And, you’ll get more sales.
Prospect or cold call to generate new leads or set appointments. Typically salespeople hate to prospect and are not usually very good at it. Prospecting is the psychological opposite activity of sales and it is usually much more effective when done by non-sales people. A dedicated prospector or appointment setter is usually more effective at this task than a salesperson
Consistently contact existing and past customer base for new opportunities. Deliver more relevant information and offer desirable end results to your customers more consistently. They will feel like they have a stronger relationship with your company. Your company’s barriers to customer purchases will begin to disappear. They will buy from you more. They will make greater efforts to refer more customers to you. And, your sales will inevitably increase.

If you do not have the in-house capability to make these kinds of outbound calls, you should think about hiring an effective outbound tele-services company. Whatever method you use to get it done, there is no question that using your telephone the right way can be extremely profitable.

About the Author

Customer relationship marketing expert Rich Webb puts small businesses on auto-pilot with automatic contact services that follow-up, communicate, interact, and sell more products and services. Now, discover how to get MORE leads & sales every single week with this FREE Special Report “How You Can Instantly Improve Your Bottom Line Using Customer Relationship Marketing” at: http://www.winningedgemarketing.com/custmax.html

Simple Steps to Take Toward Accurate Case Resolution

Jenn Hass — Mon, 10 Mar 2008 02:37:00 GMT

Comprehensive case data can provide a picture of the key elements of what problems, challenges, and areas of dissatisfaction your customers are experiencing, as well as the amount of time and effort your service staff spends providing service to those customers. By making even a simple customization to Microsoft Dynamics CRM 3.0, such as adding relevant values to a list, you can provide customer service representative (CSR) management with an indication of how cases are resolved by creating searches, views, and worksheets.

For example, as your CSRs process cases, you can get a clearer picture of how each case is being resolved. By default, Microsoft CRM includes only one option to resolve a case, which is “Problem Resolved.” By using built-in customization features, you can expand the possible resolution type values to include other reasons for case closure, such as when a customer requests to close their case or when a CSR is unable to contact a customer after several attempts.

Some reasons why a case is resolved might include the following values:

Update Sent
Product Returned
Unable to Contact Customer
Customer Request to Close

To perform the following procedures, you must have either the System Administrator or System Customizer security role in Microsoft CRM. If you do not have one of these roles assigned, contact your system administrator or system customizer to make the customizations.

Add new status reasons to the Case entity
The following procedure uses the built-in customization features to add items to the resolution type for a case. To customize the Resolution Type list on the Resolve Case dialog box, follow these steps.

1. In the Microsoft CRM Web client, in the Navigation Pane, click Settings.
2. Under Settings, click Customization, and then click Customize Entities.
3. In the Customize Entities list, double-click Case.
4. Under Details, click Attributes, and then in the Display Name column double-click Status Reason.
5. In the Attribute: Status Reason of Case form, in the Type area, select Resolved in the State list. The following figure displays this form and list.

6. Click Add.
7. In the Add List Value dialog box, type a value, such as Unable to Contact Customer, and then click OK.
8. Repeat the previous step to add another value, such as Customer Request to Close.
9. After you have all the values that you want, click Save and Close to close the Attribute: Status Reason of Case form.
10. In the Entity: Case form, on the Actions menu, click Publish, and then click Save and Close.
11. To confirm that your new values were added, open an existing case or create a new case, and on the Actions menu, click Resolve Case.
12. In the Resolve Case dialog box, in the Resolution Type list, verify that the values that you added appear.

After you have completed the previous customization, you can also customize the Resolved Cases view, which displays all resolved cases. This customization adds the Status Reason column to the Resolved Cases view, so that the resolution type is displayed for each resolved case. Alternatively, you can customize the My Resolved Cases view, which displays only resolved cases that you own.

Add the Status Reason column to the Resolved Cases view
The following procedure uses the built-in customization features to add a column to the resolved cases view. After you complete the procedure, the Status Reason column will display the resolution type for each resolved case. To customize the Resolved Cases view, follow these steps.

1. In the Microsoft CRM Web client, in the Navigation Pane, click Settings.
2. In the Settings area, click Customization, and then click Customize Entities.
3. In the Customize Entities list, double-click Case.
4. Under Details, click Forms and Views, and then double-click Resolved Cases.
5. Under Common Tasks, click Add Columns.
6. In the Add Columns dialog box, select Status Reason, and then click OK.
7. Click Save and Close.
8. In the Entity: Case form, on the Actions menu, click Publish, and then click Save and Close.
9. To confirm that the column is displayed, in the Cases area, in the View list, select Resolved Cases. The Status Reason column should appear as a column in the list, displaying the resolution type values for closed cases.
10. Additionally, you can use the Case Summary Table report that displays case data including the Status Reason field to review how cases are resolved. To run the report, in the Cases area click and then click Case Summary Table.

Gaining a Competitive Edge

Jenn Hass — Mon, 10 Mar 2008 02:07:00 GMT

By Jason Carter

    Today, more and more companies rely on the practice of Competitive Intelligence (CI). But just what is CI?
    The definition varies greatly from one company to the next. In large corporate settings, CI professionals are charged with legally and ethically collecting, analyzing, and applying information about the capabilities, vulnerabilities, and intentions of their competitors, and monitoring developments within the overall market environment. Good CI leads to actionable intelligence that drives strategy and helps a company gain a competitive edge.
    While it sounds like quite the operation, it doesn’t have to be. Partners can implement a few steps that – with a small time and financial investment – will help them become more effective in competitive sales situations.

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Study the Usual Suspects
    Competitors you frequently run into will know about you and probably have some perspective on how you are going to approach a sale. Are you accounting for that? (Pun intended!)
    Consider the example of a competitor that often accuses Microsoft® and Microsoft Dynamics Partners of selling technology for technology’s sake. When that competitor has the opportunity to talk to the prospect before you do, they downplay the importance of the latest technology and emphasize that they are more focused on solving real business issues, regardless of the technology that may be required to do so. If you come in after them and your first message is about the Microsoft technology stack (a truly compelling advantage for Microsoft Dynamics), you may be stepping into a trap. You should absolutely tell that story, but tell it in terms of the real business benefits it provides, and consider how to tailor that message to a nontechnical buyer.
    This is, of course, but one example of the tactics you’ll run into. Your organization can build knowledge of the primary tactics used by frequent competitors by implementing a system for analyzing wins and losses. At the very least this means having your sales team record their perspective on why they win and lose each sale, and any competitor messaging of which they were aware. Have them consider whether certain issues, questions, or sales objections come up more frequently or at different times in the sales cycle when a particular competitor is involved. If so, it may be an indicator of how that competitor is influencing the sales process to their advantage.
    If possible, get the customer’s perspective directly. What issues compelled them to make the choice they did? This information can sometimes be difficult to get from a deal you lost. Consider having prospective customers – ones that you won and lost – interviewed by a third party, either through the Microsoft Dynamics win/loss process or through your own vendor. Talking to a third party may make it easier for the prospective customer to open up and share the reasons why they did or did not choose the Microsoft Dynamics product and your organization as its provider.

Go Back to That Lost Customer
    You work hard to win business. Part of that work is establishing relationships with individuals within your prospective customer’s organization. The more you know them, the better you understand the issues they are trying to overcome, which in turn is reflected in your value proposition. Some of these contacts become internal coaches for you and your product, and are instrumental in securing a win. And should you not win the deal, keep in mind that these contacts could be quite valuable to you in the future.
    Does this situation sound familiar to you? You are on the short list in a highly competitive sales opportunity and the competitor has not only discounted the product but also seems to be coming in impossibly low on the services side. You know the implementation, customization, integration, and training needed to get the customer off on the right track and ensure a positive ROI cannot be achieved at that cost.
    Despite your best efforts, you do not win this deal. After the selection is made, talk to your internal coaches about the reasons you were not selected, and inform them you will be in touch again in the near future. A few months down the road, that customer may be feeling the effects of having only part of their data migrated, going over budget on integration work, or not having enough training to help their people effectively use the new system.
    Granted, things may be going fine (in which case you’ve got some thinking to do in terms of how you approach your services), but if the competitor cut corners on the implementation, things are likely not fine in the customer’s eyes. In that lost customer you may have just found a great reference. The next time your competitor uses the same tactic, your prospect will have someone to call who can share their experience with an implementation plan focused more on price than on success, and why they would not make the same choice again. Good for you, bad for them.

Research the Unknown Competitors
    Analysts have estimated that as many as 10,000 software companies globally offer products in the same category as Microsoft Dynamics. In a market that fragmented, you are sure to compete against companies of which you had never heard of prior to that sale. While you are unlikely to ever know one of those competitors as well as you know the usual suspects, knowing at least a couple of facts about them increases your chance for a win.
    There is no shortage of information and no valid excuse for flying blind into an opportunity. The problem lies in finding the information, and in allocating time to analyze it. In both cases you have to consider the opportunity cost. Is your time best spent digging up information on a competitor you may not see again, or in continuing your discovery process with the prospect?
    The easiest solution to this problem is to hire an expert. Let’s say that expert is me. In over seven years in a Market/Competitive Intelligence role at Great Plains and Microsoft, I received thousands of questions on over 500 different competitors, allowing me to establish best practices for finding and analyzing information on all of those “other” competitors that may cross your path. Be it once or a dozen times, knowledge is power in all situations.

Moving Forward with your CI Program
    You now have the steps necessary to start creating a CI program for your organization. Tailor these steps to work for you and your team and you will see results. Remember, the only companies that don’t need competitive intelligence are those with no competition.

About the Author

Jason Carter joins The Partner Channel after ten years of experience with the Microsoft Business Solutions, now Microsoft Dynamics and their competitive strategy team. During his tenure with Microsoft, Carter spent his first few years as a support technician. His curiosity about the market and competition soon took over and led him to his role of seven years as a competitive analyst, providing market updates and competitive deal support for Partners. Later the research became more strategic, providing deep analysis of a competitor's business model, market approach, financial drivers, and sales approach for the senior leadership team at Microsoft Business Solutions. Carter has now joined The Partner Channel to bring this information straight to the Partners, through the Market Intelligence Briefing and Competitive Research/Sales Support.

Capture and Share Your Team's Collective Knowledge

Ina D — Mon, 10 Mar 2008 02:07:00 GMT

On every customer service team there are those with "the knowledge." They know customer issues and solutions. They have tricks and tips to work more efficiently. Everyone goes to them for answers, which can mean frequent interruptions.

Your company may have information: product guides, data sheets, and schematics that everyone should have access to, but hard copies of these items are easily lost. As a CSR Manager, you can make critical knowledge available to everyone on your team by capturing it in knowledge base articles.

In Microsoft Dynamics CRM, the knowledge base can be a storehouse of useful information and resources. Articles can contain solutions to common problems, procedures, user guides, and other information that helps CSRs give your customers timely and accurate service.

Microsoft Dynamics CRM includes an automatic workflow for article publishing. As articles move through the process, Microsoft Dynamics CRM moves them to the correct folder: Drafts, Unapproved, and Published. Anyone with a CSR or CSR Manager security role can write and submit articles for approval, but only the CSR Manager security role can view the Unapproved to approve or reject articles. The Publish Article privilege, which is part of the CSR Manager security role, is the privilege to complete these tasks. When an article is rejected, the author can revise and resubmit it. When an article is approved, it is published to the knowledge base and available to your organization.

Best practices to consider before articles are written
If you want articles to be authored by multiple people, you can set up guidelines and best practices for your team beforehand, such as:

Set up subjects in the subject tree before articles are written. This will help organize the articles and help people find information quickly. You can find the subject tree in the Settings area.
Prepare your organization's article templates to encourage CSRs to write articles that include necessary information. For more information about templates, see the following section.
Add the contents of your product guides, instruction sheets, and instruction booklets to the knowledge base for fast access and searching. You cannot attach files to articles, but you can copy and paste the contents of the original files into articles.
Encourage all CSRs to enter corrections and additional information for articles on the Comments tab for articles they use. They can include suggestions for additional keywords to help with future searches.
Set up a regular schedule for you to review and approve new articles.
Track which articles are being used most often with the Top Knowledge Base Articles report.

Preparing article templates
Microsoft Dynamics CRM uses templates to determine the layout and formatting of an article. Templates are frameworks for articles and usually contain two or more sections, such as a question section and an answer section. Every article starts with an article template.

Microsoft Dynamics CRM includes several article templates. You can find them in the Settings area. You can make it easier for your CSRs to select the correct templates by deactivating templates that you do not want them to use.

To ensure that articles contain necessary information, you can customize existing templates with meaningful section headings, instructional text, and even boilerplate text that describes the information to include in each section. For example, if you want part numbers included in product articles, add a section for part numbers, and then give an example of the part numbers and the format to use. Instructions or examples displayed in a template will disappear once the author starts typing in the section.

Writing and publishing an article
This section describes a publishing cycle that includes a CSR as the author of the article, and you, the CSR Manager, as the approver of the article.

Create an article
You, as the CSR Manager, or any of your managers, can write an article. Articles must be submitted for approval once the writing is completed.

In the Navigation Pane, click Service, and then click Knowledge Base.
On the Actions toolbar, click New.
In the Article Template dialog box, select the template you want to use, and then click OK.
In the Title box, type a title for the article.
Next to the Subject box, click Lookup.
In the Subject Lookup dialog box, select the subject you want, and then click OK. If the subject you want does not appear in the list, contact your system administrator.
In the Keywords box, type the keywords that are relevant to this article and separate each keyword with a comma. To increase the likelihood that the words users search with will return the correct articles, include alternate spellings and terminology in the keywords, such as bike, bicycle, and trike.
To write the content, click in a section of the form and begin typing.
Use the editing tools on the Formatting toolbar to format your text. You cannot attach files to articles or include images in articles or change sections. (Sections are defined in the article template.) You cannot upload or import articles, but you can copy and paste text from Word and retain most of the formatting.
Click Save and Close.

Microsoft Dynamics CRM automatically puts the article in the Draft folder in the Knowledge Base area. You can reopen the article and continue working on it at any time.

Submit the article for approval
Before submitting the article for approval, if there are procedures in the article, it is a good practice to have another person use the procedure to complete the task and check for any errors or missing steps.

On the list, select Article Queues, and click the Draft folder to display the list of articles.
Select the article you want to submit for approval and publishing. You can double-click the article to open it, if you want to review it before submission.
On the Actions toolbar, click Submit.
In the confirmation message, click OK.

Microsoft Dynamics CRM moves the article to the Unapproved folder where it is ready to be reviewed.

You can review, and then approve or reject the article. When an article is rejected, the article is returned to the Draft folder. When an article is approved, it is automatically published to the knowledge base and is available to other users in Microsoft Dynamics CRM within about 15 minutes.

Reject the article
If an article is incomplete or incorrect, you can reject it.

On the list, select Article Queues, and click the Unapproved folder, and open an article that is pending approval.
After you have reviewed the article, in the Article form on the Actions toolbar, click Reject to reject the article.
In the Provide a Reason dialog box, type a comment or explanation to the author in the box, and then click OK.
Click Save and Close.
Rejected articles are returned to the Draft folder for revision.

Revise and resubmit a rejected article
Articles can be revised and resubmitted by anyone, not just the original author.

On the list, select Article Queues, and click the Drafts folder to display the list of articles.
Open the article that contains the content you want to change.
To view the comments, click the Comments tab, and double-click a comment to open it.
On the Details tab, make your changes.
On the Comments tab, delete any comments that you have addressed or add your comments back to the approver.
Click Save, and then click Submit.
Click Save and Close.
Microsoft Dynamics CRM moves the article to the Unapproved folder.

Approve and publish the article
When you approve an article, Microsoft Dynamics CRM automatically publishes it to the knowledge base.

On the list, select Article Queues, and click the Unapproved folder, and open an article that is pending approval.
After you have reviewed the article, on the Actions toolbar, click Approve, and then click Close.
Microsoft Dynamics CRM moves the approved article to the Published folder.

CSRs and other users can see the article after about 15 minutes.

As a final tip, articles are only as good as in the information in them. Encourage your CSRs to add comments regarding corrections and additions to articles as they use them. Set up a schedule to review new and existing articles to ensure articles will be useful to everyone. In the end, it is your customers who will benefit the most.

Update Service Calendars in Microsoft Dynamics CRM

Ina D — Mon, 10 Mar 2008 01:59:00 GMT

There are few things a scheduler dreads more than someone calling in sick when the service calendar is full of service activities. With the following steps, you can keep your business running smoothly:

• Block off the employee’s work day to prevent additional service activities from being scheduled.

• Find and reschedule existing service activities.

• Assign an activity to call the customer to let them know of the change.

The following scenario takes you through the steps to take care of that sick employee, at least at work.

As the scheduler for your organization, you receive a call from Terrance, a shop technician. He’s sick and will not be coming in today. In Microsoft Dynamics CRM 3.0, you view the schedule and see that Terrance has a day full of service activities that you are now going to have to reschedule.

Block the user’s schedule
First, you must block Terrance out of today’s work schedule.

1. In the Navigation Pane, click Service, and then click Service Calendar.

Tip: If you do not see Service Calendar in the Navigation Pane, make sure that you have the correct permissions. The Service Calendar is not available in Microsoft CRM Client for Outlook, unless your system has been customized.

2. To find Terrance’s schedule, enter the first few letters of his first name in the Look for box, select User in the Type list, and then click Find.

3. In the list, double-click the name to open Terrance’s user record.

4. Under Details, click Work Hours.

5. In the calendar, make sure that today’s date is selected.

6. On the Set Up menu, click Time Off.

7. In the Schedule Time Off dialog box, in the Reasons box type “Out Sick” or another explanation.

8. Make sure the All Day Event check box is selected.
If Terrance were going to be out for more than one day, in the Duration list, you could select the number of days.

9. Click OK. In the Calendar, a red color block displays the time off.

10. Click Save and Close to close the user record. The Service Calendar remains open.

In the Service Calendar, Terrance’s time slots will show that he is unavailable and his name will not be returned for any scheduling.

Note: Direct appointments and service activities can still be made for him, but an alert will be displayed that Terrance is being scheduled outside his work hours.

Keep Customers Coming Back with Follow-up Services

Ina D — Mon, 10 Mar 2008 01:54:00 GMT

Return customers are the heart of any business. It is a lot easier to keep a customer than find a new one. The best time to schedule a future service activity is while the customer is still face-to-face with you, before they leave your store or shop.

As part of your checkout process, you can create a follow-up service activity in Microsoft CRM for anytime in the future. For example, if your business just completed an oil change for a customer, you can create a new service activity for another oil change six months from today. Using the Pane Assistant, you can create a follow-up service activity without even leaving the current service activity form.

A follow-up service activity captures only the required information: subject, service, and dates. It does not specify a resource to perform the activity. At regular intervals, you should check your Service Calendar for service activities without resources scheduled, and then call your customers to confirm and complete their follow-up service activities.

Create a follow-up service activity
Before your customer leaves your business site, while you still have his or her service activity record open, you can create a follow-up service activity for him or her for a future date.

1. In the open service activity, on the Actions toolbar, click Follow Up. The Form Assistant pane opens.

2. In the Activity List, select Service Activity.

3. Enter a Subject, and then select a Service. You do not have to select the same service.

4. To select a Start Time in the future, click the Calendar button, and then click the Month heading. The Month control for the Service Calendar opens. Select the month you want, and then select the specific date. To change the year, click the arrows on either side of the year heading.

5. Enter a Start Time and End Time.

6. Assign the follow-up activity to the person who will make the confirmation calls.

7. Click Save. Microsoft CRM creates a follow-up service activity for this customer with the status Pending and without a resource selected. The Service Calendar displays the service activity, but until you select a resource, the time is not available in the Service Calendar.

Although this article is about creating a future service activity using the Pane Assistant after an on-site visit, you can use the same procedures to create quick follow-up tasks for cases, record a phone call to an account, or any other task related to a record.

Confirm and complete the follow-up service activity
Once or twice a month, check your Service Calendar for follow-up service activities without resources. Using the results of the search, you can contact the customer, confirm the service activity, and schedule a resource.

1. In the Service Calendar, in the Type list, select Service Activity, and then in the view list, select All Service Activities. The list displays all service activities.

2. In the Calendar pane, click the month and year heading, and then select the month you want to view, and then click Month to view the entire month.

3. On the Actions toolbar, click Show Conflicts. All of the service activities with issues, such as no resources selected or conflicts with another service activity or an appointment, are displayed in the Service Calendar with a bold, red outline.

4. Double-click a service activity to open it. If there are issues with the service activity, an alert at the top of the form explains the issue.

5. To view the customer record, double-click the name of the customer.

6. Click Schedule to open the Schedule Service Activity form.

7. Based on your conversation with the customer, you can select additional search criteria, and then click Find Available Times.

Tip: If you recorded your customer’s preferences in his or her customer record, you can view those preferences in the Form Assistant pane on the Administration tab.

8. Select an available time, and then click Schedule.

9. If you have an e-mail template set-up, click Send Direct E-mail and send a reminder e-mail.

10. Click Save and Close.

A timely follow-up can make sure you don’t lose important customer contact opportunities. It can also help you keep your Service Calendar full and your business successful.

Who Says You Can’t Wear Red Shoes to a Board Meeting - Unconventional Ways to Exceed Customer Expectations

Jenn Hass — Mon, 10 Mar 2008 01:27:00 GMT

By Pam McGee

Research indicates that most technical companies don’t consider themselves to be creative. They describe themselves as good solid businesses, technical businesses, a good solid vertical business, and/or having a great product. It’s hard for businesses to describe themselves as creative because it seems so nebulous or so out of norm. There may also be the perception that creative businesses are for advertising firms, media companies, and art businesses. That’s an old argument that I won’t repeat here, but I think you get what I mean. After roughly third grade, we tell ourselves that we are not artists, we are not creative, and we are not writers. It gets knocked out of us because most of what we do in school is left to the scrutiny of someone else. Teachers themselves have been shackled with critiquing and grading, not empowering and inspiring. I once was in a pottery class in fifth grade, and most of the students were making clay dishes. I made a coffee mug with an elephant snout. Anyway, this isn’t a debate on the state of art education in America; it is however, the beginning of a great debate stating that anyone, any company, or any team can be creative if they want. Yes; anyone!

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Here are some guidelines for wearing red shoes in a board room. That is, guidelines for unconventional ways to exceed customer expectations:

Rule #1: All creativity needs to begin and end with the customer.
When I made my coffee mug with the elephant snout, I just knew my mother (the customer at that time) would love it because she loved elephants and she loved coffee. I was right. For 42 years, she displayed it prominently in her curio cabinet.

From a business sense, think about H&R Block®. They are scrambling because they have forgotten who their customer is. In 2006, more people filled out their tax returns online with TurboTax than went to H&R Block. In 2007, you see phony gimmicks like get $100 worth of groceries or an iPod if you go to H&R Block. That’s not creativity. It’s a scramble to do something because you’ve lost sight of who your customer is. Their customer is someone who is fairly computer literate, someone with a simple tax structure, and someone who could do their taxes themselves with a little online coaching. Had H&R block had the customer in mind, they would have realized that eventually their customer could enter information in an online form, just like their representatives were doing. They offered very little tax planning, financial planning, or even ways to save money on your taxes. Now they’re spending millions of marketing dollars on gimmicks that still don’t meet the customers’ needs. How in the world does an iPod or a $100 worth of groceries benefit a tax customer? See the point? Rule #1 for being a truly creative team is to have customer conversations about what the customer is telling you they need now and in the future. It also includes conversations on what they don’t even know they might need. The customer is always right; however, they might not always know what they need.

Rule #2: Dedicate time in each team gathering to be wild and starry eyed dreamers.
A common mistake made is that an idea comes up, and if there is no obvious implementation path, the idea gets lost. Leaders can win in the creativity department by simply asking the following questions often and without any clear implementation expectation:

What are our customers complaining about the most? How might we, in a perfect world, fix that?
What would you like to give a customer for free, and how might we do that?
Outside our business, what’s the best experience you’ve had as a customer? How could we translate that to our business?

Notice there is no mention of what the competition is doing. It is common that businesses want to beat their competition, but in creativity, what needs to be beaten is a customer expectation or pain point. Build the questions above into your weekly team meeting, your consultant project recap, and/or your 1:1s. Be creative; maybe the questions should be asked at lunch or maybe even over beers on Friday. Could you have your employees submit answers to the questions every time they board a plane or eat Chinese food? You decide.

Rule #3: NEVER EVER start a creative department.
This also goes hand in hand with starting a creative task force. Make it the expectation that everyone in the company is creative. I once worked with a small company that charged four committee members to come up with creative ideas to reinvent their product. The downside that may already be obvious is that a committee implies that there is some order to creativity. There isn’t. It just needs time and attention, and it will appear. It’s like saying that from 8 to 10 a.m. on Mondays, I’m going to be creative. It doesn’t’ work like that. Research actually has proven that when people say that an idea came to them in the shower, they are absolutely normal. Creativity comes to you when you let your mind wander and relax. It can’t be planned or charted or graphed. It needs to be fostered, experimented with, and enjoyed. Often an unexpected trip to the junk store will leave you with an idea of how to coach a problem employee. Maybe an afternoon gardening will leave you with an idea on how to market your business in another geography. I don’t mean to leave the impression that creativity is laissez-faire and you let it control you. What I’m trying to impress upon you is that creativity will happen if you are open to it and allow some downtime to just let your mind go where it needs to go. By assigning people and time to creativity, you may be spinning your wheels.

Rule #4: On a quarterly basis, review how creative you’ve been.
What changes have been made to an internal philosophy or practice? How have you added new customers? Solved an old problem? Invented a new marketing tag line? Tried something different? Whether it worked or not, the fact that there is accountability given to creativity goes a long way. Not every wild idea can be implemented, but every idea can be acknowledged. It will also help you surface an H&R Block problem, because if you are never reinventing something, you may not be in touch with your customers, and they may one day TurboTax you. Don’t let that happen.

Rule #5: Experiment with a little oddness in your company.
I bet if you did wear red shoes to a board room one day, it would subliminally help people think a little more out of the ordinary. Better yet, what if you didn’t wear any shoes at all? It would definitely imply non-mainstream thinking in the meeting. Clothes are a must, but shoes could be optional, right?

The point is that leadership can and should set the stage for creative thinking and set the limitless boundary rule that experimentation, thinking, and acting creatively are the norm, not the exceptions. Wearing red shoes in a board room won’t change your company immediately, but it is a step in the right direction.

About the Author

Pam McGee has been speaking publicly and consulting for over 15 years. She has delivered speeches, executive coaching and business consulting in over 22 countries for companies ranging in size from 10 people to 100's. Through her engaging and authentic discussions, she challenges her audiences to new thought processes, business trends, and people impact opportunities. Pam is a Business Consultant and principle of McGee & Co. that helps businesses with strategic planning, change management, leadership development and creating innovative environments. Pam is a member of the faculty at Minnesota State University - Moorhead where she teaches project management and leadership skills. Prior to forming her consulting firm, she worked for Microsoft in leadership development roles, business management roles, and organizational consulting roles. In her eight years at Microsoft, she was consistently praised for her ability to coach senior managers on a variety of business topics ranging from business and industry trends to personal leadership. Through these challenging times, Pam's main goal was always to keep these leaders working toward being great leaders and strategic thinkers. Most recently, she worked with the Microsoft Corporate Vice President of Marketing in the role of Business Manager. This role involved working side-by-side to manage the business management processes, global marketing activities, and all forms of communication for the Vice President. Prior to Pam's time at Microsoft, she assisted in the operation of - a trucking firm and a restaurant venture - as well worked for a Fortune 100 company as a sales manager. Pam has also been an Assistant Professor for the North Dakota University System. She lives in Fargo, ND with her husband, Scott and their two children, Isaac and Erika.

You're Going to Have Fun or ELSE!

Liz H — Mon, 10 Mar 2008 00:44:00 GMT

Natural ways to create a positive culture
By Tracy Faleide

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I used to be a lifeguard, which in my opinion, is the greatest job in the world. Where else could I get paid to get a tan, be in excellent shape from hours of lap-swimming, and twirl a whistle chain with my toes? Another great perk was I became invisible the moment I climbed into the lifeguard chair. I always knew which 13-year-old girl had a crush on which 13-year-old boy. I also got to observe parenting techniques while on watch in the baby pool. One cloudy, chilly day, the high school football coach brought his youngest son to swim. The kid was so cold his lips were blue. His father was determined they get their money’s worth. Exasperated, he barked “you’re going to get in that pool and have fun or ELSE!” I’ll never forget the look on that poor kid’s face as he stood in the water shivering.

Years later, I found myself sympathizing with that kid again as I waited in line for my turn to be blind-folded and spun around until I nearly puked. You guessed it—I was at a team-building event, wishing I were anywhere else. Don’t get me wrong. I’m not altogether denouncing the use of experiential learning devices or fun and games to encourage team-building. There are times and places where these activities are useful and effective. I’m simply suggesting there are many other natural, painless, and nearly free ways of supporting your culture-enhancement goals.

First, think about what you need. What’s the feel in your organization? Are people frazzled and stressed? Do people see each other frequently, or is everyone mostly on the road? Be sure to check in with a variety of team members to confirm your assessment. Leaders often project their feelings onto their teams and assume that if they’re stressed, everyone is. This can lead to situations like a team of people finding themselves on a bus to a ropes course not knowing if they’re being rewarded or punished.

In my experience, the simplest, most effective device for encouraging people to relax, connect, and share ideas is to make it easy for them to hang out and talk in a comfortable environment. Do you have an open area in your office where people can naturally congregate? Do you encourage impromptu discussions about current events or new ideas? Sometimes we get so caught up in being busy that we miss opportunities right in front of our faces. Allowing some breathing room for camaraderie and idea sharing sparks curiosity and creativity, and it bolsters both fun and productivity.

Another effective way to relieve stress and create a positive vibe is implementing silly cues to mark certain events or milestones. For example, when the Great Plains product development team was working crazy hours to release Dynamics, we used a stuffed animal (I think it was a Holstein cow) to indicate a code build was happening. A cow bell would ring out, and whoever was managing the build would put the stuffed cow on his/her monitor or sometimes his/her head. We’d all run around and cheer, even at three in the morning. When I was on the web site team, an E-mail that played a lick from “Safety Dance” by Men Without Hats signaled a new site was being compiled, and we deserved a break from testing for a few moments. On the Customer and Partner Experience team, we balanced the amount of bad news we heard by “ringing the bell” every time we heard something positive, just like a bar staff does when they get a good tip. (After lifeguarding, I landed the second best job in the world—bartending!)

The bottom line is you don’t need to lie on the floor with your head on your neighbor’s stomach to have fun at work. (If you haven’t had to suffer through this one, count yourself lucky. All I remember is my stomach rumbling loudly over some questionable Chinese food at lunch, and it was quite embarrassing!) Encouraging comfortable, thought-provoking conversation and silly stress relievers will go a long way toward creating a positive environment within your team. It’ll also help you stay tuned to the mood of your organization. There will be times when you need some “structured fun,” maybe to boost your innovation or problem-solving skills or help a new team gel. Starting with a group who is already comfortable hanging out, having fun, and working hard together puts you ahead of the game. And it helps you avoid inadvertently causing fear and loathing of blindfolds amongst your team. Now, start having fun, or I’m coming to find you!

About the Author

Tracy Faleide has twenty years of experience in communications, project and team management, strategy development and planning process, team-building, performance and career coaching and results-based execution. She is a novelist, freelance writer, professional coach and business consultant. Common threads across these focus areas include finding and telling stories of courage through transition, helping establish confidence of purpose and seeing things differently. Prior to going out on her own, she held several team and strategy leadership roles at Great Plains Software and Microsoft. In her most recent positions at Microsoft, she was responsible for Business Solutions' strategy development and planning processes and for setting and delivering on worldwide customer and partner experience and satisfaction strategies. Tracy has a B.S. degree in Mass Communications and Public Relations from Minnesota State University Moorhead. She and her husband, Dan, live in and lovingly renovate two old homes-one a 1907 four-square in Fargo, North Dakota; and the other a cottage on Lake Lizzie near Pelican Rapids, Minnesota.

Is Reaching for the Moon Possible Anymore?

Liz H — Mon, 10 Mar 2008 00:38:00 GMT

Developing a High Performing Workforce of the Future
By Pam McGee

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Remember when it was revolutionary to wear jeans to work? Remember when it was innovative to have a flexible work schedule so you could go to your son’s baseball games? Remember when it was extremely left-wing when employees were put in charge of their own schedules? Remember when it was completely irrational to have an employee work from home? Remember when it was almost impossible to allow employees to see company financial information because it was normally only shared with top management? Remember when it was a big thing to have a virtual team? Those are questions that shaped yesterday’s workforce. To remain competitive, there is a new set of questions to answer.

The questions of tomorrow are partially influenced by the fact that for the first time in 100 years, there are four generations in the workforce. With an aging population leaving a gap in leadership, succession planning is epidemic in nature. There is more software driving decisions, connecting people, and changing the way work is done. The latest estimate is that there is 10 times the software in the workforce than even two years ago. Facebook (http://www.facebook.com/) has become a common social networking expectation for some. There is an ever present drive to go global for everyone, not just the big corporations. Individuals can go global because of the flattening of the world. The growing new American population needs to find work and have their skill set developed. There are more women in the workforce than men. So as the complexity continues to build, how does a business owner create a workforce that is inspired, engaged, and highly productive? Is it even possible? Can you reach for the moon on this one?

Companies everywhere are adjusting to the new work environment. For example, the city of New York has developed a generations training program to help create awareness among it employees on the differences and similarities of fellow employees in the workforce. One company invited employees’ parents to its new employee orientation. The reason was that the 18 to 24-year-olds have a larger dependence on their parents than preceding generations. This generation also lives at home longer, so there may be another incentive for parents to be ultra involved in their job search. Another company utilized Facebook as its primary means of connecting virtual employees. The added benefit is that they had access to non-employees listed on individuals’ Facebook sites. Their pool of knowledge just expanded without the burden of payroll.

In addition to these examples, here are a few suggestions that business owners can consider as they pave the way for their future to engage and inspire their workforce:

Appreciate Similarities and Differences With the Four Generations
Recent research by The Robertson Company and pMcGee & Co. found that all generations predominately shared the same top five desires for their workplace; however, they had a different order of priority. Appreciating each other requires a paradigm shift and expectation that not everyone should work the way we do. “Shoulding” others should stop in the workplace.

Create a Respectful Work Environment
From the same research, the number one workforce expectation was to be respected. Focus groups were conducted to dig deeper into what “being respected” meant. Believing that most people don’t intentionally go to work with the motive of being disrespectful, the research indicated that disrespect came from having a double standard, having prejudices against each other, not respecting and valuing opinions from all age groups, and requiring people too great a workload. An example of having a double standard was when a manager told younger new employees that they had to earn respect, but then didn’t send the same message to older new employees. An example of prejudices is best seen when viewing popular media about the younger generation. They have them plagued as the “lazy” generation. They appear to be all pierced and “Ipod’d.” It is also a deep-seated prejudice that the “older” generation is non-technical. They are seen in pictures with their clipboards, outdated cell phones, and leather-bound date planners. Neither situation is entirely true. Prejudices run deep and wide. The most exasperated layer of disrespect is creating a work environment where everyone continually does “more with less.”

Redefine Team
Another key aspect of the workforce research was that different generations have different perceptions about team. The baby boomer era used teams as their social network. They invented the company softball team; they enjoyed company retreats. The majority of their social life came from their work life. The younger generation defines teams by the projects they work on. They connect with many teams based on their situation. One individual, when asked what she thought of her team, replied, “Which one? I am on 21 different teams.” They want teams to be a tool to get work done more quickly so they can move on to their next thing. Teams and team building need to take on a different focus and dimension.

Rethink Work Schedule
One of the most challenging aspects in the workforce is there are two huge groups of employees demanding a less than traditional schedule. This is beyond flexible scheduling – that was an assumption similar to an employee having a phone and a computer. The scheduling challenge is figuring out a more results-based culture that focused less on who was where, when and how much office time, client time, or E-mail time an employee had. For example, there may be an opportunity to tap into the almost retired work group. They may demand a work schedule that is “six months on and six months off.” A business owner may be saying, “That will never work with my business.” Remember, there were also some preliminary predictions that virtual teams would never work.

Engage and Inspire
There was a constant expectation from all ages to be included, engaged, and inspired. There was some unconventional thinking that businesses need to reverse. The thinking went like this – “when times are tough, companies dump employees (aka layoff, downsize).” In reverse thinking, employees have adopted that same thought pattern – “when times are tough, I dump you.” Creating an engaging and inspiring work environment does not have to be difficult, lofty, or programmatic. It’s about the little things a company does. Do they trust their employees or run them through the policy mill? Do they include them in discussions about the big picture of the company? Do they give them the tools to win in their job? Do they support them when they fail? Do they encourage personal fulfillment even if it doesn’t directly relate to the job?

Conduct Company Surveys
Staying on top of the workforce climate takes diligence, open mindedness, and follow through. Most companies wouldn’t dream of NOT surveying their customers. The same philosophy holds true about surveying your employees. There may be a belief that you have an open door policy and your employees talk to you. That is wonderful in the anecdotal sense. But there is some greater level of learning that occurs when a company routinely assesses their employees for what is working and what is not. The systemic approach allows the business to notice trends and patterns. It also creates a more objective approach to solving company problems. It certainly avoids the “squeaky wheel” syndrome.

Although the way has yet to be fully paved, there are a number of things you can do today to enhance your company’s ability to attract and retain the best employees. We are overworked, underfed, and “on” 24/7. Yet done correctly, you can expect more, maximize productivity, and improve loyalty in your workplace across all generations.

About the Author

Plain Language in Business

Jenn Hass — Mon, 10 Mar 2008 00:23:00 GMT

By Roy Jacobsen

I’ve always believed the maxim “If something sounds too good to be true, it probably is.” But now I find myself telling you that there’s something simple you can do that will boost your bottom line. One fundamental, uncomplicated thing that will:

Streamline procedures and paperwork
Improve employee productivity and moral
Reduce training time
Boost customer satisfaction
Increase sales and improve your company’s position in the marketplace

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What is “it?”

“It” is using plain language. Plain language is a set of practices based on the idea that the audience—customers, business partners, or employees—should be able to understand a document the first time they read it. Think about all the documents your business produces: customer letters, employee manuals, financial disclosure documents, legal contracts and notices, or anything else, printed or electronic. All of them can be improved by following plain language guidelines.

The evidence is overwhelming: plain language can have a huge positive impact on business. Studies in businesses and government agencies have shown that plain language saves time and money, and it improves understanding. And most importantly, almost everybody prefers plain language.

Watch your Language!

Just think about the business communications you read or hear every day. This includes E-mail, presentations, whitepapers, reports, proposals, contracts, billing statements, license agreements—the list is endless. Was the message immediately clear? Or did you have to review it a few times, wading through the jargon, business-speak, and legalese, to figure out what they were trying to say? Did it have a warm, human, conversational tone? Or did it come across as something composed by the computer HAL 9000, from the movie 2001: A Space Odyssey?

“Jargon, wordiness, and evasiveness are the active ingredients of modern business-speak,” according to the authors of Why Business People Speak Like Idiots. This is troubling because our ability to conduct business depends on our ability to communicate. Unclear, ineffective communication is to business what square wheels are to NASCAR.

Most people don’t use murky language deliberately. We usually fall into it because that’s what we see modeled all around us. “Everyone writes this way, so this must be how it’s done.”

Just because “everyone does it that way” doesn’t mean that you have to.

Benefits of Plain Language

Okay, plain language sounds good on the surface, but is it really that much better? Isn’t there a good reason for the traditional language of business? Well, there are many reasons why the traditional way of writing is the tradition. But “it works better” is not one of them. Researchers have recently started comparing plain language to traditional language, and in every case, plain language comes out the clear winner.

Many of the studies of the benefits of plain language examine it in one of two ways: the benefits to the company, or benefits to the reader. Let’s look at a few examples of each.

Both the United States Army and Navy have studied the effect of writing business memos in plain language, and both found that plain language is better. The Army found that people who receive memos written in plain language are twice as likely to comply with the memo on the day they receive it. The Navy found that plain language memos take 17% to 23% less time to read, with significantly greater comprehension. “Time is money” is a fundamental business axiom, and the Navy estimated that, if all memos were written in plain language, their yearly cost savings (in time saved) would range from $250 to $350 million.

The “Time = Money” equation shows up in other areas as well. In the early 90s, Federal Express (now known as FedEx) revised its operations manuals using plain language guidelines after finding that readers who used the old manuals took an average of five minutes to find information, and they found the correct information only 53% of the time. With the new manuals, the average search time was 3.6 minutes, with an 80% success rate. They estimated that this effort was worth $400,000 annually in time saved. And that doesn’t take into account the savings from employees getting the right answers the first time.

Here are more examples of plain language having a direct impact on a company’s bottom line:

In 1991, the Allan-Bradley Company (now a division of Rockwell Automation), rewrote their computer manuals in plain language. This reduced calls to their call center from more than 50 a day to less than two a month.
British Telecom revised their billing statements in 1997 and found that it reduced customer calls about phone bills by 25%. Furthermore, customers paid more promptly, improving cash flow and reducing collection costs.

Other studies have found similar savings, along with reduced error rates on business forms, improved retention for staff training, reduced paperwork, and increased efficiency. All of these will boost profit margins.

What about the audience? What benefits do they receive?

Some of the studies I already cited showed improved comprehension; the readers got the intended message the first time around. The Navy study, for example, found that readers understood the plain language memos better than those written in traditional “bureaucratic” language. Other studies have found this as well. For example, the Veterans Administration tested some of their form letters. Only 44% of the veterans who received the traditional versions understood them. When they rewrote them in plain language, that number rose to 89%. In addition, the average reading time went from eight minutes to six.

Researchers who have studied this have found that readers overwhelmingly prefer plain language. When the Ford Motor Company tested a plain language version of the owner’s manual for the Taurus, 85% of the respondents preferred it to the other version.

The preference for plain language carries over into specialized documents, such as financial disclosure documents and legal documents. For example, the U.S. Securities and Exchange Commission tested a plain language “profile prospectus” against the traditional model. Experienced investors overwhelmingly preferred the plain language version.

Joseph Kimble, a professor of legal writing at Thomas Cooley Law School in Michigan, and the author of Lifting the Fog of Legalese: Essays on Plain Language, has found that judges and attorneys prefer plain language to traditional “legalese.” Kimble points out legal language infiltrates business documents, such as contracts, licensing agreements, billing statements, and so on, even though it really isn’t necessary. “You can bet that many of those are influenced by the legal department, who won’t let this stuff get out to the public unless it’s written in legalese. And it just doesn’t have to be.” Plain language does the job more effectively.

Plain language doesn’t just help your company and your audience. It can help you in several ways as well.

First, trying to write clearly helps you think more clearly. Brian Fugere, one of the authors of Why Business People Speak Like Idiots, and a partner at Deloitte Consulting, says, “Clear language forces you to think harder about what you’re saying. A lot of what we see is the result of people not really getting clear in their own heads what they’re trying to say.” (I have found this to be true for my own writing. If my words are murky, it’s usually because I’m not sure exactly what I’m trying to say.)

It also gives you a wider audience. Fugere says, “If you start experimenting with clear language, you find that people pay attention.” He cited his own experiences as a consultant. The studies I already mentioned support that contention. People are more likely to read, and understand, messages delivered in plain language.

Studies have also shown that people who use plain language are viewed more positively. Most people think “straight talkers” are more likable, friendly, energetic, inspiring, and enthusiastic.

And the most important benefit comes back to the bottom line: People are more likely to take action when you use plain language. Plain language gets results.

Plain Language Principles

Plain language isn’t a set of rules or a list of words to use or not use. It’s a set of principles for writing to convey our ideas clearly, accurately, and economically.

Start with your readers’ needs in mind. Tell them what they need to know, using the words they use, but don’t bog them down in extraneous details.
Use familiar words—ones that are simple, direct, and human. Call a shovel a shovel, not a human-powered excavation implement. This doesn’t mean you can’t use specialized language or jargon. If there is a clear and well-known term that best expresses your idea, and your audience knows that term, then go ahead and use it.
Express actions with verbs; don’t convert them into abstract nouns. Don’t utilize things, and for pity’s sake, don’t write about their utilization; use them. William Zinsser, in On Writing Well, advises us to “…remember that readers identify with people, not with abstractions like ‘profitability’ or with Latinate nouns like ‘utilization’ and ‘implementation,’ or with inert constructions in which nobody can be visualized doing something: ‘pre-feasibility studies are in the paperwork stage.’”
Use active voice more. Write sentences that describe actors performing actions (rather than states of being). “A foolproof method for roadrunners to be captured by hungry coyotes has been developed by Acme researchers” is passive. “Acme researchers have developed a foolproof method for hungry coyotes to capture roadrunners” is active.
Relentlessly cut unnecessary words. At this point in time is just a long-winded way of saying now or currently, and there are hundreds of other bits of baggage cluttering business communication. Not only do they waste your audience’s time, they sap your message of its power. It took only 270 words to deliver one of the most powerful speeches in American history: Abraham Lincoln’s Gettysburg Address.
Don’t be afraid to use personal pronouns. Address your reader as “you,” especially if you’re writing instructions. A sentence like “The completed form must be submitted before the application can be processed” doesn’t say who is supposed to do what. “You must complete the form and submit it to us before we can process your application” is clear and direct.
Simplify. Break long, complex sentences into shorter, simpler ones. Aim for more short paragraphs than long ones. This doesn’t mean that you have to write in a “See *** run” style. It means you should be sure you’re not trying to cram too many ideas into a single sentence or paragraph.
Give your document a logical structure, and make that structure visible. Divide things into short sections, with lots of headings (and subheadings, if necessary). Put an executive summary, purpose statement, or table of contents at the beginning. People will often skim a document for its key points before reading it, so make them stand out.

These ideas will get you off to a good start. There are also tools that can help. For example, if you struggle with business buzzwords, you can install Bullfighter, a free tool for Microsoft® Office Word 2003 and PowerPoint® 2003. It scans your document for offending words and offers plain language alternatives. It also calculates a readability score for your document, using the method invented by the late Dr. Rudolph Flesch, a pioneer in readability research. You can download Bullfighter from www.fightthebull.com.

(Full disclosure time: I scanned an early draft of this article with Bullfighter. My document’s “Bull Index” was 98—not quite bull-free because I had one instance of utilize—with a Flesch Readability score of 52. Bullfighter said that my writing is “mostly clear, with some unnecessarily long words and sentences. You get to the point, although with an occasional detour. Most educated readers will navigate the text with no difficulty. Longer words and sentences appear occasionally.”)

Plain language doesn’t have the cachet of the latest business fad being promoted by someone trying to push his book up the business bestseller list. But it does have reams of evidence that prove its worth to your company, your customers, and to you. And it doesn’t take an army of high-priced consultants to apply to your business, either. All it takes is the will to spend some time and effort, and the willingness to learn how to use words well.

About the Author

Roy Jacobsen is a freelance writer and editor with more than 20 years experience in a variety of fields, including a 13 year career with Microsoft Business Solutions. He’s also a contributing editor for The Editorial Eye, a resource for writers, editors, designers, project managers, communications specialists, “and everyone else who cares about contemporary publishing practices.” Roy’s weblog, Writing, Clear and Simple, is at http://rmjacobsen.squarespace.com/.