Category Archives: Employee Engagement

How am I doing? Conducting effective 1-1 meetings

How to conduct effective 1-1 meetingsConducting effective 1:1 meetings

Conducting effective 1-1 meetings is an essential skills for any manager. Never under estimate the impact of sitting down regularly with each member of staff on a one to one basis.

Whether you call them “one to one meetings”, “reviews” or simply “chats” really doesn’t matter; the important thing is that they happen.

And regularly.

But, why would you want to have these if you see your team members every day and give them feedback as you go?

Because conducting effective 1-1 meetings provides an opportunity for a private discussion, to raise points which you may not want others to hear, and for them to raise things they might not want everyone else to hear.

They also provide that window of time to focus on them:

  • not just you telling them how they’re doing,
  • but allowing them the opportunity to tell you how they think they are doing.
  • and to listen to their ideas, questions, concerns and suggestions

Your aim in conducting a 1-1 meeting should be:

  • To motivate your team members to either continue or sustain good performance
  • For team members to feel confident that they have the ability and support to fill any gaps where they need development.
  • It’s an opportunity for them to have their contribution recognised – not just performance, but have their ideas heard.
  • It devotes time to set direction and goals for the coming weeks.
  • The net result should be an enthused and motivated employee who knows what they should be focusing on, and how this will contribute to the business.

Two-way

I often hear of managers spending literally hours preparing for the meetings, then finding themselves having to work twice as hard to get the employee to contribute their ideas and views to the meeting. One to ones are as much for their benefit as yours, so ask them to take some responsibility for the preparation too.

There may be things they’ve done that are worthy of comment, which you are oblivious to; remember you don’t see them every minute of every day they are at work. So ask them to plan what they would like to discuss.

  • Ask open questions to get their ideas on performance and how to move forward.
  • Use the AID* model for feedback: They’ll still want your view on performance
  • Ask for their views
  • Offer support: If there are shortfalls you need to understand why, and then help bridge that gap.

3 core questions for conducting-effective-1-1-meetings

As a minimum you may like to consider these 3 questions:

  • Achievements
  • Shortfalls
  • Focus

1. Achievements

What successes or achievements have you had this month or what have you done this month that you’re proud of?

  • What have been your top 2/3 successes?
  • What have you accomplished towards this year’s goals?
  • What has gone particular well for you this week/month/period?
  • What have you been particularly pleased with?
  • What have they achieved towards pre-determined goals, targets, KPIs, etc.

Start on a positive and is an opportunity for the employee to blow their own trumpet.

Of course if these are things you’ve spotted too this is your opportunity to give praise where it’s due, and reinforce their success.

This is a time when you might discover other strengths or successes that you’ve been previously unaware of, so take note and ask for examples if you need to.

Ensure you build on their successes and discuss how they can do more of this or emulate this in future. (See the AID model)

Compliment them, tell them why you value their contribution, focus on strengths.

2. What’s not gone so well?

What disappointments or frustrations?

  • If you had a magic wand, what would you change or do differently?
  • Where have you fallen short against this month’s goals/KPIs?
  • What hasn’t gone to plan?
  • What have you been disappointed with?
  • What have you set out to do but it hasn’t yet happened?

Sometimes people will be very hard on themselves, and even if people have not done everything you’ve asked of them, when they are identifying this for themselves it’s a lot easier for both of you to have that conversation.

How have they gone about this? Something may have given a good result at first glance, but it’s all very well achieving all their targets but not so good if they’ve upset colleagues or customers along the way.

Look at this as an opportunity to learn, so discuss what got in the way and how to overcome this in future. This might need some more support or training from you or additional resources.

3. Where’s the next focus?

What do you feel needs to be your number 1 focus for the coming month?

Alternatives:

What needs to be the focus for the coming week/month/period?

This is your opportunity to look ahead and either set some goals for the forthcoming period or to summarise any development that has been identified as result of the previous 2 questions.

  • What needs to be focused on or addressed, and what support or development do they need to do this

At the end of the meeting ask if they have anything to add.

Summarise theirs and your actions, record and agree next review date.

If there needs to be more commitment or input on their part ask them to do the summarising. This way you know there is at least an understanding of what’s expected over the coming period, and an opportunity to set this straight if their interpretation is different from yours.

If you simply ask the 3 questions on a regular basis over time your team will get used to you asking these and as time goes on hopefully they’ll be more prepared for each question giving it some thought prior to your meeting.

Their preparation obviously doesn’t let you off the hook altogether, but if they are well prepared it will certainly reduce the amount of time needed for conducting effective 1-1 meetings.

See a short video on Conducting effective 1-1 meetings here: https://naturallyloyal.wistia.com/medias/4unqvbced5

If you only do one thing: Find some time in the coming week to schedule a one to one with each of your team.



How to engage and motivate your team

engage and motivate your team Engaging and motivating your team on their return from their Christmas break

When you get home from work can you normally sense what sort of mood everyone else is in? Even when no words are spoken it’s usually pretty easy to tell. Our moods and emotions are usually evident to others from our expressions, behaviours and tone.

I know how difficult it can be to get motivated again after a break. And of course, it can be no different for your team getting back into the swing of things after Christmas.

All of which of course can have an impact on your customers’ experience …and ultimately your bottom line.

So, what can you do to engage and motivate your team?

It’s a self-fulfilling prophecy; if you, or any of your management team, think it’s going to be tough getting back into the swing of things the chances are it will be.

Not just for you, but for your team as well.

We are all familiar with the “Mood Hoovers”; you know – those people who, when you come into work full of the joys of spring, they comment “What are you so flipping happy about?”, sucking all that energy and enthusiasm from you like a Hoover.

Your physiology certainly influences your own feelings, but can also influence the feelings of people around you too. Which means if people mooch around all day fed up about coming back to work after Christmas it will be difficult to engage and motivate your team, as you’re far more likely to elicit negative emotions than if you’re smiling, happy and generally being positive about being back at work.

Like it or not, your mood – and the mood of your managers – has a profound impact on the mood of all those around you. It influences your team’s attitude, their enthusiasm, their willingness to take responsibility, their confidence in you and the business and their loyalty towards you.

And in turn this certainly influences your customers’ perception of you and your team, their level of engagement and ultimately their loyalty to your business.

Being confident, enthusiastic and energetic might not always rub off on everyone else, but it’s a better bet to engage and motivate your team than if you or any of your managers are down and resenting being back.

Take action

If you only do one thing to engage and motivate your team on their return from their Christmas break, find something positive to share with your team and share it with enthusiasm! (…and deal with any Mood Hoovers)

If you’d like more ideas here are 38 Activities to Engage, Energise and Excite your Team in Customer Service



Keeping your team engaged over Christmas

Keeping your team engaged over Christmas

Keeping your team engaged over Christmas, and keeping your customers happy too!

If you run a business that depends heavily on Christmas trade (or have peaks of activity at any time of year) a lot will hang on how good your customers’ experience during this time.

And if your team are feeling the pressure, if they’re rushed, tired from long days, or just fed up with demanding customers, all of this will be picked up by customers.

So it’s important you focus on keeping your team engaged over Christmas if you want them to impress your customers.

First impressions count.  Remember, when you’re busy, many of these customers may be coming to your business for the very first time, so don’t let the volume of customers be an excuse to let customer service standards drop. Create a memorable first impression and a reason for them to return.

Whether you’re a hospitality, leisure or retail or business already in the thick of Christmas activity, a health and wellness business anticipating a surge of activity as a result of New Year’s resolutions, or a tourism business who may see big spikes in visitors as festivals or shows attract the masses, your customers don’t really care how busy you are; they still want to be loved and cared for.

And this starts with your team!

So, here are 11 tips to keeping your team engaged over Christmas, to keep them smiling,  and continue to meet your customers’ expectations.

1. Keep your team informed

A well-informed team not only gives them confidence and enables them to make decisions, it also helps establish trust with your customers. Let everyone know what’s going on in your business through regular staff briefings. When you’re busy it’s easy to let these slip, but it’s on your busiest days that things are most likely to go wrong, so these are the days when your team briefings are most important.

2. What’s available

Ensure everyone in the team knows what’s available and what’s not as part of your Christmas offerings. People can’t sell something they don’t know exists, and they don’t’ want to look stupid if a customer orders a regular item then discover it’s not available over Christmas.

Let your staff sample products and/or services as far as possible, explain what products are normally sold together (e.g. in a restaurant what accompanies each dish) what the price includes and what’s extra. If they have a role in up-selling what are the products you want them to promote, including any future events?  If your core team are incentivised, make sure you include seasonal staff in the scheme.

3. Promote teamwork

Play to the strengths of your permanent team, and use them to support your seasonal team. Introduce temporary team members to everyone else in the whole team and define everyone’s areas of responsibility so there are no gaps and no duplication of effort. Avoid any friction that can occur when someone hasn’t pulled their weight or others are seen to ‘interfere’ with your way of doing things.

4. Common courtesies

Treat your team with the same care, courtesy and respect as you’d like them to show your customers.

Keep your commitments; letting people down suggests a lack of respect, but if you can’t do what you say you’ll do at the very least say “I’m sorry”.

Give a simple please and thank you, a sunny smile and a cheerful “good morning”, and a “good night and have a good evening” at the end of their day or shift.

5. Pay attention

Listen and observe. Keep your ears and eyes open to recognise when things aren’t as they should be, and spot concerns quickly. When everyone is focused on the customers having a good time, it’s easy to miss the tell-tale signs things are not as they should be. Left to fester these can snowball into bigger problems.

Be approachable, and listen and observe so you can act on any staff concerns before they become a problem. Provide support and be receptive to when this might be needed.

6. Debrief

Get feedback from your team at the end of each day or after each major event, so can you make things go smoother every day.

What went well? What was challenging and where did they struggle to meet customers’ expectations? What can be improved on for next time, or done differently to ensure the customer experience is still a great one even when you’re busy.

Listen to their ideas and suggestions, and show them you value their opinion.

7. Guide and support

Give your team the support, resources and guidance needed to do a good job. This starts with providing clear direction on your expectations and providing everyone with the resources they need (including sufficient time and manpower).

Observe your team in action and give supportive feedback, encouragement and coaching, so you build their confidence and their productivity.

When busy it’s easier for things to go wrong. Equip your team to deal with the unexpected and empower them to handle these situations with confidence.

8. Two-way trust

Lead by example and be a role model so there are no mixed messages. Ensure all your management team use the same criteria for rewarding and recognising the team’s contribution, so people don’t get confused of feel deflated when something worthy of recognition gets ignored.

Play to people’s strengths and demonstrate your trust by delegating some control and ownership. This gives a sense of pride and a desire to get things right.

9. Time Off

If your team have to work unsociable hours, long nights or sacrifice personal social lives, be open to some flexibility. Recognise that people may be missing out on family and friends’ events, so help make up for this in some way.

And even when busy it’s important for everyone in the team to have a chance to recharge the batteries; it’s when people are tired and frazzled that accidents happen, or mistakes get made.

10. A simple thank you

The most obvious and easiest thing you can do to show your team you care about them is to make a point of thanking them. Whether that’s a heartfelt thank you at the end of a busy shift or hectic day, when they’ve made an extra effort or used their initiative, or gone out of their way to help a colleague or a customer.

11. Have some fun

It’s the festive season and your team want to have some fun too! People are more productive when they’re happy and relaxed. Laughter is the best medicine and a good hearty laugh release tension and it’s contagious, so will certainly rub  off on customers too. This doesn’t mean being unprofessional, but looking for opportunities that create a relaxed and enjoyable place to work.

Give them a treat to look forward to after Christmas.

When your team have worked long or unsociable hours that had an impact on their personal life, extending the treat to be shared with their loved one not only makes your team member feel good but shows your appreciation of the support given by their friends and family. This paves the way for future good deeds too!

Finally, take the time to celebrate your successes and give yourself and your team a well-earned pat on the back for a job well done.

This all helps in keeping your team engaged over Christmas, and into the New Year.

Take Action

If you only do one thing – Take a few moments today to review how things are going. Ask for some feedback from the team and thank them for their contribution so far.

Related article: Improving Productivity:  https://www.naturallyloyal.com/improving-employee-productivity-of-seasonal-team/


How to attract, recruit and retain great staff

attracting recruiting retaining staff

How to attract, recruit and retain great staff

And it’s not just about pay and hours…

You and I both know the quality of your team have a direct impact on your customers’ experience. But there’s also no getting away from the fact that many businesses are struggling with attracting and/or retaining good quality people.

This was certainly a common theme in the seminars at last week’s Restaurant Show. I can’t say I get very excited about heavy duty kitchen equipment or the latest design in tableware. But I always make a B line for the seminars as I love to listen and learn from others.

Here are some of my takeaways from the seminars, plus a few of my own.

And it’s not just about pay and hours…

1. Bolting the Stable Door

Identify the real cause of people leaving. Sit down with leavers to find out as much as possible about their motives for leaving.

Prevention is better than cure. Although it might be too late to change the mind of this employee, it might allow you time to address any problems to prevent the same thing happening again and again.

They say that people don’t quit jobs they quit bosses, so if this is the case the interview is best conducted by someone other than the employee’s line manager; it is unlikely that you’re going to learn the truth if the line manager is asking the question.

Look for the tell-tale signs that could lead to future employee turnover: lack of job satisfaction, poor team dynamics, inflexibility to meet personal needs (e.g. flexibility on working hours), cultural mismatch.

Ask for regular feedback from your team (see www.naturallyloyal.com/em).

2. The Grass is Greener

Keep your talent in-house. Promote from within wherever possible. A perceived lack of career progression or obvious career path can be a key contributor to staff turnover.

Look for internal opportunities – either in your own establishment, or if you’re part of a group in other sites.

Always let your existing team members know when a position is available. Even if this is not a step up, it may present a new challenge to keep someone motivated. If internal candidates do not get the job ensure you give feedback to help with their development and to encourage them to apply for future positions.

Put processes in place to identify potential, develop people and encourage internal promotion, such as regular1:1’s to talk about aspirations, strengths and opportunities.

Support people’s development to minimise the risk of them leaving to take on more senior roles for which they may not yet be ready and may be out of their depth.

3. Build your Network

Develop relationships with recruitment officers from local colleges and universities, get involved with schools to help raise the profile of the industry, network with other local businesses.

Allow your existing team to participate in professional associations and training where they’re likely to be in contact with potential candidates.

People know people like themselves, so ask your team to help in your recruitment efforts.

When there are so many retail businesses closing, what can you do to attract the ‘fall out’ from these businesses?

4. Become an employer of choice

Create a culture where the best employees will want to work, and build a reputation as a good employer so you attract the best people.

A prerequisite is looking after your existing staff; they are far more likely to recommend you to others and spread the word that it’s a great place to work.

Monitor the reputation of your business; listen to what your staff say, especially those who leave. It’s not just about pay and hours. People won’t want to work for you if they don’t see any development opportunities, if their contribution isn’t recognised or if they’ve no sense of purpose.

Keep an eye on sites such as Glassdoor, pick up any clues or comments that could impact on how you’re perceived in the job market, and what steps you might need to take to make any changes. Comments from disgruntled employees will do you no favours whether their gripes are valid or not.

Shout about what’s good about working there. What’s the culture? What development opportunities? How do others feel about working there? What are your values?

5. First Impressions Count

Your recruitment and onboarding process needs to be professional, fair and welcoming for applicants; it’s as much about them finding out about you, and if they think they’d be happy working there.

Use communication channels and language to suit your audience, e.g. using text rather than email.

Involve your team in the recruitment process so you can create a buzz about what it’s like to work there. This demonstrates your belief in them and strengthens their commitment to helping the new employee succeed.

If you’ve more than one vacancy to fill consider recruitment days.

Engage and involve new starters as early as possible, to avoid second thoughts before their first day. Let them know you’re looking forward to them starting and what is mapped out for their first day.

Ensure a well-planned induction programme so they aren’t left wondering what’s expected of them. There was a lot of talk about gamification in the seminars, but at the very least, add some fun to help starters relax and build confidence. See Induction Guide here

Help them to make a meaningful contribution early on, so they have a sense of achievement. Set a mini project for them or allocate a small area of responsibility.

How well you demonstrate you care for them from day one will influence how much they care about you, your business and your customers!

 

Take action

If you only do one thing – on the basis that prevention is better than cure, spend some time this week with each of your team and discuss their aspirations and development needs, so they recognise they have a future with you.

p.s. If you’d like a head start designing your induction programme I’ve done the hard work for you with my Guide to On-boarding available here



Glass half full or glass half empty?

employee engagement glass half empty

How employee engagement impacts

When you get home from work how long does it normally take to sense what sort of mood everyone is in?

If you’ve said “almost immediately”, you’ll find the same is true in the workplace.

That is, everyone’s moods are evident to those around them – be they their manager or a colleague.

I’m sure we both can relate to the type of person who constantly looks at the downside of everything; the type of person who drains your energy and your enthusiasm; the ‘Mood Hoovers’ who suck the life out of everything.

Not only is this draining for the team, but generally it’s picked up by customers too, and is bound to have an impact on a customer’s experience.

But have you ever wondered whether or not you have others in your team who have this impact on their colleagues?

We often hear of managers complaining about the lack of employee engagement; but have they ever stopped to think about whether they are the cause of it?

Our physiology certainly influences our feelings and the feelings of people around us. So, if we mooch around all day with shoulders dropped, hands in pockets, we’re far more likely to elicit negative emotions, than if we’re smiling, animated and making eye contact.

Certain emotions or un-resourceful states will certainly have a knock-on impact on everyone around them – colleagues and customers alike. Being irritated, flustered, impatient, worried, angry, bored, frustrated, resistant, confused, tired or distracted all rub off on others.

But, when we focus on the positives it has a positive impact on others too. Smiling and laughing can rub off on others to help make everyone feel good and happy.

What’s more… it’s infectious…

If you want your team to be enthusiastic, flexible, motivated, interested, confident, energetic, happy, welcoming, and friendly this has to start at the top.

Want to know how this can happen?

Related posts: https://www.naturallyloyal.com/how-to-engage-new-team-members/



38 customer service training ideas to keep your team engaged all summer long

Here are 38 of my favourite customer service training ideas, so you can keep your team engaged, fresh and focused on delivering a fab customer experience all summer long

Now we’re well into the summer and – if you run a hospitality, leisure or tourism business – maybe your busiest time of year, how do you keep your team fresh and still focused on delivering a brilliant customer experience?

Even when your team know what’s expected, when you’re busy for whatever reason, it’s easy to take your eye off the ball. But this shouldn’t be an excuse for a poor customer experience or inferior customer service. Your customers don’t care! Busy or not, whether it’s the school holidays and you’re rushed off your feet, or key team members are taking time off, your customers still expect consistency.

With this in mind I’ve just updated and added to my manual of customer service training activities and exercises.

This is a collection of 38 customer service training ideas in the form of activities and exercise, which you can use now – and all year round – to keep your team engaged, energised and excited about customer service.

These are all exercises I’ve used, and my clients have used, to involve their team, make continuous improvements and keep customer service and the customer experience front of mind, however busy.

And until midnight on Sunday you can get this at the very special price of just £7 instead of £27.

customer service training ideas

I’m offering this special price as a way to say THANK YOU to all the people who read this Naturally Loyal blog.

Here’s where you can grab your copy and save £20


How trust impacts customer experience

trust impacts customer experience

Last week I gave a short presentation at our local Institute of Directors meeting. It was only 4 minutes, but it’s surprising what you can fit into that time.

I spoke about pride.

Being recognised at work so you can be proud of your contribution can have a massive impact on employee engagement, and all the knock-on benefits of productivity, staff retention and the customer experience.

This stems from the top, so if you are recognising your managers and supervisors so they feel pride in what they do, they are far more likely to do the same with their team members, too.

I covered 3 ways as leaders we can help people feel proud of their contribution, but I’m just going to cover one of those today; demonstrating trust.

People soon pick up when you fail to trust or allocate any responsibility to them, leaving them frustrated or worse, doubting their own abilities. When you demonstrate trust on the other hand, you’ll be surprised just how resourceful people can be.

Here are 5 ways you can demonstrate trust in your team members:

  1. Play to people’s strengths. It’s a lot easier for you to delegate responsibility for tasks where people already excel, and the likelihood is when they are good at that task they’ll be confident and probably enjoy it.
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    That doesn’t mean to say you don’t develop people in other areas, but avoid the temptation to make everyone mediocre at everything.
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  2. Learn to let go, and empower them to do the job you’ve employed them to do. No one wants their boss breathing down their neck the whole time, and it’s frustrating for everyone when team members have to get sign off for everything.
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    Cut the red tape and give your team the freedom to do what they think is in the best interests of the customer.
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    Set clear boundaries so they understand the exceptions and when you really do need to be involved.
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  3. Give flexibility to adapt and adopt their own style. Let them bring their own personality to the role, particularly when dealing with customers.  If they know the end result you’re looking for they often come up with better ways to get the same result.
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  4. Identify staff champions for routine activities so there is always at least one person other than you keeping an eye on each aspect of the business. This is not only good for people’s development it also helps the team respect other’s roles and share the burden.
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  5. Develop ‘experts’ and give ownership for areas that require specialist knowledge, so this team member becomes the go to person for this. When individuals have one or two areas to focus on specifically it encourages them to go deeper and develop their expertise, and encourages continuous improvement. This in turn can have an impact on your customer experience, when specific knowledge is required to gain the customer’s confidence.

We often underestimate people’s capabilities. When you demonstrate your trust in your team by delegating some control and ownership, this gives a sense of pride and a desire to get things right.

This ultimately has a knock on impact on your customer experience as customers do  notice the difference between someone just doing their job and someone who is genuinely proud of the job they do and the contribution them make.

Take action

If you only do one thing: demonstrate your trust in someone today by giving them the go ahead to do something their way.

Here’s my 4 minute presentation

Related article: I don’t have authority


Marking Milestones

engage your team

Engage your Team (and customers) by Marking Milestones

Can you remember what you were doing on the night of 20/21st July 1969?

I can, as I’m sure you can too if you are my age or older, as, like billions of others, I was sitting with my brothers watching in awe as Neil Armstrong and Buzz Aldrin became the first men to set foot on the moon.

Watching the events relived this Saturday was still tense even though we knew full well the mission was a success.

Marking milestones in your business is a great way to engage both your team members and your customers. They don’t need to be as momentous as the moon landings; simply recognising any small personal milestone, proud moment or a significant event shows you care.

Here are some moments you may wish to mark to engage your team and/or your customers

Celebrate and share business successes

  • At the end of the year remind your team of all your achievements over the past 12 months and create a buzz for the year ahead. What milestones have you achieved as a business and individually? What were the highlights? Engage your team by recognising their contribution. Team members are more likely to be loyal and work harder for a business they believe in.
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  • Let everyone know when you’ve had a good month, won a significant piece of new business, or achieved an important milestone. Share the success with your team (and customers if appropriate). Recognise and show your appreciation for those who have contributed to this success. Be sure to recognise all departments, including back of house staff, or those in non-customer facing roles.This can be a great morale booster; it’s a great way to thank them for helping get to this point and to gain buy-in for the potential work it will involve over time.
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  • Don’t forget key anniversaries for your business; it’s a great way to remind your team of your heritage and the values your business is built upon. Even if you’re not long established as a business track back to key moments in your own background (particularly relevant if you are a family run business), or research the history of your building or area, or key historical dates in your industry.

Proud personal moments

  • Recognise and celebrate with your team members those important moments outside work: arrival of their first grandchild, child’s graduation, a significant fund raising activity for charity, a personal achievement such as passing their driving test.
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  • Make a note of the key dates in their world – significant birthdays and wedding anniversaries; remembering these can make that person feel that little bit special on their special day.
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  • Remember the anniversary of the date each of your team members joined your business or your department. If you’ve a large team you might decide to celebrate the anniversaries of everyone who joined in the current month. This is a great excuse to bring people together who might not normally work closely together.

Celebrate non-work events

Be aware of other celebrations happening elsewhere which may resonate with your team. Such as:

  • Sporting success, such as those this month – we’ve seen Cricket World Cup, Wimbledon, Formula 1 GP, Women’s football.
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  • Charity events such as Red Nose Day, Children in Need, Macmillan Coffee Morning (27th September 2019).

Marking the occasion

It’s good to have the milestones marked on the calendar, but even better if you do something to celebrate.

Celebrations don’t need to be lavish. What’s more important is that they are sincere and will be appreciated by those you share them with.

  • A simple card to mark the occasion is a pleasant surprise, and adds a very personal touch, particularly when hand-picked and hand-written.
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  • Allow the freedom to have some fun; this doesn’t mean being unprofessional, but looking for opportunities that create a relaxed and enjoyable place to celebrate in keeping with the occasion.
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  • Recognise that some people love the limelight, others hate it. Sometimes a quiet “congratulations and well done” is all that’s needed and will have more impact than any over the top celebration.
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  • If it’s an occasion to be shared, will taking time out for coffee and cake to celebrate the occasion be a more appropriate way to engage team members than taking everyone down to the pub?
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  • When your team members are celebrating a personal milestone extending the treat to be shared with their loved one(s) not only makes your team member feel good but shows your appreciation of the support given by their friends and family.
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  • It may be that the best and simplest way to help team members mark a special occasion is giving them the opportunity to knock off early, so they have more time to celebrate with their family and friends.
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  • External awards are a great way to give recognition for the whole team. Keep your eye out for awards which are relevant to your business or your market. Just being nominated an award is a great booster.

Inviting your customers to celebrate

Marking milestones with customers is a good way to stay on their radar.

  • Many of the above ideas work well for customers, or a little unexpected gift (which might also be an excuse for them to visit again, but ensure it is something they will value, not just a blatant promotion for more business) can make them feel special and appreciated.
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  • If you’re a hospitality or leisure business, the most obvious things to celebrate are birthdays and anniversaries.
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  • Capture your customers’ birthdays, anniversaries and special dates on your database (with their permission of course) and then invite them back to your venue to celebrate, and receive something special of value to them. An easy win is to invite wedding couples back for their first (and subsequent) anniversary.
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  • For business customers congratulate them on a significant anniversary in their business, or the anniversary of when you started working with them (and this helps to reinforce your relationship).
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  • Keep your eyes on your local press for businesses winning awards or celebrating their own anniversaries, and send them your congratulations.
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  • Don’t forget anniversaries for your own business; it’s a great way to blow your own trumpet!

Take action

If you only do one thing:

  • Look ahead for the next month and identify the milestones you might mark to engage your team and/or customers to show them you are thinking of them.

10 more ways to engage your team and show them some love

3 Things to get your team enthused this week



Don’t ruin the surprise!

giving surprises

It’s my birthday today, and my husband is away, helping out a friend in France. I think it’s the first time in our 34 years of marriage we’ve not been together for at least some of the day on my birthday.

When the phone rang yesterday morning, I answered it with my normal greeting “Good morning, Caroline Cooper”. So the call didn’t exactly get off to a good start when the voice at the other end said “Is that Clive Cooper?”

When I went on to tell her he was away, she proceeded to tell me she was calling from an Interflora florist about the delivery of flowers for today; completely ruining the element of surprise!

To add insult to injury, she wasn’t allowed to discuss it with me (despite the fact that the flowers would be addressed to me) as I was not the person who had ordered them. Oh well, I just hope I’m not disappointed when they arrive!

Rather than ruining surprises we should be creating them instead.

That’s what GLUE does.

GLUE stands for Give Little Unexpected Extras, and this is a concept which works equally well for your team as it does for customers.

  • Giving little unexpected extras means firstly that you give something, so you’re not necessarily expecting anything in return; it’s not intended to be reciprocated, it’s simply being generous.
  • Little, means it doesn’t have to be anything lavish, it could be as simple as a thank you card. It’s not a big deal, but is actually something that means something to the individual.
  • It’s unexpected, so that means that not everyone is going to get otherwise is no longer surprise.
  • And it’s something extra, something over and above what you normally do, offer or include

So let’s think of a few examples:

  • It could be that one of your team members are about to go on holiday, they’ve put in extra effort over the last few days so as a thank you, you give them the opportunity to go home a couple of hours early to get sorted and packed.
  • It could be as simple as putting a little thank you card in the post, to a customer saying we really appreciate your business, or to a team member saying thank you for helping out or going above and beyond on a particular project or event.
  • It could be as simple as this, you see it’s raining, and the customer doesn’t have an umbrella, so you find them an umbrella to see them on their way.
  • Or a customer mentions something you don’t normally stock, but you go out of your way to find it for them
  • Gift wrapping or packing something with a personal touch or greeting because you notice it’s for a special occasion
  • Including something extra just because you think they’ll appreciate it due to e.g. the weather, time of day, who they have with them.

All these are spontaneous unexpected extras – all of which are tailored to the individual and the situation. They’re simple little gestures that don’t cost much.

They are all things that are low cost to you but which the recipient will really value.

So, make your ‘extras’ relevant, well timed and personal.

Start by giving little unexpected extras  to your team, so they are on the receiving end and they know how it feels.

And then give them licence to give little unexpected extras to your customers.

Take action

If you only do one thing, add some GLUE for someone today – whether it’s their birthday, as a thank you, or simply to let them know you care about them.

Related video: https://youtu.be/aWQtQx8tMtU

Related post: https://www.naturallyloyal.com/employee-recognition/



A non directive approach

non directive

Does your team need your direction all the time?

Have you ever noticed how those people who constantly look to you to solve the slightest problem or to make the easiest of decisions, seem to manage fine when you are away for a day or two, or even a few hours?

Having to deal with every question or every problem your team face can be draining for you and does little to develop your team.

If you’ve always been quick to resolve problems for them it’s all too easy for this to become the accepted norm. But doing this denies team members of the opportunity to think for themselves. By turning things around and getting them to come up with their own solutions leads to an increased awareness of what they are doing and how they are doing it, better buy in and commitment to the solution, increases their confidence and is good for their development.

Of course this approach may not be possible or appropriate in every situation. So when is a more direct response needed opposed to asking them to solve their own problem or question?

A more directive approach may be more appropriate when:

  • It calls for speed
  • It’s a high risk situation
  • When you need to retain full control
  • There’s no debate as it’s a policy or legal decision has already been made
  • When the person isn’t yet capable or had sufficient experience, and asking them may make them feel vulnerable

The downside of being very directive

  • Limits people’s potential
  • Restricts innovation and fresh approaches
  • Gives no ownership or responsibility
  • Provides no opportunity for development and can even make people ‘lazy’ if you always solve their questions
  • It assumes you are right!

A non directive approach has the following benefits

  • Develops people assuming they have the basic experience or knowledge to build on
  • Gives them ownership
  • Helps with problem solving as it can generate more than one solution
  • Allows for continuous improvement as they might find a better way of approaching the situation
  • Gives a sense of achievement
  • Builds confidence when team members come up with their own solutions
  • Takes the pressure off you in the long term as people get used to coming up with their own solutions
  • Means you don’t always need to know the answer!

So the following situations might lend themselves to a non directive approach

  • There is reduced risk, or at least an opportunity to monitor or correct things before putting anything at risk
  • The team member has the appropriate skills, experience or knowledge to work things out for themselves (even if they don’t have the willingness to do so)
  • When there’s a degree of flexibility in the way something can be approached (even if the end result is not negotiable, such as legal requirements or demanding targets)
  • It’s not time critical and provides some time for the team member to think or talk it through

What if the customer is waiting?

Most often speed is given as a reason not to use a non directive approach.  “We can’t keep the customer waiting while I coach them. I’ll have to spell out what they should do.” Or you end up taking over completely and dealing with it yourself.

In this instance use a directive approach initially, then go back afterwards to review with the team member what you told them to do (or how you handled it), and why, and what they could do in similar circumstances to resolve the issue for themselves.

As a line manager team members will still need direction and guidance from you, but to develop them, get their buy in and improve productivity put some of the onus on them to come up with their own ideas and solutions as often as possible. It won’t happen over night, but if you always encourage them to come up with their own answers they’ll soon get used to it.

Action

If you only do one thing – the next time someone comes and asks for you for guidance or has a question turn it back on them and ask “what do you think?”

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