Category Archives: Your team

Attracting New Recruits

attracting new recruits

On last week’s UK Hospitality Forum Clubhouse discussion, I was asked about attracting new recruits.

Why is this important now?

For many businesses, plans are now underway for re-opening; which is brilliant news. But it would be naïve to think we can just pick up where we left off.

Team members who have been on furlough for anything from 4 months to maybe even 14 months will be experiencing all sorts of emotions.

Whilst some will be relieved they have a job to come back to, or looking forward to  seeing all their colleagues again, others may be suffering from survivor’s remorse, be worried about how the job has changed, or sad to leave new-found ways of spending their time.

Before I get onto the subject of attracting new recruits, the main part of the conversation centred on engaging your team post lockdown.

With this in mind I am running a free webinar next week on

How to Re-engage Your Team After Furlough

Wednesday 10th March, 10.30 – 11.15

If you’d like to get ahead of the game and start getting your team ready for their return join me then by registering here via Eventbrite:


Attracting New Recruits

The past year has given people plenty of time for reflection. It’s possible some of your most loyal team members have had other thoughts about their career. Is their current role (or redefined role) really what they want?

If this is the case you may find yourself needing to recruit, either now or as you get back to full capacity.

So, back to the question: how to attract new recruits?

Here are 8 factors to help you get started with attracting new recruits and getting the best fit for your business.

1. Be a place people want to work

You can’t create a culture overnight where the best employees will want to work, but ensure you are doing everything to retain your reputation as a good employer.

Your existing team should be your greatest advocates;  if they feel valued they are far more likely to recommend you to others and spread the word that it’s a great place to work. So, continue to maintain communication and engagement with your existing team.

What does it mean to work for you? Ask your existing employees for their perspective of what they value about working for you, so you can share this with prospective employees.

2. Your purpose

You’ll want to attract people who will fit well into your business; people who resonate with your purpose and values. The more you can demonstrate these in your recruitment process, the more likely it is to get a good match.

It’s quite possible this has changed over the last 12 months; now is the perfect time to review this, and of course share this with your existing team too.

3. Career path

Demonstrate in your recruitment there’s potential to grow and develop. This means you’re more likely to attract people who see this as a potential longer-term career move, rather than somebody who is simply desperate for any job.

4. The role

It’s all too easy to focus on replacing like for like. When you have a vacancy it might be an ideal opportunity to restructure to open up opportunities for your existing loyal team members, and potentially giving you more flexibility in terms of potential candidates that can fulfil the new role.

Even if you keep the role as it is, upskill and cross train your existing team, so you have the flexibility amongst the team, and you’re not left in the lurch if you can’t recruit straightaway.

5. Transferable skills

What other industries employ people with suitable transferable skills? Rather than focusing on experience in similar roles, put the emphasis on these transferable skills, so you can widen the net to attract people from other industries.

Introducing some fresh blood can bring some fresh perspectives and ideas.

6. Be specific

There are certainly plenty of people at the moment looking for work. So there is a potential danger you will be inundated with hundreds of applicants for any one role. But if none of those are suitable, that doesn’t really help much. So be specific about the attributes and attitudes you want for the role, so you are only attracting the most suitable candidates.

If you want someone enthusiastic, dynamic and lively make your ad enthusiastic, dynamic and lively too! You’re not looking to attract anyone who’s desperate for a job; make it clear what you’re looking for and who fits the bill of the ideal candidate.

7. An inside job

Let your existing team members know of any positions you’re recruiting for.

Even if this is not a step up, it may present a new challenge for one of your existing team to keep them motivated or stretched.  And people know people like themselves, so they are well placed to share details of the vacancy.

If you do have internal applicants treat them in the same way as your external ones – acknowledging receipt of their application, interviews, offer letters, salary details, etc.  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.

8. No regrets

Start your induction process at the point they accept your job offer. Let them know how much you are looking forward to them coming to work for you.

Drip feed information that lets them know that they’re going to get a warm welcome. This might include a background to your business, your values and what’s important to you, current topical information, your reopening plans, an invitation to any team building/events/social activities happening between now and their start date, a copy of their induction programme and the point of contact for day one.

Doing all this before they start will make them feel more welcome and minimise that risk of any second thoughts.

Take Action

If you only do one thing: Talk to each of your team members well ahead of their return date to check how they are feeling and if they have any concerns about coming back to work.

Related article:  How to Attract, Recruit and Retain Great Staff

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.


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?


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:

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

Stuff happens

Every so often life throws at you something totally unexpected. Just under 2 weeks ago on a beautiful sunny Sunday morning I came off my bike. This resulted in 2 open fractures to my lower arm, over 3 hours in surgery and 5 days in hospital. Hence no e-zine from me last week.

I’m not telling you this to get your sympathy (… Well, okay, a little bit would be nice!). But those five uncomfortable and dreary days in hospital reminded me of a few important lessons in showing you care and helping people feel good about themselves.

I believe each of these are just as relevant in the business world in showing your team members you care about them, and ultimately improving employee engagement.

  1. Common courtesies. In the hospital 95% of the staff introduced themselves and their role, and added a polite good morning/good afternoon. There were just 2 or 3 staff members who didn’t do this, and there was a marked difference in how I felt with these people. In the business world a simple sunny smile and a cheerful good morning sets everyone up for the day. I always live by the principal of treating your team with the same care, courtesy and respect you’d like them to show customers.
  2. Listen and observe. Keep your ears and eyes open to recognise when things aren’t as they should be, and spot concerns quickly. Left to fester these can snowball into bigger problems. No more so in my case when several hours after my surgery I stopped responding. Thankfully for me my nurse picked this up instantly!
  3. Be approachable. When points 1 and 2 above are observed this is likely to happen naturally. Not everyone feels comfortable raising concerns or questions, particularly in front of their colleagues (or fellow patients). Being open to and responsive to individual questions or cries for help means you don’t leave people struggling and floundering, and enable them to get back to the job and up to speed as quickly as possible.
  4. Focus on what you can do rather than on what you can’t do. At one point I was in a lot of pain, but because I had reacted badly to morphine I was not allowed any more. One nurse (who incidentally never introduced herself) just frankly told me I couldn’t have a more morphine and left me at that. Whereas another nurse explained why I couldn’t have morphine but what he was going to give me instead.
  5. Be flexible. In any organisation – be that your business or the NHS – there have to be systems and processes in place. But there are occasions when being so hellbent on the rules serves nobody.
  6. Let people know you’re there for them. I’ve had a wealth of messages, phone calls, cards and visitors all offering their sympathies, support if needed and wishes for a speedy recovery. Every one of these has made me feel good; even if I don’t ever call on any of these people for their support, it’s so reassuring to know it’s there if I need it. In the business world you don’t want to be checking in on people every 5 minutes, but it’s always reassuring for anyone in your team to know that you’re there support them when it’s needed – whether that be work-related or maybe some personal issue that could be on their mind.

If you only do one thing, just take one action today to show your team members that you care for them and you’re there for them if they need you.

If you’d like more ideas on how to show your team you care about them, so they care for your customers and your business there 131 tips here

Rotten Apples

Slightly rotten apple isolated on the white background

Understandably, as a business owner you’re focused on your sales and your bottom line.

Yet, you could well have profits sneaking out of the back door unnoticed; many people do.

Profits you could retain with a few simple steps.

Although some businesses have woken up to the benefits of having an engaged team, all the evidence still shows that 2/3 or more of staff are not engaged at work.

Not only is this rather sad …

it’s costing businesses £ millions.

If it makes sense to measure financial and sales performance, it also makes sense to measure engagement.

Peter Drucker said it beautifully: “If you don’t measure it, how can you manage it?

In disguise

However, this isn’t always easy because…

Unfortunately, disengaged employees look the same as everyone else.

They come to work on time, they do what’s asked of them and they say “Yes” to requests.


These are also the people who only do the minimum expected. They rarely go out of their way to support their colleagues, and are liable to whinge the minute your back is turned.  They’re not consciously unhappy, but nor are they enthused, excited or energised about their job.

And the worst of it is …

they are like a rotten apple. If we don’t spot them early they bring everyone else along with them.

So why take that chance?

Why not find out exactly where you are now.

Get your company’s engagement score in under 10 minutes, FREE

And stop those profits sneaking out the back door.

After all, all progress starts with the truth.

Tapping into Potential

hide-ignore-caleb-woods-182648One of the key areas of focus for many of my clients is how to increase the retention of their key people.

They are worried about not tapping into their potential and ultimately losing them, which inevitably has a knock-on effect on customer service, productively and profit.

Sadly, some business owners stick their head in the sand because they are afraid of what they might find. As you and I know this ‘head in the sand’ approach simply doesn’t work.

I’m very excited that I’ve recently become involved with a brilliant digital business-transformation platform called Engagement Multiplier. This software provides employees with an easy (and anonymous) way of telling you what they want to tell you about your business. Which gives you some amazing insights into where to focus to increase retention – of both customers and employees, and as a result of that increases and improves profit.

Having seen what it’s been doing for other owner managed businesses I thought you’d be fascinated by this free assessment.

Who it’s for…

Brave, caring, owners of growth focused businesses, so they can improve staff retention, retain customers and increase profits, by leveraging the untapped resource of their people.

If this sounds like you I think you’ll be fascinated by this free assessment.
It only takes 10 minutes (or less) to get your company’s engagement score, and discover where to take action to make an impact right away.

Learn to Let Go

Balloons letting go

I caught myself this week doing something I really should have delegated to someone else.

Not only was this tying up my valuable time when I could be doing something only I can do; the person who should have done it would have done a better job, and quite possibly in half the time!

Do you ever find yourself falling into this trap?

I’m not just referring to doing routine administrative or mundane tasks. There’s many a time that the things we do to respond to customers’ needs and expectations could also be done just as well (or even better) by others.

When we have an excellent relationship with customers it can be difficult to let go. We often feel guilty or obliged to that customer to look after them ourselves; to give them a personal service. And we’re potentially worried they won’t feel as valued if we delegate some aspects of the customer relationship to our team.

But in doing so we could actually be diluting our efforts and giving a poorer customer experience. What happens when we’re on holiday, tied up with other projects, or when two or more customers all need us at the same time?

We can’t do everything! We need to put our trust in others and delegate some of that responsibility.

But what if we’re not confident anyone in the team is up to it?

I’m not talking here about abdication. You if you were teaching your child to swim you wouldn’t just dump them in at the deep end and let them get on with it. You’d show them, coach them, support them until they were ready to go it alone. And even then you’d be watching at the poolside until you could see they were safe.

Ah, but… I hear some say.

  • “My customer trusts me and expects to deal with me”
    They expect to always deal with you because that’s what you’ve always given them. If they are never given the chance to speak to your team that will never change. Set expectations early on with your customers so they know who is the best person to speak to when. Introduce your customers to your team so they know who they’re dealing with and build trust (and their expectations) early on.
  • “It takes too much time to explain, I can do it quicker”
    In the short-term yes, but in the longer term if you delegate you are saving time to attend to more important things to add value for your customer. Having simple systems in place for routine queries means you might only have to invest the time once.
  • “They aren’t yet capable”
    And never will be unless you start incorporating delegation and trust into your people development plans.
  • “They won’t do it as well as me”
    Maybe, but are you being too much of a perfectionist? Does the task need such a degree of excellence?  If not, maybe someone can deal with the task adequately in less time so the customer isn’t kept waiting. 
  • “They aren’t yet qualified, authorised or licenced to do that”
    Everyone has to start somewhere so get them involved and leave time for you to approve or endorse their efforts before it gets sign off or the rubber stamp. (None of us would ever pass our driving test if we weren’t able to actually get out on the road and drive; it just needs plenty of practice and handholding along the way until ready.)
  • “If they are left to deal with someone else my customer won’t be happy and I’ll lose their respect”
    You’ll upset customers far more and lose more respect by delaying your response and by not devoting enough time to the areas of expertise they’re paying you for because you are too distracted by routine and administrative issues.

So in regard to having an obligation to that customer to look after them and give them a personal service – yes you should. But you won’t be able to if you get sucked into tasks that don’t require your level of expertise or experience.

The skill is knowing when to let go of the day to day issues, and put your trust in someone else to get on with things, leaving you to focus on the more important aspects of your relationship that only you can do and on the more strategic aspects of the businesses.

Riding on the crest of a wave

celebrate successI was hooked.

And had far too many late nights.

I simply loved the Olympics.

Can you believe it? – 67 medals.

Brilliant. Well done Team GB!

Did you notice the euphoria as people realised their success? Did you see the pride on the athletes’ faces as they stepped up onto the podium and receive their medal?

And did you notice how much of a buzz it created whenever a team or individual won a medal? Not just in that discipline, but how it sent a ripple around the entire team.

Wouldn’t it be wonderful if we could emulate just a fraction of that pride, enthusiasm and momentum within our businesses?

The Team GB success was not a fluke. We know there was lottery funding for many of the sports, and although this obviously helped our success would not have happened without the hard work, determination and sheer commitment from our athletes, coaches and their entire supporting team. How much did our success in 2012 contribute? Riding on the wave of success of the London Olympics created a huge boost of confidence. Look how many of the athletes went on to defend their Olympic titles, and in 13 cases retained them too.

What lessons we can learn from this success to apply to business as a morale boost for our team so apply some of that energy to our businesses and pass on some of that enthusiasm to our customers.

Here are my 10 ideas to take away…

1. Having a benchmark

When Usain Bolt runs the 100 metres he knows exactly where the finishing line is. When Jessica Ennis Hill or Nick Skelton are competing in the heptathlon or show jumping they both know exactly how the scoring works in their respective events so they have a measurement of how well they’re doing at any one point in the competition.

It’s the same in your business. Unless you know what success looks like it’s going to be very difficult for you (and your team) to know when they’ve done a good job.


2. Awards

For those with a competitive spirit awards, competitions, even a simple league table can add an extra dimensional to that benchmark: 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. In the same way that just making the Olympic team is a big deal, just being nominated for an award is a great booster.

League tables might mean focusing on a different theme each month so that everyone has the opportunity to be recognised for their particular skills and strengths. Just as long as it’s relevant to your definition of success.


3. Celebrate success

Of course Team GB was celebrating. Celebration helps to reward those who have been successful. So when your team performs well the least you should do is help them celebrate.

It’s an opportunity to demonstrate you value a job well done. However small their success, do or say something to acknowledge and celebrate their achievements. Not only does it show them you care, but it sends a message to others to reinforce what best practice looks like and helps spread the message to encourage more of the same.

Be sure to recognise all departments, including back of house staff, or those in non-customer facing roles. They all have their part to play.


4. Feedback

None of our athletes could perfect their skills without constant feedback. One tiny adjustment can make the difference between a gold and silver. As we saw in the men’s Taekwondo just one second can be the difference between jubilation and heart break

Build confidence by providing positive feedback and recognition. But give constructive feedback too when it’s needed to develop, refine and perfect people’s performance, whilst offering support and encouragement to make the necessary adjustments.


5. Learn from mistakes

In some of the preliminary rounds we saw athletes making mistakes. The important thing is they learnt from them and put things right before the final event. Foster a supportive culture where people can learn from their mistakes, rather than be blamed.

Recognise when these improvements have been made even if things are not yet perfect!

Encourage everyone to come forward with their own areas of improvement and how they will achieve these. Many of your team will spot opportunities so show them you value their suggestions and ideas, and be prepared to act on them.


6. It’s not about the money

There’s a perception that everyone is motivated by money. Do you think it’s money that drives those athletes?

In the workplace there’s no doubt money can be a contributor, but it has very limiting and short term affects as a motivator. However, when you get it wrong by messing up their overtime or deny them the pay rise they were promised it will certainly act as a demotivator for even the most loyal and committed members of your team.


7. What’s their gold medal equivalent?

Of course in the Olympics we know that gold medal is always the focus, at least for those who know they are in with a chance.

Recognise though that within your team not everyone values or is interested in the same things. Whilst some love the sense of achievement, others favour doing their bit for others. Some love to have their say, whilst others are happiest when they’re learning or being stretched.


8. Rewards

And if you feel it has to be a tangible reward focus on something – however small – that means something to the individual. It doesn’t have to cost the earth; just a token. Something that’s been handpicked for them will always have more of an impact than the equivalent in monetary terms.

Become aware of what hobbies and interests your employees have. Then when you are out and about and see something that has to do with that particular interest, pick it up for them.

Give people the occasional treat. No need to be a lavish; look at ways to reward that create a win-win.

For some people a little free time could be the most valuable gesture you can give them as a reward.


9. Thank you

When interviewed most of our medal winners made a point of thanking the rest of their team.

The simplest thing you can do with your team is to say thank you. A genuine heartfelt thank you and well done to recognise and acknowledge a team member’s good performance, achievement or a job well-done might be all that is all they need for them to feel encouraged.

Not just as a routine passing comment, go out of your way to thank individuals when you spot them doing something where they’ve made an extra effort. Bring the team together at the end of a hectic day, busy shift or demanding project when everybody has pulled their weight to make sure everything went smoothly.

When you are genuine in your appreciation, and choose it for the right moment, it can work wonders. A simple but honest appreciative remark can go a very long way.

If you are going to praise an individual, don’t just leave it until you are on your own with them. Find an opportunity when they are with their colleagues, and your praise will create a buzz! Make sure it’s genuine and specific for the task carried out.


10. Continue to grow

Most of our Olympians will be continuing to work on their technique and keep themselves in peak condition for their next competition and some of them even looking as far ahead as Tokyo 2020 to do even better or retain their Olympic title.

Even those retiring from competition sport will be thinking of ways they can contribute and support the sport, particularly encouraging youngsters coming through the ranks.

So when any of our team members have had great success this isn’t an excuse for them to sit back on their laurels or to stagnate.

Utilise and capitalise on people’s strengths. Give some control and ownership, or let them share their expertise by coaching or supporting others.


So while we’re all still riding high from the success of the Olympics ask yourself what can you be doing in your business to recognise those who excel and emulate that same sense of pride we’ve been seeing over the last 2 weeks.




Perceptual Positions

percetual positionsBy the time you read this thankfully all the campaigning will be over and we’ll know one way or the other.

There’s been a bit of a difference of opinion in the Cooper household. Hubby and I have homed in on different merits for and against remaining/exiting the EU!

Seeing things from different perspectives extends far beyond which way to vote in the EU referendum. When I’m coaching managers to get the best from their team or training staff in dealing with customer complaints encouraging them to see things from other people’s perspectives is such an important part of resolving difficult situations.

One technique uses that of perceptual positions, which helps you imagine what difficult situations look like when viewed through others’ eyes, in other words to imagine what others perceive by imagining that you are that other person.

This involves looking at it from 3 different perspectives

  • First position is your natural perspective. You are fully aware of what you think and feel regardless of those around you. This is of course the perspective we find most familiar. But as you focus on it you may only then start to realise what is important to you and what you want from this interaction. You will probably become more aware of what you believe and value, and more likely to be assertive about your own needs.
  • Second position is about stepping away from our own position and imagining what it’s like to be the other person, experiencing the situation as they would.Some people are very good at considering others’ needs and concerns; for others imagining second position can be a completely alien view. When you are really in their shoes everything you do or say makes perfect sense to you.
    When you do this well you start to get a sense of what the other believes and values; what is important to them, and a better understanding of what they want. And the better you get at this the more empathy and rapport you create. You might even be able to predict how they might respond in this situation. You are certainly in a better position to offer better customer service to a customer support to a team member.
  • Third position is an independent position where you act as a detached observer noticing what’s happening between two other people. I like to think of this as the ‘fly on the wall’ or ‘The Consultant’s perspective’ What is important is that this position is an impartial insight into a situation.Imagine you are watching and listening to each of the people involved as they communicate without getting involved yourself, without having to feel their feelings and emotions.
    From this new perspective, you more likely to get an overview of the situation, the bigger picture. You can start to notice patterns and become aware of similarities and differences between the parties involved, and you’re better able to analyse the situation logically with less emotional involvement. What’s also important is you can start to see yourself as others see you.
    From this position what advice would you give ‘first position’?

When to use Perceptual Positions

It can be particularly useful when you are dealing with a situation where you are having strong negative feelings towards the other party, or do not understand their actions.

For example:

  • When a team member is acting in a way that you find destructive to the task in hand, or negative towards others in the team.
  • In customer service training to illustrate how to handle an angry and (to our mind) unreasonable customer

It doesn’t just help in negative situations, it can also help clarify the way forward in for example sales situation when it will help to see things from the clients’ positions or in a consultant position to see the situation better and help the client achieve their outcomes easier.

It works best when you physically change position when moving from 1st position to 2nd position and then 3rd position; e.g. in 2nd position move round to sit or stand when the other person would normally see or stand when you meet with them, and when the ‘fly on the wall’ stand up and physically look down on the situation.

The real learning comes by stepping out of first position to explore second and third positions and see what light it sheds on a situation.




Show your team some love

do your team feel lovedYou might be doing all the right customer service training, but however much you invest in the training, unless you show your team you care about them as much as you care about your customers and your bottom line they are unlikely to demonstrate the behaviours and deliver the customer experience you’d hope.

I believe behaviour breeds behaviour. So a happy customer is dependent on a happy team. Have you ever been served by someone who isn’t happy and still felt you had a good experience? Unlikely.

Keeping your team inspired and engaged can be a challenge for some businesses. But a demotivated team can lead to poor performance, poor customer service, poor attendance and ultimately to losing not only your best people, but also losing your most valued customers.

So how do you show your team members that they are valued and what incentives can you give that show that you appreciate them without costing the Earth.


A good place to start…

Start by finding out what’s important to them. Not everyone values or is interested in the same things.

Most might say money, but it has a very short term impact. Get their money wrong and you’ll have a very disgruntled employee, but pay them more today and by next month it’s forgotten.

Whilst some love the sense of achievement or recognition others get a buzz from supporting others. Some love to have their say and see their ideas put into practice, whilst others are happiest when they’re learning or being stretched.

So ask the question.

Depending on the outcome here are 6 simple things to do:


1. Say thank you

The easiest thing you can do is a genuine thank you. Recognise and reward good performance, achievements and a job well-done. For many, that is all they need to feel encouraged.

It always helps to know that their work is recognised, even if this is what they are paid to do. Make a point of thanking individuals when you spot them doing something that shows they’ve made an extra effort or used their initiative.

Celebrate and share successes. Bring the team together to show you appreciate their efforts at the end of a hectic day or when everybody has pulled their weight towards a project. Your praise will create a buzz and a genuine thank you can work wonders.


2. A treat

You don’t have to go overboard, but an occasional treat is always appreciated. It could be something that is a win-win such as time out to visit a competitor or sister business to see how they do things and report back on ideas that can be implemented in your business.

When your team have worked long or unsociable hours that had an impact on their personal life, extend the treat to include their loved one. This not only makes your team member feel valued but paves the way for future good deeds by showing your appreciation of the support given by friends or family.


3. Time Off

Allowing the option to go home early, come in late, or take an additional day off to attend to a personal matter or just have a bit of fun can be very energizing.

We all lead hectic lives, so for some people some flexibility or time off could be the most valuable gift you could give them.


4. Make it personal

A little something that’s unexpected can evoke a very positive response.

If you’re aware of people’s interests when you see something that has to do with that particular interest, pick it up for them. Saying “I really appreciate what you do, and I got this for you as a small token of my appreciation”, not only will it make them feel they are recognised but it shows you’ve taken an interest in what’s important to them. It doesn’t have to cost the earth; just a token. Be careful it doesn’t embarrass them in any way, so consider when it is given, but at the right time can make an employee feel special and appreciated.


5. Prizes

There are bound to be people in your team with a competitive spirit. So consider awards, competitions, or even a league table.

League tables might mean focusing on a different theme each month so that everyone has the opportunity to be recognised for their particular skills and strengths. Tie this in with your values (it’s a great way to bring these alive!)

Keep your eye out for external awards which are relevant to your business or your market. These are an excellent way to give recognition to the whole team or an individual who has excelled. Just being nominated for awards is a great booster, and working towards an award gives a sense of focus and pride.


6. Development opportunities

Development isn’t just about grooming somebody for promotion. That might be one intention or outcome but even when we know that a team member has no aspirations to go further, or reached their peak, that doesn’t mean to say that we just let them stagnate.

Rather than making everybody mediocre at everything they do, tap into their strengths, talents and passions so they excel in certain areas, and work as a team to bridge the gaps in individuals’ abilities or interests.

Delegate and give ownership, such as making people champions for certain tasks. This gives them pride in the task and they’ll appreciate you’ve recognised where they do a good job (ensuring you’re careful not to overburden or just dump these tasks on them).

Think about life skills; for example offering English lessons for migrant workers.

Give people the opportunity for career progression where possible and appropriate. You may not be able to accommodate everyone’s aspirations particularly if you’re a small business, but having some kind of succession plan in place gives people something to work towards.


In summary

So by doing a little bit of homework and a little bit of creativity there are plenty of ways you can recognise and reward your team to show them some love and bring a smile to their face which they’re sure to pass on to your customers.

It all stems from the top

staff-trainingI’ve been starkly reminded this month just how important it is to be a role model for your team.

I’ve been in a couple of businesses recently where, although the managers and senior team are completely bought into the importance of delivering memorable customer service, sadly that ethos has not filtered down to the line managers of the customer facing team.

Take for example some training I did last week where I had a line manager defending one of his team for being rude to customers. And another whose body language said it all during the customer service training.

No one can ever really expect their team to deliver first class customer service when they don’t get the motivation, encouragement and support from their line managers. Their behaviour really does breed behaviour, and any apathy or reluctance towards customers and your service ethos will invariably be damaging.

And of course it’s not just how line managers treat customers. How they treat their team sets the whole tone.

Whenever I conduct customer service training in person I know that the training on its own will never be enough to change people’s behaviours. It’s what happens before and afterwards. So without the managers buy-in and support to embed new habits and behaviours it won’t be long until everyone’s back to their old comfortable way of doing things.

So what ever training you are planning in your business, be that customer service skills or otherwise, first check you have the line managers buy in. And if not work on them first!

Lack of buy in from line managers is just one reason why customer service training fails.

Here are 6 more reasons to be aware of