Your ability to give constructive feedback not only plays a huge role in your ability to help your CSRs develop their skills, it also has a huge impact on your ability to keep morale high.

Few things are more demoralizing than a demeaning or unproductive conversation about how one needs to improve.

Thus, being good at this will make all the difference in the world in your ability to create a team that delivers great service.

Because one of the most difficult "managerial moments of truth" managers tell me they struggle with is giving corrective feedback, I decided to create a new seminar solely devoted to this and... a quick "Tip Sheet" too. Here's the tip sheet:

As you know, it's hard to give great, consistent customer service, if you have high turnover.

Here's a great, quick read that you should have everyone in your HR dept. and management team read:

"The 7 Hidden Reasons Your Employees Leave"

It will give you some specific employee turnover factors to examine. From years of doing focus groups with employees, I can guarantee there things your employees are unhappy about, which they're not telling you about.

Unless you're perfect, and your whole management team is perfect, you are likely doing things that diminish morale and lead to turnover - and they won't tell you about it until the exit interview... and often not even then

Here's the beginning of the article:

Nearly 90% of bosses think their employees quit to make more money. That means nearly 90% of bosses are wrong.

Studies show these are the seven “real” reasons that retention isn't better:

Ask HR people their top issue these days, and it’s likely to be retention. That’s no surprise. The cost in dollars and disruption of replacing a trained employee is enormous.

What is surprising is how much employers misunderstand why their people leave, author Leigh Branham, SPHR, told a standing-room-only audience at a recent SHRM conference. That misunderstanding is evident in one astonishing statistical comparison:

--Employers who think their people leave for more money: 89%

--Employees who actually do leave for more money: 12%

The latter result, says Branham, founder of retention consultant KeepingthePeople, Inc., comes from a study of 19,700 post-exit interviews done by the Saratoga Institute, an independent research group. The data identified seven “hidden reasons” employees resign. Here are those reasons, along with Branham’s antidote for each:

for the rest, click here

Also... if you want all of your supervisors to get good at giving constructive feedback, check out these two October seminars I'll be giving in Maine:

I had an experience at Staples today that was an excellent example of how "the little things" (that aren't really little if you want to create a strong service brand) make a difference. When it was time for me to sign the little credit card processing machine, I was in the midst of searching for something. The man helping me - Aaron - said "When you're ready, you can sign your name there."

Notice, he didn't say...

As I mentioned in my last post about Zuber… many if not most CSRs don’t bother with a “sorry” at the end of their “No we don’t carry that” response or any softening of an answer the customer didn’t want to hear.

I just had an interesting example of that in a conversation this morning…

I had a conversation with a very bright professional – a designer – that demonstrated even the brightest of people can forget interpersonal nuances that either make or break an impression… and in this case, turned a first impression into a last impression.

This person, referred to me by a friend, said that she liked to meet with potential clients in person. She mentioned where she lived (3 hours north of where I live) and asked if I’m ever in that area. Usually the answer would be “No” but I’m speaking at a conference nearby in a month. I told her this and said, a bit reluctantly, that I might be able to connect with her on the way up.

Although, as a self-employed consultant and trainer, I understand the value – to me -- of meeting a potential client in person (people are more likely to bond to you in person), as the potential client strapped for time, I didn’t see the value from my end.

So… I said that given my schedule, my preference would be to talk over the phone. I then asked what would be the benefit of meeting in person, in her opinion.

Her response: “I can get more of a sense of your business and your goals, show you my work, and give you an estimate…”

I’m thinking “Ahh…2 of those 3 we can do over the phone and the ‘see her work’ goal – I already did on her website.”

So to me… meeting in person provides no extra value, just hassle.

“I think I’m fine with doing it over the phone… I don’t need to meet in person” I replied.

“I do” she responded.

Ker thud…

Since this person is a friend of a friend, I cheerily replied that OK, I’ll look at my schedule and see…While thinking to myself:

“Not gonna happen.”

It was a reminder to me how important it is, when you need to say “No” or disagree… you need to follow-up with an extra piece that either explains your reason in a friendly way or end off the rejection or disagreeing comment in a more pleasant, accommodating, and/or upbeat note.

So in this instance… if she had said:

“I really do like to meet in person because I’ve found that the client is able to give me clues about how to best represent them…. So it gives me information that just talking on the phone doesn’t allow me to get. I know how busy we all are… so I wouldn’t recommend it if it didn’t make a difference… If you’re more comfortable… we can talk more now or set up a time for later… and I can let you know if I do have a good enough feel or not? Would that work?”

Something like that would have felt less “take it or leave it” and more “I’m willing to work with you”.

Also, interestingly, she didn’t offer to come down my way. Instead it was “you need to come to me”.

So… what to do with this?

How about a mini-training with your CSRs asking them to identify:

1) How they can say “No” without saying “No” ( e.g. “I wish I was able to do that for you Ms. Smith…What we can do though is…”)

2) What are some of the ways they phrase a “No” response pleasantly or end off on a pleasant note (e.g. something as simple as “I’m sorry, we don’t carry that.” Vs. “No, we don’t carry that.”)

3) How other customer service people waiting on them either say “No” graciously … or not.

Because the Emotional Take Away is such a huge part of creating a customer service experience that differentiates you from your competition, you really want your staff to know how to soften the “No” experience.

If you have examples of best practices of what you teach and/or you hear your staff using, I'd love to hear (and so will your fellow customer service managers and business owners)