I was talking with Kevin, manager of a Customer Service Department, about (his words here) “how to get people to understand their jobs”. He wants to see “better performance”, and hasn’t been able to “get them to raise their standards”.
I’m thinking, “Uh oh, Kevin’s got a real problem: he thinks it’s his people but more likely, it’s really him. And then he launched into criticizing one of The Four Conversations. “I read on your website about Understanding Conversations,” he said. “But they don’t work. I had a meeting with the senior-level Customer Service people to try it out. It didn’t work.”
Here’s what he told the Customer Service people that he wanted from them:
- When you interact with people to schedule their appointments with our Tech Specialists, you either have to set up a new account for them or update the existing one. That’s because we need all their contact information plus details on the history of their problem,what equipment they have, and what they want to accomplish.
- When you are closing out their appointment, make sure you find out whether they got their problem solved before you talk about their payment. Take the time to hear – and record – their questions and concerns, and to see what else they need. The Tech people want this feedback.
“See?” Kevin asked me. “I told them exactly what good performance is about. But they are still doing incomplete records on people’s accounts. And they still don’t make good notes on what the customers say about their problem-solving process.”
I asked Kevin what his people had to say about his two “standards”. He rolled his eyes and assured me that they had “nothing useful to say”. I pressed for details, so he told me, “They just said the usual stuff. The computers are too slow. The Customer Service spreadsheet doesn’t connect right to the Tech’s session notes. The customers don’t want to wait for the computer, or to have a long talk after their session. Blah blah blah.”
I knew I was going to go back to the website and re-write the little paragraph about Understanding Conversations (The Book). I needed to move the part where it says, “These are 2-way dialogues” up to the beginning. Too many managers – especially high-level ones – think that an Understanding Conversation means telling people what to do, and then asking them, “Do you understand?”
I met with Kevin’s senior-level people and made a list of what they said was needed to implement his requests more completely. The first – and funniest – result was that they decided to make their own appointment with the Tech Specialists! Those meetings produced three outcomes that will be completed by the end of this month:
- The Customer Service Department is getting a system and software upgrade;
- All of the company’s departments will be using the same software and able to connect quickly; and
- The Tech Specialists are working with Customer Services to clarify exactly what feedback they really need from each customer appointment.
Kevin took this as a lesson on learning how to listen: he plans to start taking notes on what he hears. We all think this will help him hold up his end of the Understanding Conversation.