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Turning our company culture around- any advice?

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JoSwales
Member
#1   Posted: 24 May 2006 06:24
 


Hi, this is my first post on here- looks like a great site and will be really helpful to me I think!

I work in Marketing in the UK and my company have recently launched a new "vision" which is centred around a new customer facing culture. There was very little follow up plan to go alongside the launch so I have taken it upon myself to put something together.

I have organised for some customer care/service training for all staff but wondered if anyone had any ideas/tips for the next step? The hardest battle will be getting the staff to buy into the concept.

Thanks!

Jo

shannonmoultrie
Member
#2   Posted: 24 May 2006 09:03
 


Stake Hey Jo

One thing that I keep in mind as I get ready to introduce something new to my team; is that reminding your associates (employees) that they have a stake in the company beyond their bi-weekly paychecks. As they invest their time away from their families and their skills and education to enhance the business environment; they also have their retirement packages and their insurance policies with your company. Which makes their relationship with the company more like a partnership. So as we move forward with ideas on how to ensure long term customers and clients; also think of ways your knowledge that you add to the job can ensure your partnership with the company. Because the truth is, for every long-term customer that the company acquires, it just further ensures your long-term financial partnership with your company.

I hope this helps.
Shannon

JoSwales
Member
#3   Posted: 25 May 2006 01:08
 


Hi Shannon,

Thanks for your reply. It does help, thankyou! Most of the employees here have worked here for many years so its very easy to lose sight of the simple things and it wont hurt to remind them that its not just a 9-5 job.

Thanks!

Jo

amwheeler
Member
#4   Posted: 26 May 2006 09:29
 


The fact that you do have long term employees is a great advantage to you, but it is much harder to change old ways. You are putting yourself in charge of what should be a company-wide effort...not yours alone. It's not what you want, it's what the company wants and in order to know, you need to pull key people who really understand the company's vision into a room and discuss where you as a group want to take this. The buy- in shouldn't be tough to get if you have the right people...start talking about what the company has done for you and the importance of continuing this vision introduced in the "launch" and everyone will surely get excited. You may want to come up with "ground rules" in your meeting. These make a great statement of "this is what our company used to be, and this is where it's going."

Good luck, I'm going through the same thing!

shannonmoultrie
Member
#5   Posted: 4 Jun 2006 20:44
 


Great Advice!
In addition, as you begin to state the vision of the company, it is very important to make it real to the employee. It's one thing to state what the company has done for you, attempting to paint a picture of success with the company. But when you drive off in a Benz and they drive off in a ford, at the end of the day, it's not real to them. Definitely don't own the responsibility of the entire company, but know that every person has their part to do. Remember this: there is power in suggestions, it can actually change the mind set of an individual. Even an individual who is set in their ways. I'm not saying you have to drive the Ford; you've earned your Benz. Just don't forget the time when you did. Jo, look to inspire your employees...as you look to be inspired.

I'm in a similar situation right now...and I believe we will all succeed!

JoSwales
Member
#6   Posted: 5 Jun 2006 01:05
 


Thank you Shannon.

I am merely a pug 206 driver (lol), my Manager is the Benz (well, BMW driver) and I have been given control of insitgating the new Vision. I think this in itself is a good way of keeping it real as ordinarilly my Manager would have handled it.

I've organised a series of customer care training workshops in which the trainer will relate the training and the vision to how it will affect them all individually.

Some great advice here, thanks!

thelife
Member
#7   Posted: 14 Jun 2006 12:10
 


Jo,

You have a tremendous opportunity here. These are the times when new leaders are born and true leaders shine.

The first step is to translate the vision into a plan (which it sounds like you have done).

The next step is to assess the landscape. Think about the staff you lead, who will be very accepting and who will be resistent. There is usually one or two people who are resistant and all of their peers know it too. Once you have identified them, get them on board. Pull them into your office before launching the program and get them excited. Tell them you hand-picked them to help you make this transition. Now your biggest opponents have become your biggest allies.

Once you have quenched your probable opponents, design your approach. The initial presentation should be something that gets them excited. Think about how this new program will benefit them personally and how transitioning from the old way will help them. Use your new allies to champion your cause. Once their peers see they are on board, they will be more persuaded. Change the tone of the meeting for a bit and bring up the challenges and the possible drawbacks. Encourage them that you can overcome them and achieve these great results by pulling together as a team (bringing the mood back to a positive one). If you do not identify the obstacles in the meeting, they will in their minds and it will fester. Addressing them shows you have thought it through and have solutions. Finish up with something that gets them all excited (laughter really helps) and close on a high note.

Once the meeting is done, move fast and keep the pace going. Keep it exciting by offering praise and possible incentives for those transitioning the best at the same time coaching those who are still resistent. Make sure to personally thank your new allies (who may be allies for life) for their assistance and support.

Depending on how large the transition you may want to have a series of follow-up meetings highlighting the progress and keeping them excited and focused. Definitely have a post-transition meeting thanking them for pulling together and their dedication.

Done properly, you can become a great leader and have a successful transition!

Good luck,
Mark

nupoor1982
Member
#8   Posted: 15 Jun 2006 04:45
 


hello people let me tell you guyes are doing great job..

by the way I work for an Indian Firm where , and I have a team here they deal with software bugs, and offer cutsomer solutions vai mail or over the telephone.Normally the callers are our clients IT officails , and each helpdesk official is offered one client, which means he / she will solve one clients issue only.Hence they are in constant touch with one single client , and have build repport with them.
Because of this at times they become a bit rude, some time when they find the query is already anwsered earlier , they just loss their pataince...and tend to become rude, Which ofcouse i do not appriciate ,
When I wanted to educate them about the same, they claim that since they know their client very well, and the client is also comfortable with them, hence it not issue ,
But for me its a concern,

Please Help,

Nupoor

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