Outstanding Service

What's stopping us from building a great lasting impression in our customers mind?

Is it the confidence to ask questions outside the norm? Is it the belief that the customer might not want to have a deeper conversation about anything else outside your business? Whatever that is, I recognise the importance of really connecting emotionally with our customer, prospects, etc...

After meeting one of my clients, the HR Director of a recruitment company I got the feeling she's into fashion. So at my next meeting I told her about a secret designer sale she might be interested in checking out after our meeting. The result? She was so happy she sent me message especially to thank me for the new dress she bought and absolutely loves!

You might not be into fashion, shopping events, etc, but it really adds value when we can think about our customers outside what they might want to buy from us. By taking a genuine interest in them and observing what they're passionate about, we will get far more in return.

So what can you do to add value to your customers?

Corina Balaneanu

Sales Consultant

www.London.Dalecarnegie

Inspirational Leadership

Leadership is about the ability to motivate and inspire people from a variety of backgrounds to a higher level of performance.

One of the main reasons people are promoted into management and leadership positions is because they were effective at what they did in their job. Now, as a manager, the job is to get others to be able to do things as well as or better than we did them. These require a totally different skill set. Our success requires making the transition from doing to leading in order to leverage our skills and our time.

Without motivation nothing gets done but as soon as we try to hold people accountable they get demotivated, right? Not necessarily! There are tools to hold people accountable for their goals, objectives, and commitments and stay motivated at the same time. With this balance, the more control we have over results for ourselves and our team.

Today, more than ever, a manager’s job is to build people. When we can create an environment where people get results, develop new skills, and become successful, we are fulfilling our highest calling as a manager and leader of people. Communicating with strength and sensitivity, being a coach, and building people are a leader’s highest priority.

No matter what we do there will always be the challenges with negative people and performance management. Our results, and the results of our team, depend on how those situations are handled. Fairness, consistency and strength are required in the right places, at the right times and in the right way. Without this, morale can grind to a halt for everyone, effecting productivity, customer loyalty, and employee engagement-all mandatory in today’s highly competitive work force.

Leadership Development Quotes from Dale Carnegie
“If we want to find happiness, let’s stop thinking about gratitude or ingratitude and give for the inner joy of giving.” -Dale Carnegie

“Remember that the other man may be totally wrong. But he doesn’t think so. Don’t condemn him. Any fool can do that, try to understand him. Only wise, tolerant, exceptional men even try to do that. There is a reason why the other man thinks and acts as he does. Ferret out that hidden reason-and you have the key to his actions, perhaps to his personality. Try honestly to put yourself in his place.” -Dale Carnegie

“You can make more friends in two months by becoming really interested in other people, than you can in two years by trying to get other people interested in you. Which is just another way of saying that the way to make a friend is to be one.” -Dale Carnegie

“One of the surest ways of making a friend and influencing the opinion of another is to give consideration to his opinion, to let him sustain his feeling of importance.” -Dale Carnegie

“This is a hurried age we’re living in. If you’ve got anything to say, say it quickly, get to the point and stop, and give the other man a chance to talk.” -Dale Carnegie

“Make a man laugh a good hearty laugh, and you’ve paved the way for friendship. When a man laughs with you, he, to some extent, likes you.” -Dale Carnegie

“Do you know the most important trait a man can have? It is not executive ability; it is not a great mentality; it is not kindliness, nor courage, nor a sense of humour, though each of these is of tremendous importance. In my opinion, it is the ability to make friends, which, boiled down, means the ability to see the best in man.” -Dale Carnegie

“We ought to be modest, for neither you nor I amount to much. Both of us will pass on and be completely forgotten a century from now. Life is too short to bore other people with talk of our petty accomplishments. Let’s encourage them to talk instead.” -Dale Carnegie

“Actions speak louder than words, and a smile says, “I like you. You make me happy. I am glad to see you.” That is why dogs make such a hit. They are so glad to see us that they almost jump out of their skins. So, naturally, we are glad to see them. An insincere grin? No. that doesn’t fool anybody. We know it is mechanical and we resent it. I am talking about a real smile, a heartwarming smile, a smile that comes from within, the kind of smile that will bring a good price in the market place.” -Dale Carnegie

For more tips like this attend our Engage & Inspire Seminar on 27th July.

Click here to register

Nine Steps to Win-Win Conflict Resolution

Conflict is a natural part of business and of life. Problems arise in the ways that you deal with these conflicts. Some people tend to take an approach that is too direct. Others shy away from confrontations to avoid hurting other people's feelings, to protect their own feelings, or because they lack confidence, which often leads to unresolved issues and lingering problems. There is middle ground.

Using the right approaches, you can deal with conflicts in effective ways that resolve the issues while maintaining positive relationships. This starts with clearly understanding the issues and the personalities involved. When you understand different styles of conflict resolution, you are able to see things from the other person's point of view. Simply having empathy for another person's perspective will go a long way towards resolving those conflicts.

Step 1: Have a positive attitude. Your attitude is essential to the outcome. You have a much better chance of coming to an outcome involving mutual gains if you approach the conflict as an opportunity to learn and achieve a win-win outcome.

Step 2: Meet on mutual ground. Find a mutually agreeable, comfortable, and convenient space to meet. Agree on when you will meet and how much time you want to devote to the process. Whenever possible, deal with conflict face-to-face.

Step 3: Do your homework. Take time to plan. You must not only know what is at stake for yourself, but you need to understand the other side's concerns and motivation. Take into consideration any history or past situations that might affect the resolution. Know the must-haves (non-negotiable items) and nice-to-haves (negotiable items). Determine the best resolution, a fair and reasonable compromise, and a minimally acceptable outcome.

Step 4: Look for shared interests. Get on the same side by finding and establishing similarities. Since conflict tends to magnify perceived differences and minimise similarities, look for common goals, objectives, or even gripes that illustrate that you are in this together. Focus on the future, talk about what is to be done, and tackle the problem jointly.

Step 5: Deal with facts, not emotions. Address problems, not personalities. Avoid any tendency to attack other people or to pass judgment on ideas and opinions. Avoid focusing on the past or blaming others. Maintain a rational, goal-oriented frame of mind. This will depersonalise the conflict, separate the issues from the people involved, and avoid defensiveness.

Step 6: Present alternatives and provide evidence. Create options and alternatives that demonstrate willingness to compromise. Consider conceding in areas that might have high value to others but are not that important to you. Frame options in terms of the other people's interests and provide evidence for your point of view.

Step 7: Be an expert communicator. Nothing shows determination to find a mutually satisfactory resolution to conflict more than applying excellent communication skills. Ask questions, listen, rephrase what you heard to check for understanding, and take a genuine interest in each person's concerns. Focus on ways in which you can move toward a resolution or compromise.

Step 8: End on a good note. Make a win-win proposal and check to make sure that everyone involved leaves the situation feeling they have won. Shake on it and agree on the action steps, who is responsible for each step, how success will be measured, and how and when the resolution will be evaluated. If there is a deadlock on non-critical issues, agree to disagree.

Step 9: Enjoy the process. Appreciate the benefits of learning other people's perspective. People report that after overcoming conflict and reaching an agreement, the relationship grew even stronger. Reflect and learn from each experience. Determine the criteria to evaluate the process and the solution.

www.London.dalecarnegie.com