Are you a passionate but frustrated Course Leader? Here’s how to overcome it!

I recently asked a group of experienced UYS Course Leaders two questions:

1. “What is your biggest frustration as a Course Leader in your organization?”, and
2. “What are you going to do about it?”

Each person who answered this question had already facilitated more than 10 workshops for their colleagues.
Here are two of the stated frustrations, and constructive recommendations:

Think of the companies in our world known for outstanding service. One thing is common across these organizations – founders and leaders who have declared service to be a top priority, and who align all other practices in the company to make it so. Senior leaders who lower the priority of service should not expect

Who plays the most powerful role in a successful education implementation? The employees who are learning, the trainer who leads the class, or the manager of the employees?

Over 20 years ago two notable authors – John Newstrom and Mary Broad — published research that is still relevant today. Transfer Of Training: Action-packed Strategies To Ensure High Payoff From Training Investment

For leaders seeking to achieve large-scale service improvement with a powerful education program, this research is critical.

Good Course Leaders know the importance of preparation. Good Course Leaders also know the importance of the application – linking the learning to action, and the action to business impact.

Good Course Leaders take pride in high feedback scores and evaluations. And good Course Leaders also take time, regularly, for self-reflection and “in the mirror” evaluation.

You may be very skillful on your own, but your company’s culture-building program will only be successful if you connect and thrive as a TEAM.

To Get Stuck on the Naughty List:

Specialize in the run-around. Doing business with a company should be a choice, not a chore. But unfortunately, many companies make receiving service very difficult for their customers.

Companies on the naughty list aren’t streamlined. Customers have to give the same information to one person after another as they’re passed from department to department seeking help. Departments are so siloed that customers can feel like they aren’t even talking to people who work at the same company.

How will your customers view the service they receive from you this holiday season?

Will you delight them…or disappoint them? Read on for a breakdown of service behaviors that will decide whether you land on their naughty or nice lists this year.

This interview was originally published in EXPAT LIVING Magazine, written by Monica Pitrelli.

Struggling with bad service? Yeah, us too. But before you unleash on the next bumbling waiter or clueless salesclerk, hear the words of RON KAUFMAN, a global service consultant who has been on a 20-year crusade to improve service standards in Singapore. Here he tells Monica Pitrelli that getting good service in Singapore is not only possible – it’s easy – as long as you check your attitude at the door.

Travelers coming through the New York City area’s three airports—La Guardia, JFK, and Newark—might soon feel the need to double check that they aren’t walking through the set of a science fiction movie. That’s because the airports are introducing some high-tech help in the form of “Ava”—a life-sized, computer-generated female avatar. She’ll provide answers to airport patrons’ common questions. Ava the Avatar offers a fun, exciting way to improve customer service for weary travelers.

I have just dialed into a large (very large) retail organization to check on a pending order. I am greeted by an interactive voice response (IVR) system. I only need an answer to two short questions from the salesperson from whom I recently purchased an item. But I am routed away from my familiar store location, into a large call center, in an unknown location.

A great service culture is always a product of a whole architecture that includes education, service processes and structures that support customer-focused behavior.

Most customer-service improvement efforts fail to provide this type of architecture because their design misses, in particular, the strong impact of structure on behavior. Structure may include reporting relationships or physical structures that best facilitate service process. The designers are wary of changing structures to support service outcomes because such change is emotionally charged, takes a significant amount of effort and requires intense commitment. Yet, few individuals or departments can be effective and shine unless their organizational and physical structures are aligned with their brand’s customer service promise.