Leaders

Tony gazed out at the 30 executives seated in the audience.

Only one had their hand raised. Tony let the silence of the moment make a deep impression on the participants. Finally he spoke.

“How can you expect your teams to know who you want them to be?  How do the know how you would love for them to treat your customers if you don’t have a written vision of the ideal customer experience?  Everyone is going to interpret ‘friendly’ and ‘helpful’ in different ways."

Slowly, the executives nodded with an understanding.

“Would you like to start the process of creating a customer experience vision right now?"

They enthusiastically shouted, “Yes!"

Within minutes they were actively engaged in a vision-building experience so that they could clearly share with others what they wanted their ideal customer experience to be.  

As the workshop ended, several of the executives expressed gratitude. 

“We have never had a customer experience vision before. We just never thought of it.  This will help tremendously. Thank you."








 
176-1013-a0178-2

Sales

“Maybe we need to hire better people,” said the Vice President of Finance.  “If they can’t sell, maybe we just need to get rid of them and bring new front desk agents who know how to ask for the upsell."
Nods could be seen around the corporate boardroom table.  Everyone seemed to agree that this was the way to go.  

Observing the conversation, Tony asked, “Did you hire them to be sales professionals or service professionals?"

The room was silent.  

Tony continued, “Service professionals often have a ’dirty’ feeling when they sell.  In addition, you’re asking these front desk agents to ask guests to do an upgrade that costs nearly half of what the employees get paid per day.  The agents would never do that themselves.  How can you expect them to convince a guest to do the same?"

Tony was given the opportunity to conduct 90-minute mental performance training sessions.  He took 120 front desk agents and reservation agents through an intense experiential training.  Within the first week after the training, they sold 400% more than upgraded rooms than their weekly average.

Click here to listen to our "Maximize Your Sales" quick training.

Customer Service

“I have tried everything I can think of,” she said with her shoulders slumping forward in an obvious sign of defeat.

This customer service representative was frustrated. She knew what the customer wanted, but she did not have the authority or the tools to make it happen. And, her supervisor did not seem interested in helping.

“What do I do?  It’s moments like this that take me out of my game for the rest of the day.  I get so angry that I cannot help the customer.  I can feel it still burning when I get on to my next call.  I know that the next customer can feel it.  And, my calls tend to go downhill from there."

Tony nodded with understanding.  Then he addressed the workshop participants.

“Can you breathe?"

The audience looked at each other with that “is he crazy” expression on their faces.

"Can you breathe?"

Someone shouted from the back, “Yes!"

“Then you have your first tool.  The first, and most important thing you can do when you are in a stressful situation is to breathe.  Take a deep breath."

The customer service representative sat up a bit and took a deep breath.  She let it out slowly and then took another.

As she was doing this Tony explained the power of breathing and how the oxygen allows for more creative thinking and it slows the emotional spiral.  This in turn helps the rational mind, the problem-solving mind take over.

“You know,” the representative spoke up, “I do feel better."

Moments later, in a discussion with a peer, she came up with a solution to the problem she had faced on the call.

Listen here to a key principle to excellent customer service.