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Digg it UP - Feedback - How to Make it Effective
How to Get Buyers to Buy and Improve Your Sales Forecast Think of the last time you bought something you don't buy regularly. Perhaps a car, or a notebook computer or - as a business-to-business buyer - a professional service (e.g. a consulting service).Think of the first time you considered buying this product (or service). What made you think you wanted or needed it? How long did it take you from this first thought to actually taking action and looking for potential vendors? How long did it take you from approaching vendors to finally make the purchase?Obviously, for different situations and different products, the len
You need to use lots of "I" messages. Get personally involved, say things like - "I liked the way you told that customer that you would deal with their problem yourself." Or - "I'm unhappy with the way to told that customer that it wasn't your responsibility." Or - "I believe there's another way to do that job."
6. Focus on one thing at a time - Don't confuse your team member with a whole list of behaviours. If it's Confirming feedback then you don't want to be saying - "I like the way you handle customers and your reports are always done on time and it's great that you're achieving your target." You'
Have you recently started a business within the past few years? If so, how is your business going? A large number of business owners start out small and expand overtime, but some business owners get lucky and see success right away. If you are one of those business owners, were you or are you prepared for that success? If you are understaffed, you might not be. As business owner, you owe it to your clients to be available and able to take their calls. Unfortunately, as long as your business is understaffed, that may be difficult to do.Answering Services are operations that are operated by trained individuals. In most cases, you will find that Answering Servi
1. Do it ASAP - When you see or hear something you do or don't like you need to say something right away. If it's Confirming feedback it's not much use saying something months later. - "I liked the way you handled that difficult customer a couple of months ago Dave." Dave is going to have a bit of a problem remembering that situation and the effect of the feedback is totally wasted.
It also makes sense to give Dave Productive feedback as soon as you see or hear something you don't like. If you don't do it right away then Dave will assume that you didn't notice or that it doesn't matter or that you don't care.
2. Do it in private - This seems like the most obvious thing to say but I still see managers giving a member of their team some Productive feedback in front of other people be they colleagues or customers. Of course, it's usually more of a reprimand.
I think some managers believe that if they're seen and heard giving some feedback then it will have an effect on the other team members - you bet it will - it'll totally de- motivate them!
3. Check that it's okay to speak - Always check that it's okay to speak. If one of your team has just finished speaking to a customer on the phone, they might have some admin things to do before they forget. If you interrupt then you risk being responsible for a customer not getting something they were promised.
It's only good manners to check before speaking and your people will respect you for it.
4. Announce your intentions - If your people are not used to receiving regular feedback, what do you think runs through their mind when you pull up a chair or ring them on the phone - your right - they think it's bad news, that they've done something wrong or there's a problem.
It's important therefore to tell them up front what you want to speak about.
You might say - "Jill, I've just read your last report and I'd like to give you some good news." You then go on to give them some Confirming feedback - and remember to make it descriptive.
5. Tell them how YOU feel about their behaviour - Your people work for the same organisation as you but it's you they have to please. So make sure when you give feedback - it comes from you. That means not saying things like - "The company doesn't like their employees to speak to customers like that." Or - "It's not up to me but you'd better improve your performance or you'll be in trouble."
You need to use lots of "I" messages. Get personally involved, say things like - "I liked the way you told that customer that you would deal with their problem yourself." Or - "I'm unhappy with the way to told that customer that it wasn't your responsibility." Or - "I believe there's another way to do that job."
6. Focus on one thing at a time - Don't confuse your team member with a whole list of behaviours. If it's Confirming feedback then you don't want to be saying - "I like the way you handle customers and your reports are always done on time and it's great that you're achieving your target." You'r
In today’s competitive business world where consumers are being hit with literally hundreds of sales messages every day the hit and run or one shot sales approach doesn’t work. Because of the Internet consumers have more choices than ever before. Consumers today want more information. They want to be educated about your product or service. They want to be consulted not sold. You have to build a relationship to make the sale.Before you can actively sell to someone, you first have to drop down or move up to his or her comfort zone. You can’t always get the sale with the first contact you have with the prospect. It’s often more practical to stair-step your way to ge
2. Do it in private - This seems like the most obvious thing to say but I still see managers giving a member of their team some Productive feedback in front of other people be they colleagues or customers. Of course, it's usually more of a reprimand.
I think some managers believe that if they're seen and heard giving some feedback then it will have an effect on the other team members - you bet it will - it'll totally de- motivate them!
3. Check that it's okay to speak - Always check that it's okay to speak. If one of your team has just finished speaking to a customer on the phone, they might have some admin things to do before they forget. If you interrupt then you risk being responsible for a customer not getting something they were promised.
It's only good manners to check before speaking and your people will respect you for it.
4. Announce your intentions - If your people are not used to receiving regular feedback, what do you think runs through their mind when you pull up a chair or ring them on the phone - your right - they think it's bad news, that they've done something wrong or there's a problem.
It's important therefore to tell them up front what you want to speak about.
You might say - "Jill, I've just read your last report and I'd like to give you some good news." You then go on to give them some Confirming feedback - and remember to make it descriptive.
5. Tell them how YOU feel about their behaviour - Your people work for the same organisation as you but it's you they have to please. So make sure when you give feedback - it comes from you. That means not saying things like - "The company doesn't like their employees to speak to customers like that." Or - "It's not up to me but you'd better improve your performance or you'll be in trouble."
You need to use lots of "I" messages. Get personally involved, say things like - "I liked the way you told that customer that you would deal with their problem yourself." Or - "I'm unhappy with the way to told that customer that it wasn't your responsibility." Or - "I believe there's another way to do that job."
6. Focus on one thing at a time - Don't confuse your team member with a whole list of behaviours. If it's Confirming feedback then you don't want to be saying - "I like the way you handle customers and your reports are always done on time and it's great that you're achieving your target." You'
Want to build a successful incentive program for your company? Have you dreamt about finding ways to have more fun at work and still see BIG results? At the heart of every employee incentive program is the ability to motivate and reward your team for excellent performance. In this article, I will show you four easy steps to build an incentive program that allows everyone to win!Setting objectives: For any type of employee incentive program, your team must feel the goals are attainable and realistic. An incentive program should also fit into your company’s overall business strategy and be easy to measure. Using targets such as revenue growth, client retentio
It's only good manners to check before speaking and your people will respect you for it.
4. Announce your intentions - If your people are not used to receiving regular feedback, what do you think runs through their mind when you pull up a chair or ring them on the phone - your right - they think it's bad news, that they've done something wrong or there's a problem.
It's important therefore to tell them up front what you want to speak about.
You might say - "Jill, I've just read your last report and I'd like to give you some good news." You then go on to give them some Confirming feedback - and remember to make it descriptive.
5. Tell them how YOU feel about their behaviour - Your people work for the same organisation as you but it's you they have to please. So make sure when you give feedback - it comes from you. That means not saying things like - "The company doesn't like their employees to speak to customers like that." Or - "It's not up to me but you'd better improve your performance or you'll be in trouble."
You need to use lots of "I" messages. Get personally involved, say things like - "I liked the way you told that customer that you would deal with their problem yourself." Or - "I'm unhappy with the way to told that customer that it wasn't your responsibility." Or - "I believe there's another way to do that job."
6. Focus on one thing at a time - Don't confuse your team member with a whole list of behaviours. If it's Confirming feedback then you don't want to be saying - "I like the way you handle customers and your reports are always done on time and it's great that you're achieving your target." You'
Every marketing expert who has ever written a book on the subject or offers their services, as a consultant seems to believe that they are the best marketer of any product or service, which has ever hit the planet. I find this interesting myself in that my marketing for my company before retirement literally blew away every other competitor in the market no matter, which city we took it to. Indeed, as a marketer myself, I have read over 300 marketing books in the last two decades. Many are very similar and over the years the buzzwords change and the methodology changes a little is well.What is very fascinating about this subject is that much of what our compan
It's important therefore to tell them up front what you want to speak about.
You might say - "Jill, I've just read your last report and I'd like to give you some good news." You then go on to give them some Confirming feedback - and remember to make it descriptive.
5. Tell them how YOU feel about their behaviour - Your people work for the same organisation as you but it's you they have to please. So make sure when you give feedback - it comes from you. That means not saying things like - "The company doesn't like their employees to speak to customers like that." Or - "It's not up to me but you'd better improve your performance or you'll be in trouble."
You need to use lots of "I" messages. Get personally involved, say things like - "I liked the way you told that customer that you would deal with their problem yourself." Or - "I'm unhappy with the way to told that customer that it wasn't your responsibility." Or - "I believe there's another way to do that job."
6. Focus on one thing at a time - Don't confuse your team member with a whole list of behaviours. If it's Confirming feedback then you don't want to be saying - "I like the way you handle customers and your reports are always done on time and it's great that you're achieving your target." You'
Whether you’re hiring a new employee or switching to a new outsourced vendor, changing your current Information Technology solution can be risky business. Why? Perhaps more than in any other department, knowing what it takes to keep your technology systems running is knowledge seldom shared and rarely documented. Here are the 10 things you need to know before making an IT change.1. What You Have Start with an inventory of your hardware and software. Or, better yet, get your current IT person or firm to document it all for you, from your network devices to operating systems and software programs.2. Who’s Who? It would be surprising if you k
You need to use lots of "I" messages. Get personally involved, say things like - "I liked the way you told that customer that you would deal with their problem yourself." Or - "I'm unhappy with the way to told that customer that it wasn't your responsibility." Or - "I believe there's another way to do that job."
6. Focus on one thing at a time - Don't confuse your team member with a whole list of behaviours. If it's Confirming feedback then you don't want to be saying - "I like the way you handle customers and your reports are always done on time and it's great that you're achieving your target." You're only diluting the whole feedback and it loses its impact.
If you're giving Productive feedback then you don't want to confuse your team member with a whole catalogue of behaviours that you're unhappy about. Sadly this seems to be the case with managers who don't give feedback on poor behaviour immediately. They allow things to go on and on and then they eventually explode. It's much better to deal with behaviour as and when it happens.
7. Be specific - When you are giving one of your team some feedback and coaching them - it's so important to focus on job related behaviour and not on the personality of the individual.
If you feel a bit uncomfortable giving feedback, try to focus on the person's behaviour on the job in terms of how they conducted a particular task. That's what you're giving feedback on, not them as a person.
It becomes easier if you're using "I" messages and being very descriptive about what you've seen or heard. You could say something like - "I liked the way you tided up the workshop after you finished that job - thank you Fred." You're trying to get the balance between being human but also businesslike.
8. Include the customer and the organisation - Whenever appropriate -relate what your feedback is about to how the customer was affected. This of course could be an internal or an external customer. You could also relate it to how the organisation was affected, if relevant
9. Get input - When giving Productive feedback, it's important to get the team members input. You might say - "I'm unhappy that this is the third time this month that your report has been late Joanne. However I'm willing to listen to what you have to say and discuss how we can resolve this situation."
10. Don't leave them low - This is particularly important after giving Productive feedback. As I said earlier, this isn't an attack on the person; it's about job related behaviour. A team member should come out of a Productive feedback session with their sense of self-worth intact.
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