Customer Service Expert Level Full Certification Kit - Complete Skills, Training, and Support Steps to the Best Customer Experience by Redefining and Improving Customer Experience (eBook, ePUB)
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This Customer Service Expert Level Certification Kit builds on the knowledge and understanding of, and looking at, the essential skills and qualities required by Customer Service supervisors and managers. More than six out of ten people employed in customer-facing sales and service roles say that their manager's behavior towards them affects the level of customer service they deliver. The behavior of line management has a direct impact on the quality of service and brand experience that is extended to customers. Over three our of ten claim that the relationship with their manager 'always' impa...
This Customer Service Expert Level Certification Kit builds on the knowledge and understanding of, and looking at, the essential skills and qualities required by Customer Service supervisors and managers.
More than six out of ten people employed in customer-facing sales and service roles say that their manager's behavior towards them affects the level of customer service they deliver. The behavior of line management has a direct impact on the quality of service and brand experience that is extended to customers.
Over three our of ten claim that the relationship with their manager 'always' impacted upon the customer experience they deliver. The relationship between managers and their teams is so bad that one in ten customer-facing workers consider it to be the biggest threat to their job security - as big a worry as the possibility of their jobs being outsourced.
There's a host of indications that line managers are not fulfilling their responsibilities towards their teams. In short, managers are not managing. The extent to which managers are reneging on their responsibilities is illustrated by the fact that four out of ten managers communicate with their teams for just 30 minutes or less in an average day. Just over half of managers were found to converse with their teams for an hour a day or less.
Given the apparent general lack of communication between manager and team, is it any wonder that the common perception of frontline workers is of individuals ill-equipped to resolve customer issues and unable to effectively communicate an organization's products, services and brand values?
More often than not, Customer Service Supervisors and Managers have been promoted up the chain of command, and began in an entry level Customer Service position. Too rarely does this promotion come with corresponding training and support, to ensure our supervisors and managers are equipped to deal with their new role.
It is time for a change. This book gives practical, concise help for delivering exceptional customer service: the book and its accompanying eLearning course and Certification paves the way for the Best Customer Experience by Redefining and Improving Customer Experience: An Innovative Strategy by the Industry Leader in Effective Customer Service Training.
This book and its accompanying eLearning course covers:
The abcs of supervising others, Making the transition, Tips for learning the ropes quickly, Alpha leaders, Team building, Organizational shifts, Types of teams, Defining a team, Team norms, Beckhart's activities, Managing team conflict, Types of conflict, Team member preparation, Team leader's role in managing conflict, Learning to be a leader, What is a learning organization?, Are you a lifelong learner?, Five disciplines, Discipline : personal mastery, Discipline : mental models, Strategies for working with mental models, Discipline : shared vision, Discipline : team learning, Discipline : systems thinking, Coaching customer service staff, Defining coaching - two schools, Coaching skills, Interpersonal communication skills, Critical coaching skills, Powerful questions and active listening, Learning styles and principles, Adult learning principles, The coaching model, Coaching problems, A personal action plan, Motivating your workforce, What is motivation, The carrot, the whip and the plant, Maslow and herzberg's motivational theory, Fear and desire, Setting goals, Work values, What do we value in work?, Managing customer service, Identifying change, Identifying your customers, Creating excellence, Positive responses, Active listening, Effective complaint management, Glossary, Answer guide, Certification, Customer service certification pathway, How does the certification pathway work?, How do i achieve my expert level?, References
More than six out of ten people employed in customer-facing sales and service roles say that their manager's behavior towards them affects the level of customer service they deliver. The behavior of line management has a direct impact on the quality of service and brand experience that is extended to customers.
Over three our of ten claim that the relationship with their manager 'always' impacted upon the customer experience they deliver. The relationship between managers and their teams is so bad that one in ten customer-facing workers consider it to be the biggest threat to their job security - as big a worry as the possibility of their jobs being outsourced.
There's a host of indications that line managers are not fulfilling their responsibilities towards their teams. In short, managers are not managing. The extent to which managers are reneging on their responsibilities is illustrated by the fact that four out of ten managers communicate with their teams for just 30 minutes or less in an average day. Just over half of managers were found to converse with their teams for an hour a day or less.
Given the apparent general lack of communication between manager and team, is it any wonder that the common perception of frontline workers is of individuals ill-equipped to resolve customer issues and unable to effectively communicate an organization's products, services and brand values?
More often than not, Customer Service Supervisors and Managers have been promoted up the chain of command, and began in an entry level Customer Service position. Too rarely does this promotion come with corresponding training and support, to ensure our supervisors and managers are equipped to deal with their new role.
It is time for a change. This book gives practical, concise help for delivering exceptional customer service: the book and its accompanying eLearning course and Certification paves the way for the Best Customer Experience by Redefining and Improving Customer Experience: An Innovative Strategy by the Industry Leader in Effective Customer Service Training.
This book and its accompanying eLearning course covers:
The abcs of supervising others, Making the transition, Tips for learning the ropes quickly, Alpha leaders, Team building, Organizational shifts, Types of teams, Defining a team, Team norms, Beckhart's activities, Managing team conflict, Types of conflict, Team member preparation, Team leader's role in managing conflict, Learning to be a leader, What is a learning organization?, Are you a lifelong learner?, Five disciplines, Discipline : personal mastery, Discipline : mental models, Strategies for working with mental models, Discipline : shared vision, Discipline : team learning, Discipline : systems thinking, Coaching customer service staff, Defining coaching - two schools, Coaching skills, Interpersonal communication skills, Critical coaching skills, Powerful questions and active listening, Learning styles and principles, Adult learning principles, The coaching model, Coaching problems, A personal action plan, Motivating your workforce, What is motivation, The carrot, the whip and the plant, Maslow and herzberg's motivational theory, Fear and desire, Setting goals, Work values, What do we value in work?, Managing customer service, Identifying change, Identifying your customers, Creating excellence, Positive responses, Active listening, Effective complaint management, Glossary, Answer guide, Certification, Customer service certification pathway, How does the certification pathway work?, How do i achieve my expert level?, References
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