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Just like that of Senior Leadership, the role a Mid-Manager plays in creating and sustaining a culture of service excellence is tremendous. Why? Because Mid-managers and supervisors have direct impact on both the work environment created for their line staff, and the overall customer experience.
However, too often mid-managers and supervisors are not held to any level of accountability when it comes to employees performance and customer service. The focus is solely on operations. So, what is the role of Mid-Management in driving excellence?
Align with the Vision & Mission . Creating a clear organizational vision, mission, and business objectives that every employee can rally behind is the responsibility of senior leadership. Subsequently, the role of mid-management is to align their team to ensure all job activities, job priorities, and overall contributions are consistent with the organization's vision and mission. In order to align your team, you must be familiar with the vision, mission, and business objectives; clearly understand how they relate to your business unit; and have a sound strategy to meet or exceed them.
Set Service Expectations. In driving excellence, employees need a clear understanding of what excellence should look, sound, and feel like. Your role as a leader is to develop departmental expectations that will ensure consistency in service delivery. Service expectations should cover what a customer should experience from start to finish; including all of the key touch points that make up the customer experience. Below is a brief example of what service expectations should include; This should be done for every department.
Our Front Desk Receptionist:
- Provided a warm, sincere, smiling welcome to customers entering the lobby
- Clearly provides their name and offers assistance
- Uses the customer's name during the interaction
- Exhibits a sincere desire and compliance with the customer requests
- Is efficient, yet unhurried and sensitive to customer needs
Integrate Expectations into Work Environment. Once the expectations are established, they should be integrated into the performance review process, be part of job specific training, used to recognize exemplary job performance, and as a coaching tool when improvement is required. First and foremost, these expectations should be reviewed when interviewing new job candidates to ensure that they have a clear idea of what is expected from the sunset.
Communicate Often. When it comes to creating a culture of service, performance, and operational excellence – repetition is good. Just as it takes twenty-one times (of consistently doing something) to form a habit, mid-managers need to talk about the vision, mission, and business objectives with their team regularly so it becomes second-nature. Share stories, simple work examples, and best practices that demonstrate how other teams drive excellence to make it real and relevant for your team. The more you talk about the vision, mission, and business objectives – the more familiar your team will become with them.
Hold Team Accountable for Excellence. Let everyone know that you will be holding them accountable for consistently driving excellence. Once you have established the service expectations, continue to communicate them, and ask employees for examples of how they contribute to bringing them to life in their daily work. When an employee fall below performance expectations in their job, take immediate action by jumping into your coaching and counseling mode. And do not be afraid to confront unacceptable behavior of employees that may be stifling the team's ability to drive excellence.
Reward and Recognize Superior Performance. When an employee consistently acknowledges the established service expectations, openly reward and recognize them. Make a big deal out of it, by genuinely showing them that you appreciate their efforts. Something as simple as a pat on the back, a certificate of appreciation, or even a handwritten note cost almost nothing.
Bottom-line, if you incorporate the six essentials listed above as part of your fleet in driving excellence, you will be on the road to creating sustainable change within the work environment. Never forget that driving excellence starts with you . So, take a moment and assess your current level of engagement and commitment to driving excellence, then identify what you must START, STOP, or CONTINUE doing and implementing a timeline by which you will act on your commitments.
In the end, you will demonstrate clearly with your words, actions, and behaviors that you are seriously committed when it comes to creating a culture of service, performance, and operational excellence. And most of all, senior leadership will perceive you as a valued contributor to the success of the organization.
Complete Assistance in the preparation for the implementation of the SMR/CR can be obtained from us at Complaince Consultant Where we have experience in the banking sector from 2015/2016.
Source by Theo Gilbert-Jamison
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