In This Issue
A Sample Of Our On Site Workshops For Service & Support Teams
Management Development Training Titles
Why Customers Quit

1% die

3% move away

68% quit because of an attitude of indifference towards the customer by the staff.

14% are dissatisfied with the product.

9% leave because of competitive reason.

5% leave because they develop other business friendships

A Few Customer Comments about Sherry
Sherry is an exceptional instructor on the topic of customer service. She has extensive industry knowledge and shares creative yet easy to implement techniques that can turn the most challenging customer service pitfalls into successful interchanges." - Darien Chimoff, Senior IT Manager, Alston & Bird

"She is one of the most motivating speakers that I have heard." - Melinda Farmer, Sencommunications

Sherry is an exceptional provider of top shelf service and soft skills training curriculum. Her enthusiasm is endless and her classroom deliveries consistently exceed expectations." - Kurt Wheeler, Senior Consultant - Global Business Excellence, Dell Computers

Exceeding Expectations VS Ease of Business

Exceeding customer expectations has a moderate impact on loyalty.

Satisfaction does not predict loyalty.

Reducing EFFORT has the greatest impact on loyalty.

What is Satisfaction?
CS Workshop

As a business leader, have you ever stopped and asked yourself, "What is satisfaction?"  


Perhaps a different, more relevant question would be "What does a satisfied customer mean to my business and what should I do with him or her?"


What People Want
Ten Things People Want From Leaders and the Organization.

1.  People want LEADERS to be consistent.
  • Any leader knows that leading by example is a effective way to motivate.
  •  A consistent leader treats everyone within the organization with respect and fairness.
  • Consistency builds trust and credibility with staff and impacts the overall attitude of all workers within the organization.
  • Consistency has a positive impact on the behavior of all staff members throughout the organization and this behavior spills out to how the customer is treated... this is called culture.  And culture begins with the leaders.

2.  People want to do purposeful work.  

  • People want to know that when they come to work each day they are making a difference in some way. 
  • They expect their leaders to connect their daily work to the bigger picture and purpose of their company.  
  • The spirit of their expectations is: "show me how I fit here" and "tell me what I can do to help - so my work matters."

3.  People want their company to succeed.  

  • People want be able to take pride in the company they belong to, what it does and what it stands for.
  • They want their company to be successful because they believe it will:
    • Be financially stable and provide them continued employment.
    • Attract quality team members they will work with & learn from.
    • Have enough employees to do the work to be successful.
    • Enable them to grow & develop in their careers as business evolves.
    • Reward them financially as they help increase revenue and profits.

4.  People want Leaders to Lead.   

  • If you want to be a successful leader, you need to know that followers have expectations.
  • Articulating direction and plans for your organization is not a one-time, once-a-year, or even once-a-quarter event.  
  • Your people want you to stand in front of them often communicating vision, current state of business, any changes in direction and what the consequences are when milestones are not met. 
  • When you lead without understanding your follower's expectations, human behaviors in your organization are negatively impacted.

5.  People want a competent manager.

  • There is a direct correlation with the manager's management abilities and the positive, or negative, affect they have on day-to-day morale and productivity. 
  • Your employee's long-term commitment to YOU and the organization is connected to whether or not they think (you) their manager will help them grow and develop in their career.

6.  People want regular & relevant communication.

  • Employees need - and expect - specific types of communication at regular intervals. From executives, they want to know and understand the goal. 
  • They need to hear your vision, the business strategy, broad direction with milestones and appreciation.
  • Some Examples:
    • "We are still going in this direction..."
    • "Here is how we're doing in relation to that strategy..."
    • "Thank you all for helping us get to where we are." 
    • Then, when you change course to correct your direction or strategy - which you will - you want them to know that things will change and why and how it affects what you've previously communicated.

7.  People want to be heard, understood and respected for their contributions.

  • As you communicate all types of information to your organization, your people, in return, want to communicate with you.
  • They want to give you input and feedback based on their perspectives.
  • To have the ongoing dialogue your employees expect, you need to be receptive to hearing what they have to say. (Most of these folks are a lot closer to the customer than you and may have a different perspective on how to deliver the best service.)

8.  People want to use their talents in challenging work.

  • People want to work for managers who show interest in them and who help them use more of their talents in their work.  
  • When that doesn't happen, engagement declines and talented people withdraw. 
  • They eventually do just enough to appear they are doing their job while they look for a new one, or they buy time until they retire. 
  • Your company could be losing hundreds of thousands, maybe millions, of dollars a year paying employee salaries while using only a fraction of their talent. 
  • Knowing your people and using their talents is a WIN-WIN.  People Matter.

9.  People want tools & resources to succeed.

  • The quality and effectiveness of the organizational systems you have as the infrastructure of your business are paramount to employee productivity and engagement. 
  • Companies that expect high performance from their people need to ensure they purchase and maintain effective systems. 
  • While having a new hire wait to get started seems minor, leaving an energetic new talent uncomfortable and wondering if not having the tools and resources to do good work is commonplace at your company, is not an optimal way to start a relationship with them. 
  • As with the saying "a chain is only as good as its weakest link", your company can only be as effective as your people. People Matter.

10.  People want management to build trust and support between work groups

  • Employee Satisfaction IMPACTS Customer Satisfaction.
  • People want management to define and track processes between departments that touch the customer or a department process. 
  • They want someone to be accountable to ensure the processes work.
  • No finger pointing or blaming, or making one department feel inferior or less important than another department.