Engage, Communicate, Succeed
by
Santhanaram Jayaram
Copyright 2012 Santhanaram Jayaram,
All rights reserved.
Published in eBook format by eBookIt.com
ISBN-13: 978-1-4566-1183-5
No part of this book may be reproduced in any form or by any electronic or mechanical means including information storage and retrieval systems, without permission in writing from the author. The only exception is by a reviewer, who may quote short excerpts in a review.
Dedication
To Mum(Vasanta),
Dad(Jayaram),
Sister(Dharma),
Bro-in-law(Guru),
Nephew(Arjun)
& Niece(Akshal)
Overview of this book
Chapter 1 is about actively engaging the disengaged part 1. The key to a successful relationship is not only to be clear of the task and communicating it but taking the time to understand others. In this unit we discuss about the art and the science of employee engagement and about the customer engagement through service recovery.
Chapter 2 is a continuation of actively engaging the disengaged. The key to a successful relationship is not only to be clear of the task and communicating it but taking the time to understand others. In this unit we discuss about look at the root (thought), not at the Fruit (results), getting to know people much better and questioning techniques to gain control.
Chapter 3 is about customer is king. All of us serve customers in one way or the other. Some of us deal with the customers directly. Some of use relate to customers by being part of a long chain. If we are unable to satisfy customers, not only does it damage our jobs and our businesses, but it also affects as internally as a person. In this chapter, we will study about knowing the 4 As in customer loyalty, the buying process used by the consumers and the seven points to develop our personality for customer service.
Chapter 4 is about giving some structure to creativity. Creativity is a huge resource. However, creativity can be problematic if we do not structure it. In this chapter, we will learn how to structure our creativity by using the following techniques of brainstorming, defining our goals and listing the obstacles.
Chapter 5 is about public speaking and leadership. In this chapter you will learn how to impact with an impression - Organize the change in your speech, the five dynamic thoughts to engage your audience and the seven tools that would help you achieve the desired Effect – Leadership.
Chapter 6 is about how to be rich and happy. In this chapter you will learn how to energize the magnet that attracts money and how to switch on your happiness button.
Chapter 1
Actively Engaging the Disengaged part I
| The key to a successful relationship is not only to be clear of the task and communicating it but taking the time to understand others. In this unit we discuss •The Art and the Science of Employee Engagement •Customer Engagement through Service Recovery |
Employee Engagement: The Art and the Science
Task and relationships are two major ingredients that take place in any form of interaction. The sooner organizations can realize that if they want to focus on getting things done according to importance and urgency, they would have to look into qualities of experience from the relations of the employees.
Organizations do have an interest, to make their shareholders happy. The mission of most organizations would be to increase their sales turnovers, to reduce their overheads and make great profit.
Do we spend time in a relationship to better understand our employees?
What we focus on will expand. If we keep focusing on getting employees engaged in their task, have we overlooked some areas? Do we spend time in a relationship to better understand our employees? What makes them engaged at work? There is a greater driving force that allows more work to be done with greater efficiency and effectiveness by just connecting with them on a deeper level.
Task and relationships are two major ingredients that take place in any form of interaction.
Some thought triggers about employee engagement.
•Are we investing time understanding our direct contacts such as supervisors, subordinates and any other internal customers?
•Are we taking an active role understanding the talents, style and skills our employees possess?
•What are the company values, our values and others values?
•What engages them at work?
•What disengages them?
•When was the last time you invested in better understanding their values and expectations?
•Do we focus more on the task and forget about the relationship?
Are we using technology such as text messages, emails and letters that we lack the human touch?
The key to a successful employee-employer relationship is not only to be clear of the task and communicating it but taking the time to understand others. Why do I say this? Allow me to share with you an experience encountered by a friend. He engaged a few staff to work for him to complete a project. Initially they were very extremely committed and enthusiastic. However, in the heart of the project he faced so much of excuses raised by the employees and witnesses a reduction in productivity that resulted in the delay of the project. Fortunately my friend believes strongly in empathy. Being a people-oriented person, he invested the time understanding their concerns, values and aspirations. Just by that experience, working on those interactions and relationship, he was able to secure an extremely committed and happy team and many projects and contracts.
Are we using technology such as text messages, emails and letters that we lack the human touch?
I would like to strongly urge you on to look into this matter. Are we spending enough time in better understanding our employee?
Building Customer Relations: The Art of Service Recovery
"Do what you do so well that they will want to see it again and bring their friends."
- WALT DISNEY
It is very hard to keep customers, so take care of them if not the competition will.
Serving a customer could be quite challenging at times. It is always good to have patience and understanding. Most instances the customers would come back.
What is service recovery?
Probably it is the process of making the things right after something has gone wrong. When something does not meet with the customer's expectations, how do we deal with or handle them? What could our goal be?
Prevent and uproot the problem before it snowballs.
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