Don't Throw Spaghetti!

So one of your customers has called in…that’s good! They are upset about their service…that’s bad! Let’s address their concern…that’s good! And then, we’ll try to sell them something, anything…that’s bad!

We have taken an opportunity to provide excellent customer service, a time when we could be encouraging our customer, and turned it into an experience which leaves them with a bad taste in their mouth, feeling discouraged.

It’s all about options, value and creating a buying environment...

Once we have satisfied the customer’s concerns, most of us are trained to transition into hard selling. But our customers aren’t dummies, they recognize sales mode, they put up defenses, and we hit them with spaghetti -- throwing everything we have at them. just hoping that something sticks. 

We never even ask them what they need and why they need it. Then, realizing we’ve been rejected and what we’ve done, we thank them for being such a great customer and try to salvage the relationship. Sound familiar?

It doesn’t have to be this way. We can begin by using words that customers LOVE to hear, giving them options and value for their money and creating a feeling where they are in control of what they buy.

When a customer calls in, acknowledge their concern and then use a soft transition to let them know we will be asking them some questions around their issue and their particular situation to find a solution. Try these:

“Please explain to me…”

“Describe for me…”

“Tell me how…”

“Paint me a picture…”

“Help me understand…”

These phrases will get them talking and telling us about themselves. They might tell us how they use our products or services or those of our competitor. We will potentially uncover any additional concerns they may have with their current product or service.  It turns the call into a conversation, not an interrogation!

The whole time we are having this conversation we are handling their original concern. Then, between all of the data input and hopping from screen to screen to pull up information, we can use what we discover to uncover any gaps they may have that our products or services can fill.

This is where we go into our recommendation, “From what you have told me, you have “xyz” issue with “xyz” product/service, and I feel you would greatly benefit from our “xyz” product/service or we could upgrade your current product/service to help satisfy this issue.” 

Now, we have created a buying environment where we aren’t pushing anything on our customer but just filling a gap they told us about! We’ll end the call by asking them if we met their expectations and telling them they are a valued customer.  Except now, the customer is feeling served instead of pelted with noodles. They are totally satisfied and we have just sold them a product or service. Bon appetit!

The Carden Group can help you improve your people and build a culture of excellence. Contact us at info@chadcarden.com or visit our website at www.chadcarden.com.

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What Planet Are You On?

If you haven't seen the movie Argo, I'd highly recommend it. Never mind the suspense, espionage and reliving the era of long hair, giant glasses and archaic communication systems; this movie makes a great case for the way different things appeal to different people.

Without giving away the ending (or repeating the line in the movie that probably got it it's R rating), I'll just tell you that scientifically, Argo is a former constellation in the southern hemisphere and in the movie, it is the title of a screenplay. The script Argo is science fiction about outerspace; but the movie is about American hostages in Iran in 1979.

Have you ever had the feeling that someone you work with, live with or just have a conversation with might be living on a planet in outerspace? Why don't they see things like you do?

While personality differences probably aren't quite that dramatic, there are generally four categories of social styles that can contribute to the reasons people do what they do when they do them.

There are the analytical types; the drivers; those who are amiable; and those who are expressive.  So how do you know what type you are and how to get along with those you aren't?

Here are some characteristics of each type:

If you are analytical you ask questions and listen, speak softer in a somewhat  monotone voice, move at a moderate pace, lean back, have less opinions, make slower decisions based on facts, are task oriented and prefer less eye contact.

A driver will tell and talk more, in a louder tone, they will lean toward you, give you more opinions, make faster, fact-based decisions, and like to check things off their to do list.

An expressive individual likes to talk and tell, is full of emotion, expression and opinions, speaks passionately and loudly with a varied pace, will look you in the eyes and seek out human interaction making while making relatively quick decisions.

Those who are amiable are softer spoken, more laid back, and have fewer opinions. They like to be with other people, they wear their emotions on their sleeve and are slower to decide and judge.

Picture four people (one of each described above) waiting for an elevator. The driver will be the first to push the button, and will push it repeatedly until the elevator arrives. The expressive person will get on the elevator, but always hold the door for anyone else who wants to get on because "there is always room for one more. " The analytical person will get on the elevator, count the number of people on it and estimate their weight to determine if the weight is over the maximum. And finally the amiable personality will keep an eye on the whole elevator bank and then try to get a special elevator just for their group.

So now that you've probably categorized a few people you know. Try these tips.

When dealing with an analytical type:

• Don't rush, but don't waste time
• Answer all the questions
• Give solid, tangible evidence
• Don't push
• Don't over promise

Conversation with a driver:

• Be fast paced and get to the point quickly
• Start with business, give the bottom line
• Use facts, not feelings
• Be clear, concise and brief
• Offer options with a little supporting data

Encountering an amiable personality?

• Be relaxed and moderately paced
• Listen actively
• Show personal interest
• Ask for input/reaction

Dealing with someone who's expressive:

• Be upbeat, fast paced and fun
• Let them talk
• Allow time for socializing
• Tolerate digressions
• Give choices
• Focus on the big picture

Now head out to Redbox or fire up Netfllix, it will be two hours well-spent!

Time to Dream

Walk like a Jayhawk may not have the same ring to it as Walk This Way by Aerosmith...but, it is the upbeat premise behind a wave of change that is taking hold at the University of Kansas Medical Center's Administration division. The burning desire among those leading the charge is to give each employee a direction, tools they know well and a reason to walk with a purpose.

Last June, Steffani Webb, KUMC's vice chancellor of Administration brought The Carden Group inside the walls of the organization to help establish a world-class culture.

"KUMC is on journey to excellence," said Webb. "Effective management and an engaged workforce are key to achieving the strategic goals we have set for our organization."

As The Carden Group listened and learned about the people whom we were committed to helping improve, we found much that was stellar and worthy of repeating. We also found room for opportunity and growth.

A vision was established and a plan was designed. Once everyone was on board the bus - the engine sprang to life.

By September, Chad Carden and several TCG inreach experts, including Adam Carroll, Rick Leffke, BJ Windhorst and others brought energy and excitement to the learning sessions. They helped employees hone their skills through tactics like speed dating, where employees rapidly practice new skills with a variety of colleagues, and they sometimes took to standing on chairs to garner attention.

"That first day I had a mix of people," said Carroll. "There were some studentsthere to learn and apply, and some tourists who were just checking things out, and a few inmates who were there because they had to be."

In the last seven months, the changes made are evident and the project continues to focus on excellence, positivity and creating energy inside the organization.

"Results thus far are simply remarkable," said Webb. "There is already a noticeable improvement in the work environment, in morale, and in performance.  In short, this is bringing about a major change in our culture."

As different employees were introduced to the program and skills and knowledge were transferred during their days of learning, responses were overwhelmingly positive. These are a few:

• I came to this with a healthy dose of skepticism. Now I look forward to the sea of change that this could bring about.
• New look at things that I thought I had down cold.
• This is GREAT! Motivating, fun, innovative. I will be a better employee because of this!
• This is an excellent program that has opened my eyes to many things. I feel that what I have learned can help me not only in the office, but in my personal life as well.
• This training has more practical tools than any other training I have ever attended.
• Now we're moving forward -- and it is time to dream. 

An article in KU Med's Center eXpress from last November says The Jayhawk Way emphasizes effective communication, clear expectations, effective meetings, appreciation and motivation. These principles fall in line with the Baldridge Performance Excellence Program, a world-renowned framework for improving the way organizations function.

Webb describes The Carden Group as partners that have become friends and advisors.

• They are GOOD -- exceptionally good -- at what they do.  And yet they continue to raise the bar for themselves. It is inspiring to watch them model their philosophy of "continuous, never-ending improvement".
• They  really care.  They take this very seriously and very personally.  They get to know our people and our organization so well that they actually become "one of us".    
• They are big on execution, not theory.  So they deliver effective, practical, and easily applicable "tools".
• They deliver results, starting immediately.  There is zero lag time -- the needle begins to move from the very beginning of the very first session.

"We are dedicated to continuous and never-ending improvement for our clients," said Carden. "The Jayhawk Way is our method to build excellence inside KU Med. The University is fired up and well on their way to amazing results."

Can you de-escalate?

I can almost see it now... A true nail-biting experience, as we hear the challenge word given at an annual spelling bee where just five or six of the best spellers in the region are left standing, nervously awaiting their turn to  hear their word, then repeat it and spell it back, flawlessly of course.

The word is de-escalate, a verb, tricky to spell because of the hyphen it contains. Its definition, to diffuse, reduce, decrease, slow, diminish, curb or scale down. Its execution, tricky as well, but de-escalation can be very important to the everyday life of anyone who interacts with other people, especially when opinions, ideas, emotions or really any communication at all might be involved.

When faced with a situation where de-escalation is necessary, a supervisor, co-worker, friend, parent or spouse may become just as jittery as the 7th grader at the spelling bee. What to do? Become defensive, laugh it off, change the subject or make an exit? None of these will resolve the problem.

  

Defuse is the first word that comes to mind, because it allows you to picture a fire cracker (or stick of dynamite) that might be just sitting there, with its fuse lit, on a slow - or fast - burn. Defusing means you can remain calm as you stamp out the spark or the burning fuse, saving everyone from the explosion that is sure to come if left unattended.

At work, knowing how to de-escalate any emotionally charged situation is invaluable to both a supervisor or a co-worker who needs clear communication. The steps to take are outlined here. When someone comes to you with a problem, you can help, no fireworks needed!

1. Remain calm. Listen and ask questions.
2. Repeat the issue back, as you understand it, in your own words.
3. Ask more questions to see if there is only one issue or more.
4. Figure out what the primary concern is so you can address it.
5. Answer the question to the best of your ability.
6. Together determine what the next step should be, if any.

Like pulling a rabbit from a hat -- or spelling spanakopita -- the skill of de-escalation will surprise and amaze your friends, family and co-workers. It can be used at home or at work and it can lead to a calmer, more peaceful life, and can make your interactions become windows of opportunity instead of doors slammed in your face!

People Potential

A few years back, the sitcom, Everybody Loves Raymond, aired an episode where Raymond and his wife, Debra, were arguing over her not being ready on time and him having to wait for her in the car.

Raymond introduced a term...AIS, which stood for Ass In Seat, and explained that he would give Debra a set time, say 6 p.m. AIS. If she didn't have her butt in the seat at that agreed-upon time, he would leave without her...a move that I think he later regretted.

Same concept, different dilemma - when it comes to a business's employees, just having  butts in seats, won't necessarily lead a company to success.  People are what make a business develop, grow and excel, not just products or technology.

Good employees don't just show up on your doorstep on a daily basis (unlike Raymond's parents). Great employees carry value that simply can't be replaced.

"The surefire way to help your business improve is to improve your people," says BJ Windhorst, vice president of The Carden Group.  

We believe in people improvement because we know that great employees have extensive knowledge and experience; they have relationships with clients and coworkers that have been built up over years of partnerships and they know what has worked for the company in the past.

The Carden Group can truly unleash the potential in employees. We help people get engaged, get more done in less time, stay motivated, think differently and see their weaknesses as opportunities. We motivate with genuine energy and we are experts at getting people to step out of their comfort zone.

"Business leaders who adopt the attitude that anyone is replaceable, thinking they can simply hire someone with a greater skillset or someone with a more prestigious pedigree, are fooling themselves," says Amy Rees Anderson, in Forbes Feb. 13 online edition. "When a company loses a great employee, not only will other employees question it, but clients often question it as well. They might ask, 'What would have caused that employee to leave? Should we be out looking for a new vendor?'"

Place value in your people who dedicate time and talent each and every day to your business, because those people are much more than just an AIS. No one ever says they get too much appreciation. 

Emotional Selling

Our annual Super Bowl reverie is as much about advertising as it is about the game of football.

In spite of this year's unplanned 35 minute blackout, companies doled out some serious cash, and you can bet lots of market research, to air more than $337 million in  ads (during the game) aimed to tug on your heartstrings and capture your attention.

Some of the most well-received commercials were those that brought a lump to our throats or spread a grin on our faces, they played on our emotions.

Taco Bell gave us hope that even in our old age we can sneak out, party like a rock star, get tattooed and "Viva Young"; Volkswagen urged us to get in a Jamaican frame of mind mon and spread the feeling to help everyone "Get In. Get Happy"; and Coke led a chase across the desert with a surprise ending which made us want to go online to find out who won the race -- and have a Coke!

Budweiser, used not just a Clydesdale, but the love and joy which go into the raising of a colt to leave an imprint on our brains that will last all the way to the grocery store. Jeep and the USO made our chests swell with pride and put a tear in our eye with the grief and fear military families face, when they aired the 2-minute, military-homecoming spot; and Chrysler's portrayal of American farmers planted a seed of desire in our minds to hop in a (Dodge) truck and head to the country.

Watching these spots gives us an insight into selling.  Sometimes we are driven by emotions.  They can make us respond to what we feel and understanding emotions can help us be better managers, employees and human beings.

So the big game is great...but the really big game of life can be studied in the 90+ commercials aired between touchdowns and tackles, packed with research and strategies you can use every day.

Continuous And Never-Ending Improvement

"CANI" could come from the mouth of a four-year old asking permission to eat another package of fruit snacks or ride his bike down the drive way one more time.

Here at The Carden Group we use CANI as an acronym for Constant And Never-Ending Improvement, a term we learned a few years back from a friend and mentor, Robert D. Smith.

A recent article in the University of Kansas Medical Center's newsletter called the Center Express, summarized The Carden Group's leadership development program currently underway at the medical center. Leading the Jayhawk Way is helping the University with continuous improvements.

"The process is giving me the most practical tools I've ever encountered for working with a team day-to-day," said Pat Dean-Love, administrative officer in the Office of the Associate Vice Chancellor for Compliance. "We're being coached to have a clearer vision and communicate the vision within our work teams so we're all pulling together," she said.

The program was developed specifically for the University after several weeks of shadowing and research to determine the best ways to get the desired results for the hospital's administration. The Carden Group doesn't pull a program off the shelf for our clients. Each one is customized to their needs and goals.

The article in the Nov. 21, 2012 issue says:

It emphasizes excellence and a work environment that is positive, energized and focused on possibilities. The program emphasizes effective communication, clear expectations, effective meetings, appreciation and motivation. Supervisors learn methods for examining themselves and for finding actionable ways to improve as leaders. 

One hundred eighty supervisors, managers and their leaders at the medical center are participating in the program.

Steffani Webb, vice chancellor for Administration at the medical center said, "We are creating consistent processes for how we lead and developing an internal brand that speaks to excellence in our workforce and in our campus culture."