Monkey Tamers
Practical application for finding ideas
within complaints
Ben Jackson | Brigham Van Auken | Janet Malsam
Mar...
Complaints or Insight?
You’ve heard it or said it:
“This sucks, it’s broken…again.”
“I hate this program, it does make sen...
Insight from Complaints
These can often be code words for either:
“I have an idea, but don’t know who to
share it with.”
S...
Insight from Complaints
We’ll take a step by step approach to creating a
better way to take these moments, capture
them an...
Develop a scalable and widely applicable
model for GCO reps that helps them:
Clearly and
logically identify
issues within ...
What is the Monkey?
The Monkey is a problem. Imagine that
you see something that doesn't make
sense or is broken. You thin...
What is the Monkey?
The Monkey (issue or
complaint) now sits on your
shoulder, preoccuping your
time, causing you to be
fr...
What is the Monkey?
Most people want to give The Monkey to
someone else as fast as they can, usually
walking to someone el...
What is the Monkey?
You are acting like an owner, taking intelligent
risks, being open, honest and constructive,
so, now, ...
Develop a scalable and widely applicable
model for GCO reps that helps them:
Clearly and
logically identify
issues within
...
Develop a scalable and widely applicable
model for GCO reps that helps them:
Package an issue
for escalation to
their supe...
Develop a scalable and widely applicable
model for GCO reps that helps them:
Tame the
Monkey
Objective |
Create a simple p...
Response 1
Rep mentions how much this issue makes
them angry to a peer, but then does nothing
else.
Monkey stays with rep
Response 2
Rep schedules time with supervisor to review
the issue and asks for help. Supervisor
acknowledges issue, but ta...
Response 3
Rep schedules time with supervisor to review
the issue and asks for help. Supervisor
acknowledges issue, encour...
Response 4
Rep schedules time with supervisor to review
the issue and asks for help. Supervisor
acknowledges issue, encour...
Response 4
Issue is clearly
identified,
process, product
or system is now
fixed.
Monkey is tamed.
Next Steps: Practical Application
That’s all fine and good, but what can I do as a
rep to start having my feedback heard?
...
Step 1 : Rep is
made aware of
issue
Step 2: Rep
determines scope
of issue and impact
on customers,
company and team
Step 3...
Recommendations
Building a business case
Identify the issue: Who is impacted? To what
extent? Financial Impact?
Identify y...
Recommendations
Escalate to next level/build stronger case
What questions have you answered?
What questions do you have le...
Recommendations
Escalate to next level/build stronger case
How have you positioned your idea? Did you
showcase financial i...
Feedback Filed
How do you avoid being just another email in
someone’s inbox?
1. Maintain an appropriate level of rage – ma...
Feedback Filed
How do you avoid being just another email in
someone’s inbox?
3. Ask for follow up – Request dates/times th...
Clearly and
logically identify
issues within their
frustrations
Package an issue
for escalation to
their supervisor
that i...
Tame more Monkeys!!
We believe that if you take some
time to review the examples and
processes we’ve suggested
creatively ...
Appendix
Source of inspiration
Management Time: Who's Got the Monkey?
by William Oncken, Jr., and Donald L. Wass,
http://hbr.org/19...
Case Study: Resolved
Systems Issue : Account Look-up in SalesForce
Original Issue: All accounts displayed, making a manual...
Case Study: Resolved
Systems Issue : Account Look-up in SalesForce
Request to add a column to show "active or inactive" st...
Case Study: In progress
Systems Issue identified: Provisioning
Current Status: When provisioning Recruiter licenses, free
...
Case Study: Systems Improvement?
TimeForce
Takes too long to load in
morning.
Not easy to correct mistakes.
Can we have an...
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Monkey Tamers | Practical application for finding ideas within complaints

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Monkey Tamers | Practical application for finding ideas within complaints

  1. 1. Monkey Tamers Practical application for finding ideas within complaints Ben Jackson | Brigham Van Auken | Janet Malsam Marcques Johnson | Marty Martinez | Suzy Bathel
  2. 2. Complaints or Insight? You’ve heard it or said it: “This sucks, it’s broken…again.” “I hate this program, it does make sense why it works this way.” “Why are we doing this, it is such a waste of time.”
  3. 3. Insight from Complaints These can often be code words for either: “I have an idea, but don’t know who to share it with.” Something is broken - “What am I supposed to do now?”
  4. 4. Insight from Complaints We’ll take a step by step approach to creating a better way to take these moments, capture them and build better practices for taking action…and start talking about the monkey in the room!
  5. 5. Develop a scalable and widely applicable model for GCO reps that helps them: Clearly and logically identify issues within their frustrations Package an issue for escalation to their supervisor that is actionable Tame the Monkey Objective |
  6. 6. What is the Monkey? The Monkey is a problem. Imagine that you see something that doesn't make sense or is broken. You think to yourself "this doesn't make any sense, why are we doing this?" This triggers an emotional reaction, usually frustration, which we’ll name “The Monkey”
  7. 7. What is the Monkey? The Monkey (issue or complaint) now sits on your shoulder, preoccuping your time, causing you to be frustrated and/or complain.
  8. 8. What is the Monkey? Most people want to give The Monkey to someone else as fast as they can, usually walking to someone else and sharing the issues The Monkey has caused, how bad The Monkey is, and hoping that someone else will deal with The Monkey.
  9. 9. What is the Monkey? You are acting like an owner, taking intelligent risks, being open, honest and constructive, so, now, the Monkey is your problem.
  10. 10. Develop a scalable and widely applicable model for GCO reps that helps them: Clearly and logically identify issues within their frustrations Objective | Express concerns Think creatively about temporary solutions [workarounds, etc.] Commit to working toward best practices for identifying issues and expediting resolution
  11. 11. Develop a scalable and widely applicable model for GCO reps that helps them: Package an issue for escalation to their supervisor that is actionable Objective | Focus on impact through a) areas for improvement and b) 3 suggested resolutions Convince a decision maker to a) Be convinced b) Give the necessary support: framework for project, resources, time etc
  12. 12. Develop a scalable and widely applicable model for GCO reps that helps them: Tame the Monkey Objective | Create a simple process/form to complete, weighing the pros/cons of suggested resolutions Investment commitment from management to review on a regular basis
  13. 13. Response 1 Rep mentions how much this issue makes them angry to a peer, but then does nothing else. Monkey stays with rep
  14. 14. Response 2 Rep schedules time with supervisor to review the issue and asks for help. Supervisor acknowledges issue, but takes no action as value of action not clearly expressed. Monkey returns to rep…
  15. 15. Response 3 Rep schedules time with supervisor to review the issue and asks for help. Supervisor acknowledges issue, encourages rep to take action and email Product Specialist and does NOT follow up. Monkey lies dormant…for now.
  16. 16. Response 4 Rep schedules time with supervisor to review the issue and asks for help. Supervisor acknowledges issue, encourages rep to take action and email Product Specialist and follows up until issue is resolved.
  17. 17. Response 4 Issue is clearly identified, process, product or system is now fixed. Monkey is tamed.
  18. 18. Next Steps: Practical Application That’s all fine and good, but what can I do as a rep to start having my feedback heard? We’re glad to hear you are solutions-focused now, here’s a few tips to get you started.
  19. 19. Step 1 : Rep is made aware of issue Step 2: Rep determines scope of issue and impact on customers, company and team Step 3 : Rep presents issue to supervisor or SME, asks for feedback on when issue can be reviewed Step 4: If no action taken, rep investigates issue further, adds business metrics to case, including # members or employees impacted, financial impact, etc. presents to manager, Product Specialist Step 5: If no action taken, rep investigates issue further, adds business metrics to case, including # members or employees impacted, financial impact, etc. presents to manager, Product Specialist The Issue Escalator Is there a process for improving a process? Of course!!
  20. 20. Recommendations Building a business case Identify the issue: Who is impacted? To what extent? Financial Impact? Identify your resources: How can you find out who owns the product, process or system? Identify who people who are willing and able to help champion the cause.
  21. 21. Recommendations Escalate to next level/build stronger case What questions have you answered? What questions do you have left to answer? Do you know who else has tried to solve this issue before? Is anyone else working on the same thing?
  22. 22. Recommendations Escalate to next level/build stronger case How have you positioned your idea? Did you showcase financial impact, customer impact, employee impact?
  23. 23. Feedback Filed How do you avoid being just another email in someone’s inbox? 1. Maintain an appropriate level of rage – make sure to follow up, follow up again, and follow up one more time. 2. Make sure you’ve identified a squeeky wheel on the right car – if it squeeks and annoys you, no one cares; find a way to get people in the right car in order to hear the squeek.
  24. 24. Feedback Filed How do you avoid being just another email in someone’s inbox? 3. Ask for follow up – Request dates/times they will be able to give the idea an adequate amount of time to review. 4. Recruiter leverage – If you aren’t gaining traction, bring in a manager who will help champion with you.
  25. 25. Clearly and logically identify issues within their frustrations Package an issue for escalation to their supervisor that is actionable Tame the Monkey Remember our Objective?
  26. 26. Tame more Monkeys!! We believe that if you take some time to review the examples and processes we’ve suggested creatively on your team, you will unlock the secret to turning your complaints into progress!
  27. 27. Appendix
  28. 28. Source of inspiration Management Time: Who's Got the Monkey? by William Oncken, Jr., and Donald L. Wass, http://hbr.org/1999/11/management-time-whos-got-the-monkey/ar/1 No monkeys were harmed in the making of this presentation.
  29. 29. Case Study: Resolved Systems Issue : Account Look-up in SalesForce Original Issue: All accounts displayed, making a manual process of account lookup very time consuming. Request to add a column to show "active or inactive" status so that we can quickly identify the active account out of (many times dozens of) account names. Huge Win: recently implemented and created significant efficiencies for global Enterprise Support team
  30. 30. Case Study: Resolved Systems Issue : Account Look-up in SalesForce Request to add a column to show "active or inactive" status so that we can quickly identify the active account out of (many times dozens of) account names. Huge Win: recently implemented and created significant efficiencies for global Enterprise Support team
  31. 31. Case Study: In progress Systems Issue identified: Provisioning Current Status: When provisioning Recruiter licenses, free Hiring Manager seats are not included on the main CAP 'Grant' screen and requires an additional submission, which can take an additional 2-3 minutes.
  32. 32. Case Study: Systems Improvement? TimeForce Takes too long to load in morning. Not easy to correct mistakes. Can we have an app in our Hidden Icons window that let's us login/out?

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