This document discusses retention and the solution-focused approach through a lifecycle lens. It explores how existing policies and practices may negatively impact retention and success rates. The workshop focuses on key solution-focused strategies that can significantly improve outcomes. These include properly managing client expectations, building strong relationships, using solution-focused techniques during assessments to identify strengths rather than just deficits, and considering how various aspects of service delivery throughout the lifecycle impact retention. The goal is to take a step back and critically examine practices to identify areas that could undermine retention and make adjustments that promote long-term success and follow through for clients.
The document discusses how improving the customer experience with an IVR system can also improve efficiency. It summarizes research that found a correlation between positive pre-agent experiences and call outcomes. Customers reported frustration with long holds, multiple transfers, and not getting their needs met in one call. This leads to abandoning calls and switching providers. However, hearing expected wait times and relevant messages reduces stress. Positive experiences increase loyalty and advocacy. The document argues that IVR design should consider both customer experience and operational metrics to improve outcomes.
The document provides an induction manual for residential care workers. It outlines the mission of Response One to provide quality services. It discusses the roles and responsibilities of disability support workers, including providing advocacy, implementing behavior plans, and ensuring quality care. It emphasizes maintaining confidentiality, understanding different types of care needs, and following procedures. The document also covers prejudice in the workplace, legal responsibilities, and the importance of duty of care.
Understanding and managing perception workshop scqaa valley chapter may 2011Sujit Ghosh
The document provides an agenda for a meeting of the SCQAA-SF chapter on May 20, 2011. The agenda includes an introduction, any job openings, a presentation by Mark Chagaris on understanding and managing perception, and a Q&A session. It also discusses membership benefits and policies for the SCQAA-SF organization.
The Health Consultants Group is an employee benefits consulting firm that has been in business since 1994. It provides a full suite of insurance, financial, and wellness solutions to employers. The firm works closely with clients to understand their needs and provide comprehensive benefits packages and services. It aims to serve as a trusted long-term advisor to help clients navigate the changing healthcare landscape.
The document discusses best practices for managing outsourced services and partnerships. It provides examples of turning failures in outsourcing relationships into success from the experiences of Westminster City Council and Edinburgh City Council. Key aspects that help partnerships work better include developing trust, clear communication, balanced scorecards, and creating a win-win solution. A new court ruling clarifies partner duties to validate what they can and cannot provide which helps make outsourcing relationships work better.
The document discusses the role of a patient coordinator in a dental practice. A patient coordinator can enhance patient communication and experience. They help exceed patient expectations by communicating treatment plans clearly, discussing financial options, and following up with patients after their initial consultation. Key responsibilities of a patient coordinator include communicating effectively with patients, delivering excellent customer service, discussing treatment and financial options, and helping patients decide on and commit to a treatment plan. Hiring a patient coordinator or training an existing staff member can improve practice communication, increase treatment uptake, and boost business outcomes.
This document outlines 8 rules for successful marketing: 1) Revisit the essence of marketing, 2) Internal marketing programs are prerequisites for success, 3) Marketing is interdependent with other management functions, 4) Empower people, 5) Integrate technology, 6) Create a positive working environment, 7) Organizational support and top management commitment are critical, and 8) Innovation is important. The document discusses concepts like customer relationships, internal marketing, interactions between functions, empowering employees, using technology, leadership, and adapting to change.
How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...TKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To buy the book: http://bit.ly/TOObk
This material is from a talk I gave to SME CONNECT in San Diego on Wed, Sep 12, 2012. It was not recorded. Promotional copy:
More than 80% of improvement efforts fail to make a discernible difference in overall business performance, regardless of the improvement methodology in use. The reason isn’t a flaw in the methodologies, but a flaw inside of companies. Organizations in all sectors fail to meet their full potential because of self-inflicted chaos.
In this high energy session, Karen Martin will share her findings from more than 20 years of working with organizations of all types and sizes and offer practical how-to’s for preventing and eliminating organizational chaos. Specific topics will include:
• Why Lean, Six Sigma, and other improvement efforts don’t deliver the results you want and need.
• The four fundamental conditions for outstanding performance – and how their opposing conditions are preventing you from moving forward.
• How to instill clarity, focus, discipline and engagement into your organization’s DNA, enabling success!
You will leave the session armed with the know-how to build the organizational behaviors you need to achieve greatness.
The document discusses how improving the customer experience with an IVR system can also improve efficiency. It summarizes research that found a correlation between positive pre-agent experiences and call outcomes. Customers reported frustration with long holds, multiple transfers, and not getting their needs met in one call. This leads to abandoning calls and switching providers. However, hearing expected wait times and relevant messages reduces stress. Positive experiences increase loyalty and advocacy. The document argues that IVR design should consider both customer experience and operational metrics to improve outcomes.
The document provides an induction manual for residential care workers. It outlines the mission of Response One to provide quality services. It discusses the roles and responsibilities of disability support workers, including providing advocacy, implementing behavior plans, and ensuring quality care. It emphasizes maintaining confidentiality, understanding different types of care needs, and following procedures. The document also covers prejudice in the workplace, legal responsibilities, and the importance of duty of care.
Understanding and managing perception workshop scqaa valley chapter may 2011Sujit Ghosh
The document provides an agenda for a meeting of the SCQAA-SF chapter on May 20, 2011. The agenda includes an introduction, any job openings, a presentation by Mark Chagaris on understanding and managing perception, and a Q&A session. It also discusses membership benefits and policies for the SCQAA-SF organization.
The Health Consultants Group is an employee benefits consulting firm that has been in business since 1994. It provides a full suite of insurance, financial, and wellness solutions to employers. The firm works closely with clients to understand their needs and provide comprehensive benefits packages and services. It aims to serve as a trusted long-term advisor to help clients navigate the changing healthcare landscape.
The document discusses best practices for managing outsourced services and partnerships. It provides examples of turning failures in outsourcing relationships into success from the experiences of Westminster City Council and Edinburgh City Council. Key aspects that help partnerships work better include developing trust, clear communication, balanced scorecards, and creating a win-win solution. A new court ruling clarifies partner duties to validate what they can and cannot provide which helps make outsourcing relationships work better.
The document discusses the role of a patient coordinator in a dental practice. A patient coordinator can enhance patient communication and experience. They help exceed patient expectations by communicating treatment plans clearly, discussing financial options, and following up with patients after their initial consultation. Key responsibilities of a patient coordinator include communicating effectively with patients, delivering excellent customer service, discussing treatment and financial options, and helping patients decide on and commit to a treatment plan. Hiring a patient coordinator or training an existing staff member can improve practice communication, increase treatment uptake, and boost business outcomes.
This document outlines 8 rules for successful marketing: 1) Revisit the essence of marketing, 2) Internal marketing programs are prerequisites for success, 3) Marketing is interdependent with other management functions, 4) Empower people, 5) Integrate technology, 6) Create a positive working environment, 7) Organizational support and top management commitment are critical, and 8) Innovation is important. The document discusses concepts like customer relationships, internal marketing, interactions between functions, empowering employees, using technology, leadership, and adapting to change.
How Organizational Chaos Destroys Improvement Initiatives & What to Do to Pre...TKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To buy the book: http://bit.ly/TOObk
This material is from a talk I gave to SME CONNECT in San Diego on Wed, Sep 12, 2012. It was not recorded. Promotional copy:
More than 80% of improvement efforts fail to make a discernible difference in overall business performance, regardless of the improvement methodology in use. The reason isn’t a flaw in the methodologies, but a flaw inside of companies. Organizations in all sectors fail to meet their full potential because of self-inflicted chaos.
In this high energy session, Karen Martin will share her findings from more than 20 years of working with organizations of all types and sizes and offer practical how-to’s for preventing and eliminating organizational chaos. Specific topics will include:
• Why Lean, Six Sigma, and other improvement efforts don’t deliver the results you want and need.
• The four fundamental conditions for outstanding performance – and how their opposing conditions are preventing you from moving forward.
• How to instill clarity, focus, discipline and engagement into your organization’s DNA, enabling success!
You will leave the session armed with the know-how to build the organizational behaviors you need to achieve greatness.
Customer Relationship management, Knowledge Management and Customer Knowlede ...Anvesh Sharma
It is description about Customer Relationship management, Knowledge Management and Customer Knowledge Management with the differences and similarities between them.
Client Retention is one of the most important aspects of every business. Becoming pro-active with clients and making sure that each business is retained, is very important for every business owner.
This document discusses a session about clients, Configuration Manager 2012, and Windows Intune 3.0 beta. It provides overviews of new features in Configuration Manager 2012 such as managing up to 400,000 devices, improved asset management, deployment, compliance, and security capabilities. It also discusses the Windows Intune 3.0 beta focus on consumerization trends and enterprise-class mobile device management in the cloud without infrastructure.
The document outlines the 5 steps to effective key account management:
1. Define key accounts by determining customer satisfaction and account attractiveness through surveys.
2. Rank key accounts by plotting customer satisfaction and account attractiveness on a matrix.
3. Create account management strategies based on the results.
4. Take action by implementing the strategies.
5. Evaluate the key account management process.
Personality refers to the unique characteristics that make an individual different from others and is shaped by both internal and external factors. There are several theories that seek to explain personality, including trait theory, psychoanalytic theory, and social learning theory. Personality develops through stages from infancy to adulthood according to theorists like Freud and Erikson. It is influenced by heredity, environment, family, social factors, and the situation. Various dimensions and theories like the Big Five traits and Myers-Briggs Type Indicator help categorize personalities. Personality traits such as locus of control, introversion/extroversion, and self-esteem are important for organizational behavior.
Customer relationship management in Hotel IndustryMilan Padariya
1. CRM has evolved over time from focusing on transactions to building long-term customer relationships.
2. Operational CRM includes components like customer service, sales force automation, field service automation, and marketing automation that support front office operations.
3. Analytical CRM analyzes customer data to optimize marketing campaigns, understand customer behavior, and aid product and service development.
This document discusses various aspects of corporate etiquette. It begins by distinguishing between social and business etiquette, noting that business etiquette is marked by hierarchy and power rather than courtesy and does not consider gender. Important business etiquettes discussed include introductions, handshakes, email etiquette, telephone etiquette, dining etiquette, and office etiquette. Proper introductions, handshakes, and following etiquette guidelines are emphasized as important for professionalism.
Personality development- A PATH TO SUCCESSsree navya
Personality development involves improving one's distinctive patterns of behavior and attitudes. It is described as a way to success, with tips provided such as reading positive phrases aloud, breaking a pencil with your finger, and following helpful advice in order to achieve success. The document provides a brief introduction to personality development and encourages positive actions.
Personality is defined as a relatively stable set of characteristics that influence behavior and interactions with others. It is determined by heredity, environment, situation, culture, and family background. Major theories of personality include trait theory, psychodynamic theory, humanistic theory, and the integrative approach. The Myers-Briggs Type Indicator assesses four traits to classify individuals into one of 16 personality types. The Big Five model describes five broad personality traits: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. Trait theories posit that personality traits are stable over time and across situations and can be used to predict behavior.
Personality development is actually the development from the organized pattern of attitudes and behaviors which makes an individual distinctive. A quick definition could be, personality is composed of the characteristic designs of feelings, behaviors and thoughts which make a person special.
Strategic Account Management (SAM) is a strategic approach used to ensure the long-term development and retention of major customers. It provides a means to develop and nurture relationships with strategic customers. SAM requires developing deep understanding of customers' businesses and tailoring long-term product/service offerings to their specific needs, with the goal of developing collaborative partnerships. Effective SAM involves selecting and categorizing the most important customers that are aligned with the company's strategic vision, then developing individual multi-year strategies and relationships with each.
This document summarizes a presentation about developing a strategic relationship with a banking advisor. It defines a strategic advisor as someone who offers industry expertise, solutions, and acts as an extension of the treasury team. An effective advisor can help with business strategy, competitive intelligence, and leveraging their resources. The presentation outlines how to evaluate a banking relationship, look for "yellow flags", and use tools like service level agreements to maintain a productive partnership. It emphasizes regular communication and understanding each other's needs to develop a mutually beneficial win-win relationship.
This document provides an overview of a program on improving client relationships, self-confidence, problem solving skills, and customer loyalty. It is facilitated by J. Mark Walker and has graduated professionals from various companies. The program teaches a 6-step AID, Inc communication system to effectively approach people, interview them, validate recommendations, and leave lasting impressions. It also discusses building rapport, identifying customer needs, controlling emotions, and justifying value.
The document discusses conducting customer satisfaction surveys and describes various survey methodologies. It notes that traditional survey methods like phone, paper, and online surveys often have low response rates and candor issues. The document then introduces the InfoQuest survey methodology, which uses cards placed in a box that is mailed to customers. It claims InfoQuest surveys have an average global response rate of over 70% due to their unique design and ease of use. InfoQuest is said to provide highly accurate feedback and allow customers to feel their responses are anonymous, improving candor.
The document discusses referral-centric marketing and how developing referral relationships can provide a steady flow of ideal prospects. It believes referrals are a vital source of new customers for businesses. Referral-centric marketing shifts efforts from chasing prospects to nurturing referral relationships. It presents concepts like relationship circles consisting of acquaintances, amiables, and advocates. The document also provides referral-centric action plans focused on authenticity, engagement, enrichment, and reception to develop referral relationships.
Session 14 and 15 in basic counsellingDarrelLuzon1
This document discusses developing empathy through counselling. It defines empathy as understanding and sharing another person's feelings. The objectives are to appreciate the importance of empathy, identify barriers to it in communities, and develop strategies to overcome these barriers as counsellors. It provides tips for counsellors to practice empathy through active listening, understanding another's perspective, and communicating back to clients. The document also discusses ethics in counselling, specifically boundaries/limit setting to protect clients, and maintaining confidentiality except in cases of harm or for counselling supervision purposes.
The Health Consultants Group is an employee benefits consulting firm that has been in business since 1994. It provides a full suite of insurance, financial, and wellness solutions to employers. The firm works closely with clients to understand their needs and provide comprehensive benefits packages and services. It aims to serve as a trusted long-term advisor to help clients navigate the changing healthcare landscape.
The Health Consultants Group is an employee benefits consulting firm that has been in business since 1994. They work with clients to provide comprehensive employee benefits packages, wellness programs, and financial solutions. Their team of experts can assist clients with plan design, vendor management, compliance, and other benefits needs. The Health Consultants Group aims to serve as a trusted long-term advisor to help clients achieve their benefits goals.
The document proposes a framework for understanding and impacting the customer's entire decision making process, from early needs identification through post-purchase reflection. It argues that traditional views of customer experience focus only on the post-purchase phase, but that understanding needs and touchpoints earlier allows for more differentiated responses. The framework extends the traditional customer experience chain to encompass the full decision making process, from awareness of needs to reflection after purchase. It advocates shifting perspective from the traditional outbound marketing view to one of structured listening, in order to segment customers based on both their needs and preferred modes of interaction throughout the decision process.
Phases of counselling process – 5d model 03.pptxPoojaMittal66
The counseling process involves 5 stages:
1. Initial disclosure and relationship building between counselor and client
2. In-depth exploration of the client's problem through assessment
3. Commitment to action through joint goal setting by counselor and client
4. Counseling interventions to help client work towards goals
5. Evaluation of progress, termination of counseling, or referral to other services
When customers don't act rationally v1.2Paul Laughlin
The document discusses how behavioral economics can be applied to better understand when customers don't act rationally. It outlines 10 common irrational biases that can influence customer decision making, such as present bias, loss aversion, and overconfidence. The document advocates that companies start with in-depth customer insights from data, research, and analysis to generate and test hypotheses about what biases may be impacting customer decisions. Armed with this understanding, companies can then design experiments to test mitigations and improve customer experiences and outcomes.
Customer Relationship management, Knowledge Management and Customer Knowlede ...Anvesh Sharma
It is description about Customer Relationship management, Knowledge Management and Customer Knowledge Management with the differences and similarities between them.
Client Retention is one of the most important aspects of every business. Becoming pro-active with clients and making sure that each business is retained, is very important for every business owner.
This document discusses a session about clients, Configuration Manager 2012, and Windows Intune 3.0 beta. It provides overviews of new features in Configuration Manager 2012 such as managing up to 400,000 devices, improved asset management, deployment, compliance, and security capabilities. It also discusses the Windows Intune 3.0 beta focus on consumerization trends and enterprise-class mobile device management in the cloud without infrastructure.
The document outlines the 5 steps to effective key account management:
1. Define key accounts by determining customer satisfaction and account attractiveness through surveys.
2. Rank key accounts by plotting customer satisfaction and account attractiveness on a matrix.
3. Create account management strategies based on the results.
4. Take action by implementing the strategies.
5. Evaluate the key account management process.
Personality refers to the unique characteristics that make an individual different from others and is shaped by both internal and external factors. There are several theories that seek to explain personality, including trait theory, psychoanalytic theory, and social learning theory. Personality develops through stages from infancy to adulthood according to theorists like Freud and Erikson. It is influenced by heredity, environment, family, social factors, and the situation. Various dimensions and theories like the Big Five traits and Myers-Briggs Type Indicator help categorize personalities. Personality traits such as locus of control, introversion/extroversion, and self-esteem are important for organizational behavior.
Customer relationship management in Hotel IndustryMilan Padariya
1. CRM has evolved over time from focusing on transactions to building long-term customer relationships.
2. Operational CRM includes components like customer service, sales force automation, field service automation, and marketing automation that support front office operations.
3. Analytical CRM analyzes customer data to optimize marketing campaigns, understand customer behavior, and aid product and service development.
This document discusses various aspects of corporate etiquette. It begins by distinguishing between social and business etiquette, noting that business etiquette is marked by hierarchy and power rather than courtesy and does not consider gender. Important business etiquettes discussed include introductions, handshakes, email etiquette, telephone etiquette, dining etiquette, and office etiquette. Proper introductions, handshakes, and following etiquette guidelines are emphasized as important for professionalism.
Personality development- A PATH TO SUCCESSsree navya
Personality development involves improving one's distinctive patterns of behavior and attitudes. It is described as a way to success, with tips provided such as reading positive phrases aloud, breaking a pencil with your finger, and following helpful advice in order to achieve success. The document provides a brief introduction to personality development and encourages positive actions.
Personality is defined as a relatively stable set of characteristics that influence behavior and interactions with others. It is determined by heredity, environment, situation, culture, and family background. Major theories of personality include trait theory, psychodynamic theory, humanistic theory, and the integrative approach. The Myers-Briggs Type Indicator assesses four traits to classify individuals into one of 16 personality types. The Big Five model describes five broad personality traits: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience. Trait theories posit that personality traits are stable over time and across situations and can be used to predict behavior.
Personality development is actually the development from the organized pattern of attitudes and behaviors which makes an individual distinctive. A quick definition could be, personality is composed of the characteristic designs of feelings, behaviors and thoughts which make a person special.
Strategic Account Management (SAM) is a strategic approach used to ensure the long-term development and retention of major customers. It provides a means to develop and nurture relationships with strategic customers. SAM requires developing deep understanding of customers' businesses and tailoring long-term product/service offerings to their specific needs, with the goal of developing collaborative partnerships. Effective SAM involves selecting and categorizing the most important customers that are aligned with the company's strategic vision, then developing individual multi-year strategies and relationships with each.
This document summarizes a presentation about developing a strategic relationship with a banking advisor. It defines a strategic advisor as someone who offers industry expertise, solutions, and acts as an extension of the treasury team. An effective advisor can help with business strategy, competitive intelligence, and leveraging their resources. The presentation outlines how to evaluate a banking relationship, look for "yellow flags", and use tools like service level agreements to maintain a productive partnership. It emphasizes regular communication and understanding each other's needs to develop a mutually beneficial win-win relationship.
This document provides an overview of a program on improving client relationships, self-confidence, problem solving skills, and customer loyalty. It is facilitated by J. Mark Walker and has graduated professionals from various companies. The program teaches a 6-step AID, Inc communication system to effectively approach people, interview them, validate recommendations, and leave lasting impressions. It also discusses building rapport, identifying customer needs, controlling emotions, and justifying value.
The document discusses conducting customer satisfaction surveys and describes various survey methodologies. It notes that traditional survey methods like phone, paper, and online surveys often have low response rates and candor issues. The document then introduces the InfoQuest survey methodology, which uses cards placed in a box that is mailed to customers. It claims InfoQuest surveys have an average global response rate of over 70% due to their unique design and ease of use. InfoQuest is said to provide highly accurate feedback and allow customers to feel their responses are anonymous, improving candor.
The document discusses referral-centric marketing and how developing referral relationships can provide a steady flow of ideal prospects. It believes referrals are a vital source of new customers for businesses. Referral-centric marketing shifts efforts from chasing prospects to nurturing referral relationships. It presents concepts like relationship circles consisting of acquaintances, amiables, and advocates. The document also provides referral-centric action plans focused on authenticity, engagement, enrichment, and reception to develop referral relationships.
Session 14 and 15 in basic counsellingDarrelLuzon1
This document discusses developing empathy through counselling. It defines empathy as understanding and sharing another person's feelings. The objectives are to appreciate the importance of empathy, identify barriers to it in communities, and develop strategies to overcome these barriers as counsellors. It provides tips for counsellors to practice empathy through active listening, understanding another's perspective, and communicating back to clients. The document also discusses ethics in counselling, specifically boundaries/limit setting to protect clients, and maintaining confidentiality except in cases of harm or for counselling supervision purposes.
The Health Consultants Group is an employee benefits consulting firm that has been in business since 1994. It provides a full suite of insurance, financial, and wellness solutions to employers. The firm works closely with clients to understand their needs and provide comprehensive benefits packages and services. It aims to serve as a trusted long-term advisor to help clients navigate the changing healthcare landscape.
The Health Consultants Group is an employee benefits consulting firm that has been in business since 1994. They work with clients to provide comprehensive employee benefits packages, wellness programs, and financial solutions. Their team of experts can assist clients with plan design, vendor management, compliance, and other benefits needs. The Health Consultants Group aims to serve as a trusted long-term advisor to help clients achieve their benefits goals.
The document proposes a framework for understanding and impacting the customer's entire decision making process, from early needs identification through post-purchase reflection. It argues that traditional views of customer experience focus only on the post-purchase phase, but that understanding needs and touchpoints earlier allows for more differentiated responses. The framework extends the traditional customer experience chain to encompass the full decision making process, from awareness of needs to reflection after purchase. It advocates shifting perspective from the traditional outbound marketing view to one of structured listening, in order to segment customers based on both their needs and preferred modes of interaction throughout the decision process.
Phases of counselling process – 5d model 03.pptxPoojaMittal66
The counseling process involves 5 stages:
1. Initial disclosure and relationship building between counselor and client
2. In-depth exploration of the client's problem through assessment
3. Commitment to action through joint goal setting by counselor and client
4. Counseling interventions to help client work towards goals
5. Evaluation of progress, termination of counseling, or referral to other services
When customers don't act rationally v1.2Paul Laughlin
The document discusses how behavioral economics can be applied to better understand when customers don't act rationally. It outlines 10 common irrational biases that can influence customer decision making, such as present bias, loss aversion, and overconfidence. The document advocates that companies start with in-depth customer insights from data, research, and analysis to generate and test hypotheses about what biases may be impacting customer decisions. Armed with this understanding, companies can then design experiments to test mitigations and improve customer experiences and outcomes.
This document discusses the importance of effective change communication. It provides three key points:
1) Research shows that effective employee communication leads to better financial performance and employee engagement. Companies that communicate well see higher returns and engagement.
2) There are seven common mistakes made in change communication, such as focusing only on facts and not emotions, or editing messages excessively.
3) Effective change communication requires reaching both the "hearts and heads" of employees by developing a clear plan, addressing different audiences and their needs, and providing guidance and support through the change process. Measurement is also important to refine the communication approach.
Client Guidelines presentation will tell you how to interact with people and gain trust , how leader face challenges and how we grow with the help of media and how we make client impact through workflow
The Perfect Agent: Tools and Technology for Coaching Your Support Teamtodd.lewis
How do you motivate people to deliver excellent performance, whether they are in the next cubicle or far away?
Communications skills expert Rich Gallagher, a noted author and trainer who is also a former support manager, joins with Citrix to share the secrets to getting the best out of today's distributed support team.
Based on concepts from Gallagher's latest book, How to Tell Anyone Anything: Breakthrough Techniques for Handling Difficult Conversations at Work, this free Webinar will help you get the best out of everyone in today's virtual support environment.
This Webinar’s topics will include:
-- The psychology of a typical agent
-- Strength-based coaching techniques that create real performance change
-- Managing performance problems from near and far
-- Making your agents part of a team
-- How technology can help improve remote-support performance
The Transpective Group Apqc Realizing Change March 2005 Houston TexasBob Elliott
This document discusses how an individual's behavior and an organization's culture can impact responses to change. It describes four main behavioral dimensions - dominance, influence, steadiness, and conscientiousness - and how each may approach and react to change differently. The document also provides tools to help understand how these behaviors interact with and are shaped by the environment. It aims to give organizations insights into how their "wiring" influences how they adapt to and implement changes.
How to create personas and how to segement your audience in a meaningful way.
Hammad Khan of Zabisco presented this slideshow to a crowd of 50 digital decision makers for a Figaro Digital seminar in November 2011.
This document discusses how to better understand website and app audiences through the use of personas. It recommends moving beyond traditional role-based segmentation by humanizing personas so they reflect real people's motivations and goals. The document provides a 5-step process for creating effective personas: 1) identify individuals, 2) understand goals and scenarios, 3) discover motivations, 4) apply appropriate modes of persuasion, and 5) create profile summaries centered around users. Motivations can be intrinsic like mastery or extrinsic like recognition. Personas should be used to guide design and marketing rather than just created as an exercise.
True Fiduciary Guidance is a document from Truepoint Inc., a Cincinnati-based wealth management firm. The document discusses Truepoint's services, core beliefs, and recognition. It also quotes John Bogle stating that a fiduciary must act solely in the interests of clients and avoid conflicts of interest. The document provides an overview of Truepoint's history, ownership structure, assets under management, and client base.
Ihrsa 2016 people, performance, & priorities copyAvri Boswell
“People ~ Performance ~ Priorities” = These three “legs of the stool” are the foundation of great organizations. Achieving alignment in these areas drives culture, meaningful outcomes and the ability to distinguish the “important” from the “critical”. Using the “leaders invitation” also builds commitment and a sense of community.
* The importance of alignment & engagement
* Winning the talent acquisition war
* Using the “leaders invitation” to build commitment
* Igniting the discretionary energy of team members
* Distinguishing the “important” versus the “critical”
The document provides the results of Kevin Tart's leadership assessment. His top 5 characteristics are communicating effectively, relating skills, dealing with trouble, managing up, and demonstrating personal flexibility. Potential blind spots identified are getting work done through others and being open and receptive. Potential hidden strengths include keeping on point. No problem areas were identified. The assessment also provides analysis and insights into each characteristic compared to other professionals.
Ljubljana: Michael Leander at Lisac & Lisac Tom Schreiter eventMichael Leander
Michael Leander's email marketing presentation from the Tom Big Al Schreiter event in Ljubljana, Slovenia - organized by Lisac & Lisac on 14 April 2011.
Get more like this:
http://www.michaelleander.me
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The Wellesley Institute conducts community-based policy research focused on the social determinants of health. They have supported community-based research approaches and policy-focused research grounded in local data. A case study described involved assessing health impacts of changes to Ontario's Interim Federal Health Program through surveys of healthcare providers, demonstrating how community data can inform policy. The Institute is also collaborating on a project gathering perspectives of temporary foreign workers on impacts of relevant policies through surveys and interviews.
Cic settlement summit presentation o nv8-day 2-no notesocasiconference
This document provides an overview and summary of settlement programs in Ontario from the perspective of Citizenship and Immigration Canada (CIC). It discusses trends in settlement service usage in Ontario from 2005-2013, including increases in the number of unique clients and services provided. The top needs of newcomers in Ontario are reported to be language training, particularly workplace-specific and skills-focused courses, and assistance with employment, including job search support and access to employment services. Partnerships with organizations and volunteers are highlighted as enabling successful service delivery.
A6 contribution agreement oct 23 semhar and carlyocasiconference
This document provides an overview of contribution agreements between organizations and the Government of Canada for providing services to newcomers. It discusses key aspects of the contribution agreement lifecycle including planning, assessing proposals, negotiating agreements, monitoring funding usage, and closing out agreements. The document outlines accountability requirements and defines the difference between grants and contributions.
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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Revolutionizing Surface Protection Xlcoatings Nano Based SolutionsExcel coatings
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Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
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A1 ocasi retention and solution focus
1. Retention and Solution
Focus
...A Lifecycle Approach
BBMD Consulting Inc.
2011
Bell, Browne, Molnar & Delicate Consulting 1
2. Retention and the Solution
Focused Approach
High no-show and/or lost contact rates. Client disengagement, low
motivation, lack of follow through. Results that don’t ‘stick’.
How are we contributing to these issues?
In examining our service ‘life cycle’, this workshop explores how our existing
policies and practices may be getting in the way of success, while focusing
our attention on a few key solution-focused strategies that can have a big
impact. Relevant for all staff and program management. Lecture,
discussion, and role play.
2
Bell, Browne, Molnar & Delicate Consulting
3. Session Objectives
1. To take a few GIANT steps back, and look at
ourselves
2. To look at how we handle retention issues
throughout our entire case management
service lifecycle
– (both in service retention and outcome retention
i.e. employment)
3
Bell, Browne, Molnar & Delicate Consulting
4. CM
GAME
PLAN
RETENTION
Bell, Browne, Molnar & Delicate Consulting
5. 4. Counsellor
15% Technique:
15%
15% 3. Client Expectancy:
15%
2. Relationship:
40% 30%
30% 1. Extra-Theraputic
Factors:
40%
With permission from Richard
Hamilton, “Disorient your Client –
SFBT”, 2011
Research in Psychotherapy
5
Bell, Browne, Molnar & Delicate Consulting
6. HOW ARE WE IMPACTING RETENTION BEFORE WE EVEN SAY A WORD?
BEFORE WE BEGIN...
Bell, Browne, Molnar & Delicate Consulting 6
7. Expectation Management
How do we presently “sell” How COULD/SHOULD we
our service? “sell” our service?
Bell, Browne, Molnar & Delicate Consulting 7
8. The “there’s no way this person is going to be
able to (outcome)...’ niggle.
What triggers this ‘niggle’ for you?
Bell, Browne, Molnar & Delicate Consulting 8
9. Understanding ‘Self-
awareness and understanding’
• Employment Counselling is the conscious and deliberate use of ‘self’
• Self is the medium through which your knowledge, attitudes and skills are
conveyed
• Well-developed and developing self-awareness and self-understanding is
critical...
What are you bringing to the table?
What ‘colours’ each exchange you have with clients?
9
Bell, Browne, Molnar & Delicate Consulting
10. Self-assessment tools
• Implicit Association Test
– Race, Disability, Gender-Career, Gender-Science, Asian,
Weight, Sexuality, Native, Age, etc. – measures biases
– https://implicit.harvard.edu/implicit/demo/selectatest.ht
ml
• Google search (many free, some have costs):
– Self-esteem index
– Acceptance of others scale
– Assertiveness scales
10
Bell, Browne, Molnar & Delicate Consulting
11. The role of the GATE KEEPER in RETENTION
1. CLIENT IDENTIFICATION,
ELIGIBILITY AND SUITABILITY
Bell, Browne, Molnar & Delicate Consulting 11
12. How you deliver...
• Research has shown that a Doctor’s risk of being sued for malpractice in the USA has very
little to do with how many mistakes a doctor makes
– Instead, has everything to do with HOW the patient felt they were treated, on a personal level, by
their doctor.
• Could predict which doctors were sued based on 40 seconds interaction clips of just the
doctor’s tone of voice (stripped out words, just tone)
• Surgeons who had never been sued spent more than 3 minutes longer with each patient than
those you had been sued (18.3 min vs. 15 minutes)
Blink (2005), Malcolm Gladwell, pg 42
How could/does our ‘tone’ impact our service and our success??
Initial phone
Initial centre visit Assessment Service Supports Monitoring Follow up
inquiry
Bell, Browne, Molnar & Delicate Consulting 12
13. Data Collection
Why clients withdraw from service: MAIN
factor identified in study by Richmond
(1992): counsellor’s focus on data
gathering rather than rapport building
Too early, KILLS
Expectancy and
Relationship
Bell, Browne, Molnar & Delicate Consulting 13
15. Impacts of ‘Priming’
• Psychologist Claude Steele and • Two Dutch researchers
Joshua Aronson
– Group of students, 42 fairly
– Black college students and demanding questions from Trivial
twenty questions from the Pursuit
Graduate Record Examination – Half asked to think about what it
– ½ of the students asked to would mean to be a professor
identify their race on a pre-test and write down everything that
questionnaire... Enough to came to mind – got 55.6%
‘prime’ them with all of the correct
negative stereotypes associated – Other half – think about soccer
with African Americans and hooligans – 42.6% right
academic achievement – the – Not smarter or more focused,
number of items they got right just ‘smart’ frame of mind
was cut in half.
Blink (2005), Malcolm Gladwell, pg 56
Bell, Browne, Molnar & Delicate Consulting 15
16. What do we do in our service
that ‘primes’?
Negatively: Positively:
Bell, Browne, Molnar & Delicate Consulting 16
17. More than 2 days?
If you have to send them
away...
1) Task
1. task them,
2. engage them,
3. give them something
valuable 2) Engage
IMMEDIATELY
What is your present ‘no-
show’ rate? 3) Give
17
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18. How much service will this client need for retention?
2. NEEDS ASSESSMENT
Bell, Browne, Molnar & Delicate Consulting 18
19. Assessments
• All assessments aim to organize descriptive information in a sensible structure to
facilitate planning, efficient retrieval and examination
– Attempting to understand how the person and situation influence the problem, and vice versa
– Provides direction on how to proceed
– Represents the foundation on which a contract for work is negotiated
– Assessments are not undertaken in exactly the same way with all clients
– Should ensure differentiation between fact and opinion
• Focused on the goal statement:
– NOT JUST “What are all the things that you think need to be in place to get a _____ job?” BUT
“what are all the things that you think need to be in place to KEEP A ______ JOB?
– Retention skills MUST BE DISCUSSED AND ASSESSED NOW – it’s too late to engage once they have
secured the job.
Your challenge...
What will be your “sensible structure” for assessing
RETENTION service needs??
Bell, Browne, Molnar & Delicate Consulting 19
21. 2. Needs Assessment
a) Preparing for your meeting
– First meetings significantly influence the general direction and tone of subsequent
interactions, and often determines whether a prospective client decides to attend
future meetings or follow through on action plans (impact on retention/lost contact!)
– Preparation enables the worker to be personally and professionally ready to perform
competently from the very first moment of contact
– Part of your professional responsibilities:
I do this!
Preparatory review of all pre-existing information (let’s hope for good documentation!)
Preparatory exploring if referred from another source (OW, etc). Apply filters!
Preparatory consulting if required (additional expertise)
Preparatory arranging if required (disability, time adjustments, etc.)
Preparatory empathy – ‘priming’ yourself, get into their shoes – how might you be feeling?
Preliminary planning – am I clear about the purpose of this meeting?
Preparatory self-exploration – introspective in relation to the person, presenting problems, and situations. What
personal reactions might I anticipate from myself? Biases? Emotional tender spots, behavioural patterns?
Centering – temporarily managing personal thoughts, feelings, and physical sensations so that they do not interfere
with your professional obligations and activities.
Bell, Browne, Molnar & Delicate Consulting 21
22. 2. Needs Assessment
b) Beginning
1. Facilitate exchange of introductions (good idea to provide business card – establish
methods of contact)
2. Establish a tentative direction or purpose for the meeting –
• “when you called the other day, you indicated that you thought [your skills were out of date]...
Is that correct?”
• “What has to happen here today for you to later think that coming in was worth it?”
• “How can we be most helpful to you?”
• “What would you like to accomplish as a result of coming here, so that one day you can look
back and say, ‘Going to that agency was the best thing I every did’?”
How do you presently establish direction / purpose for the meeting?
Bell, Browne, Molnar & Delicate Consulting 22
23. b) Beginning - Continued
3. Outline the general expectations of the client (client role) – client has considerable
uncertainly and anxiety about what is expected of them – help them with a clear but
friendly outline – “you can best help in this by sharing your thoughts and feelings as freely
and fully as possible, asking questions when you do not understand, and by giving me
honest feedback concerning what is helpful and what is not...”
4. Outline what the client can expect from you (worker role) – WHOLE PICTURE – from
assessment through to follow up and retention.
5. Outline what the client can expect from the service. Describe policies and ethical principles
that might apply during this and future encounters with the client, and ensure that the
prospective client understands the conditions of the relationship (legal and ethical
obligations related to informed consent)
6. Seeking feedback - Encourage the client to react to and comment about what you have just
communicated, “checking out” to determine whether it has been accurately heard and
understood. Sends the message that this process has mutuality – you’re interested in what
they have to say - “how does that sound to you? What do you think about what I’ve said
thus far? What questions or comments do you have?
Bell, Browne, Molnar & Delicate Consulting 23
24. 2. Needs Assessment
c) Exploring/probing
– To derive a more complete and realistic perspective towards the
desired outcome – what is the desired outcome? Identify clear goals
from the start. What will success look like?
– Solution focused - highlights people’s strengths and competences
instead of their perceived deficits, weaknesses and limitations
Caution!
Too often, Needs Assessments focus wholly on the negative.
Remember what we discussed about priming!
Look for ways to frame in the positive.
Bell, Browne, Molnar & Delicate Consulting 24
25. Solution Focused Exploration Tools
How confident are
you in these skills? Stephanie Johnson, www.solutionfocusedcounselling.com
NORMALIZATION is normalizing a situation or an event without trivializing the client’s complaint.
1 2 3 4 5 “Lots of men in their late 50s are facing unemployment for the first time. However, it must feel
like you are the only one... “ still acknowledging feelings while normalizing the situation.
An EXCEPTION is when the problem is not around all the time, when the client did something
different. For example the client is feeling very depressed and ‘useless’, “tell me a time when
1 2 3 4 5
feeling useless didn’t get the better of you?” Looking for a time when the problem didn’t
dominate 24/7.
REFRAMING is changing a negative label or negative view for a positive view or positive lens. For
example, a client comes to see you and is upset because her employer has told her that she is
1 2 3 4 5 loud and demanding. We could reframe this as “sounds like you are assertive and motivated”.
Changing the negative view of the behaviour to a positive view, like changing the TV channel
over. Sometimes the problem is how we view the problem.
SCALING is asking a client to scale a problem or situation or feeling from 1-10. For example “ on a
scale of 1-10, where 10 being you are on top of the problem and 1 being the problem is on top of
1 2 3 4 5
you, where are you today?”. Scaling is a quick and powerful tool, it gives you both a clear
snapshot of the level of the problem. Use a whiteboard or your hands to visualize the scale.
Bell, Browne, Molnar & Delicate Consulting 25
26. Solution Focused Exploration Tools
How confident are
you in these skills?
Stephanie Johnson, www.solutionfocusedcounselling.com
MIRACLE QUESTION is a technique devised by Insoo Kim Berg; it is a technique which encourages
the client to start to envisage what their life would look like without the problem. Prefix the
miracle question by saying,” this may sounds a little weird but go with me on this… Imagine that
you go to bed tonight and while you are sleeping a miracle occurs. When you wake up in the
1 2 3 4 5
morning, all your problems are solved/you got your dream job, how would you know? What
would you be feeling, thinking? how would you know that your problem was solved? What would
you be doing differently?” Change the problem talk into solution talk and start the visual process
of imagining life without the problem.
COMPLIMENTS are a technique that we used at the end of the session to encourage the client
1 2 3 4 5
and give a message of hope. Compliments need to be genuine, appropriate and not over the top.
TASKS are homework for the client to do out of session; it may be a noticing task or a pretending
task just to name a few. When clients come up with their own tasks, as they are more likely to
1 2 3 4 5
carry them out and own them. Tasks need to be relevant and achievable. Never set up a client for
failure.
Bell, Browne, Molnar & Delicate Consulting 26
27. What do Type here
you
current
‘assess’
Bell, Browne, Molnar & Delicate Consulting 27
28. Indicators of client service need (MTCU 2010)
DO YOU FORMALLY CONSIDER:
Y •
N Demographics This includes basic information about the client’s gender, age, and education.
Y •
N *Performance Indicators The Performance Indicators dimension focuses on characteristics of candidates which will
prevent them from performing as required on-the-job. Job developers work with employers to redefine job
requirements in order to place candidates with performance indicator problems.
• Market Perceptions The Market Perceptions dimension refers to characteristics of job candidates which lead
Y N
potential employers to form negative biases or perceptions about the desirability of the candidate and their ability to
perform on the job. Such characteristics block the access of clients to the competitive market even though the
characteristics may not impede their potential to perform on-the-job.
Y •
N Motivation The Motivation dimension refers to attitudes which prevent clients from initiating the job search or
participating fully in the activities required to secure and maintain employment.
Y •
N *Work Habits The Work Habits dimension refers to on-the-job behaviours and attitudes which employers desire in
prospective candidates.
• *Interpersonal Skills The Interpersonal Skills dimension refers to the lack of skills associated with clients who have
Y N
difficulties in maintaining positive relationships with employers and/or work peers.
Y •
N Employment Expectations The Employment Expectations dimension refers to the need for assistance in clarifying
the candidates’ job preferences or understanding how their skills meet opportunities in the job market.
Y •
N Self-Marketing The Self Marketing dimension refers to the ability of clients to successfully present themselves to
employers in the competitive or hidden job markets.
Y •
N *Stability Issues The Stability Issues dimension refers to lifestyle patterns, personal situations, or self-management
issues that may impede the ability of the candidate to initiate a successful job search and remain employed.
28
Bell, Browne, Molnar & Delicate Consulting
29. Fishing for Strengths
Personal Vocational
• Interests/ hobbies. • When was the
What does this say last time he was
about the person? employed?
• What is something she
• How did she find
is most proud of?
that job?
• Who passed on values
to him • How long
• When was a time in his employed?
life when he had to • How did he retain
succeed against a the job?
problem like this?
Bell, Browne, Molnar & Delicate Consulting
30. Build expectations of success
• Pre-suppositional language
– “when you are successful in [FILL IN BLANKS] what
difference will it make to you?”
• Communicate that this is a start towards a
successful outcome
Bell, Browne, Molnar & Delicate Consulting
31. Your living service plan... INCLUDES RETENTION!
3. PLANNING
Bell, Browne, Molnar & Delicate Consulting 31
32. Core Components of a Service Plan
1. Have a clearly defined objective(s). (‘‘Where do I want to be?’’). To be motivating a goal
needs to be challenging enough to stimulate, but not difficult enough to be demoralizing. It
should be just outside their comfort zone: stretching but not highly stressful. NEEDS TO BE
SPECIFIC, MEASURABLE, ACCOUNTABLE, REALISTIC, TIMEBOUND (SMART)
2. Have them list the benefits they will gain by achieving the goal. Again, keep the focus on the
positive. Positive imaging has a very positive ‘priming’ effect.
3. Define clearly the steps the client and the Case Manager will take. ("How do I get there?’’)
Think of all the possible things that need to be done, no matter how small. Break down any
large steps into smaller components, so it doesn’t seem so difficult to achieve. What is the
biggest obstacle? What could go wrong? If it is too vague - “cold call employers”, it will not
get done. Should be able to hand off to ANYONE, and they would know exactly what to do.
4. Arrange the steps in a logical, chronological order and put a date by which each step will
start. Try to set weekly goals: what research you will do into jobs, what skills you will
concentrate on learning etc. It’s also a good idea to get clients into the habit of planning a
timetable each evening, listing tasks for the next day or two. Action generates the impetus
for further action: if you want something done quickly, give it to a busy person!!
Bell, Browne, Molnar & Delicate Consulting 32
33. Core Components of a Service Plan
5. Satisfaction is greatest for those involved in short term goals which are enjoyable, not too difficult; and
done in cooperation with others. Focus on one objective at a time and always have the next goal in mind.
6. Think about the type of problems they might encounter at each step. What are the barriers in the way of
achieving the goal? What might they do to overcome these problems? Concentrate 10% on the problem
and 90% on the solution. Try to turn every problem into a challenge and every challenge into an
opportunity.
7. Review progress. Encourage your clients to keep a diary or blog of their daily activities and record
progress as things happen. Provide them with tools to do this. This keeps their plan as concrete as
possible. WHEN TO REVIEW DEPENDS ON THE CLIENT. Review how far they have got towards their
objective, identify any mistakes made and what they can learn from them, look at any new ideas or
opportunities that may have presented themselves and then revise the plan to incorporate these.
8. Encourage your clients to mix with positive people who will encourage them to keep going! Encourage
them to tell their friends or relatives about their goals – give them extra copies to share with people.
They will provide support when the going gets tough and will also give them an incentive to keep going
(hard to tell people you have given up!)
Adapted from: http://www.kent.ac.uk/careers/sk/decisionmaking.htm
Bell, Browne, Molnar & Delicate Consulting 33
34. YOUR PLANNING TOOL KIT
• Enable consistent, equitable and defendable service decisions
• Make sure the tool kit is FULL, and that everyone has access
• Helps with staff orientation and training
• MAKE SURE YOU PLAN FOR MONITORING AND FOLLOW UP SUPPORT!
Retention Indicators E.g.: Interpersonal Skills
Thriving
Stable
Safe
At-Risk
In-Crisis
Bell, Browne, Molnar & Delicate Consulting 34
35. Moving the client to ACTION
4. IMPLEMENTATION / MONITORING
Bell, Browne, Molnar & Delicate Consulting 35
36. Examples of External Structures
1. E-mail reminders of upcoming action items – set up automated task
reminders
2. Twitter/Facebook contacts to ‘touch base’ on plan
3. SCHEDULED follow ups based on timelines
4. On-line ‘communities’ to share successes and challenges
5. Have client arrange for a ‘coach’ to help hold up their plan for them from
their support circles (spouse, adult child, friend)
6. Others?
Bell, Browne, Molnar & Delicate Consulting 36
38. 5. Evaluation (looking backwards and forwards)
• Determine intensity and frequency of reassessments on an individual client basis –
SCHEDULE AS PART OF THE ACTION PLAN - NO SURPRISES! However, sometimes
you will need to be ‘just in time’
• Measure and document the effectiveness and efficiency of the interventions
• Informs next steps with client, recognizing that needs change over times, as well as
the policies and availabilities of interventions.
• Evaluation conditions such as:
– Goals in action plan are current
– Effective and efficient movement towards those goals exists within a reasonable timeframe
– Client stability issues have not changed
• Identify gaps in services or support structures - plan
• Attempt to remove or resolve service and support gaps to the clients benefit
Bell, Browne, Molnar & Delicate Consulting 38
40. CONGRATULATIONS! YOU
[fill in the blank]!
Follow-up support (e.g.: retention support!)
– Frequency and intensity based on individual client need – scheduled in advance,
determined early in the relationship. No surprises!
• NOT determined by compliance requirements... 3-6-12 IS NOT CLIENT FOCUSED, but a minimum standards
• Conversations are driven by the strengths and weaknesses outlined in the needs assessment, using
probing/scaling questions, NOT DATA COLLECTION REQUIREMENTS e.g.: you identified earlier that you
sometimes have a hard time ‘fitting in’ – on a scale of 1-10, how do you feel you are ‘fitting in’? Why so
high/low? What needs to happen to move that to a #?
– On-going interventions and supports must align to needs determined in the needs
assessment –
• What are the threats?
• What strategies are in place to support success?
• What are the retention ‘911’ options available to the client? (YOU? SUPPORT CIRCLES? MENTOR?)
– Formal action plan kicks in for retention support. Developed upfront – establishes go-
forward interventions, expectations, and relationships.
– JOB DEVELOPMENT – what are the retention interventions and supports that you are
providing to the EMPLOYER?
Bell, Browne, Molnar & Delicate Consulting 40
41. Transitioning/Disengagement
Redefinition of the relationship between the client and the case manager
– May be triggers with the achievement of agreed-upon goals, or some other valid
rationale
– Must ensure that disengagement and the criteria for disengaging case management
services are understood early in the relationship
– Provide clients with information or links to alternative community resources
– Support the client in their effort to secure other appropriate or alternate resources, if
desired
– Ensure the transfer of timely and accurate information across settings / documentation
into CAMS
– Provide contact information about re-accessing services or support
– Address concerns about disengagement before finalizing the disengagement
Bell, Browne, Molnar & Delicate Consulting 41
42. Disorient your Client - Solution
Focused Brief Counselling
Clients come into settlement service expecting to be judged, to not have their ideas listened to,
and to be told what to do. A negative first experience results in a high no-return rate and poor
outcomes.
Disorient your client by learning how to tap into their strengths, build on their experiences, and
uncover their unique strategies and goals.
This 4-part webinar will give you the research, the SFBT counselling techniques,
demonstrations and experience to be an effective solution focused counsellor.
$399.00 + HST per participant
Fall Series Registration
(Sept 9, 16, 23, 30)
‘Whole agency' rate of $1350.00 + HST
Bell, Browne, Molnar & Delicate Consulting 42
43. Disorient your Client - Solution
Focused Brief Counselling
Clients come into settlement service expecting to be judged, to not
have their ideas listened to, and to be told what to do. A negative first
experience results in a high no-return rate and poor outcomes.
Disorient your client by learning how to tap into their strengths, build
on their experiences, and uncover their unique strategies and goals.
This 4-part webinar will give you the research, the SFBT counselling
techniques, demonstrations and experience to be an effective solution
focused counsellor.
Fall Series Registration
(Sept 9, 16, 23, 30)
$399.00 + HST per participant
‘Whole agency' rate of $1350.00 + HST
Bell, Browne, Molnar & Delicate Consulting 43
44. Let us bring our training to your office
(613) 562-3468
Learning@bbmd.ca
www.bbmd.ca
Bell, Browne, Molnar & Delicate Consulting 44