This document provides guidance on conducting effective counseling meetings with associates to help them improve performance and achieve goals. It recommends preparing for meetings by considering why the associate is being counseled and what goals should be set. Goals should be SMART - specific, measurable, agreed upon, realistic, and time bound. During meetings, counselors should establish why they're meeting, praise successes, get associate feedback, and agree on specific, measurable next steps and commitments to reinforce improvement. Follow up is important to ensure commitments are met.
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Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service.
This is no easy task. And the pace of change is only accelerating.
Change Management offers a systematic and practical way to manage change that will lead to positive and long-lasting results. Learn to build a foundation to manage future changes more effectively.
In this webinar, change management expert, David Sawa, will share tips on how to enable organizational change for real and lasting results.
The field of consulting is crowded and getting more so each day. The way to win consulting assignments with companies you want to work with is by focusing on them and their needs, not yours. Here are 7 steps to winning and keeping consulting projects.
Power of Client Advisory Boards_Farland_GroupFarland Group
Client Advisory Boards are powerful forums for B2B companies to bring together key clients and stakeholders to advise on strategy, product direction and innovation concepts. Learn how to get value from listening to and collaborating with your executive clients
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Every industry, including Parks and Recreation, is recognizing the real need to manage the pace of change to remain competitive, without impacting operations and the ability to provide great customer service.
This is no easy task. And the pace of change is only accelerating.
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10 Essential Tips For An Effective Business ReviewWarwick Brown
A business review is the cornerstone of any client/supplier partnership and one every Account Manager must master. What follows are 10 essential tactics to get your reviews back on track and turn them into one of the most anticipated events on your clients’ calendar. I hope you find them useful
This session answers the why’s and how’s of effective strategic design and illustrates the power of credible results measurement for meetings, events and incentives. Learn to use an approach that is effective with stockholders, employees, other key stakeholders and the media. Delivering measurable results answers the questions around your program’s survival, and, often, your organization’s success. You will take away tactics to:
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Justify past and defend current programs
Successfully gain support for new programs
In the last three chapters of our playbook, we covered why customer feedback is important, how to write questions to maximize the impact of that feedback, and how to get customers to provide feedback. For the fourth chapter, we’re going to discuss how to assemble all the pieces of your business to achieve success. It’s important that everyone within your organization is set up to act on the data you’re receiving as part of your customer feedback program.
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A business review is the cornerstone of any client/supplier partnership and one every Account Manager must master. What follows are 10 essential tactics to get your reviews back on track and turn them into one of the most anticipated events on your clients’ calendar. I hope you find them useful
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Design incentives and meetings intelligently
Measure results credibly, including deliverable and believable ROI
Justify past and defend current programs
Successfully gain support for new programs
In the last three chapters of our playbook, we covered why customer feedback is important, how to write questions to maximize the impact of that feedback, and how to get customers to provide feedback. For the fourth chapter, we’re going to discuss how to assemble all the pieces of your business to achieve success. It’s important that everyone within your organization is set up to act on the data you’re receiving as part of your customer feedback program.
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Discover Katy's top seven tips now.
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Corporate and Personal Strategic Planning is a Process for Reaching Professional or Personal Goals. It can be used in coaching sessions for individuals, small businesses corporate teams or corportae planning to strategize action plans
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Getting It All Done Re Energize Your Board, Prevent Burnout, And Still Meet Y...Kella Price
Is your board getting bored? Is your team wearing lean? In today's business climate, volunteers are more time starved than ever! On this webcast, chapter leaders will share best practices, tips, and techniques for keeping your board and other chapter leaders energized and engaged.
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The PDF then goes on to discuss the key factors to consider when designing a customer feedback survey, including the types of questions to ask, the format of the survey, and the timing and frequency of the survey. The importance of ensuring the survey is easy to complete and understand is also emphasized.
The document then outlines the benefits of customer feedback surveys, including improved customer loyalty, increased revenue, and enhanced product development. The PDF also discusses how customer feedback surveys can help identify areas of improvement and provide insights into customer preferences and behaviors.
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Leading Organizations – Bigger Challenges
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2. Discussion What is the goal of counseling an associate? What part of our counseling process is designed to help an associate improve? How do you counsel in a way that helps associates improve and ensures that goals are achieved? June 2008
3. Preparation Ask important questions in advance Why are you counseling the associate What behavior are you counseling What is the associates developmental level What goals should be set What does acceptable performance look like What action should result from the meeting When should improvement be seen June 2008
4. SMART Goals Specific Who, what, when, where, which, why, and how Measurable Establish how to measure the process Agreed upon Any goal can be attained, if you want to Realistic Bigger goals are often easier to achieve Time bound Time adds a sense of urgency June 2008
5. Formal Counseling Meeting Establish why you’re meeting Praise contributions and successes Share belief in associate’s potential Ask what’s going well Ask what can be done differently Ask why the wanted action is important Specific impact on customers, coworkers, business, and self Ask for feedback Ask associate for their goals Ask what they think are their development needs Ask for input on reason for meeting Require specific answer Demonstrate empathy June 2008
6. Formal Counseling Meeting 2 Ask for a solution Ask what the solution should be Practice the behavior or performance skill Use SKILL in the meeting Use COACH for reinforcement afterwards Ask for a commitment Reinforce the benefit Ask about the impact on customers, coworkers, business, and self Ask about and agree upon next steps Be specific, measurable, realistic and time bound Agree on requirements and due dates Reinforce belief in successful outcome Share belief in potential Reiterate other successes and contribution Place follow up obligation in associate’s hands June 2008
7. More Counseling Tips Keeping focus Ask Use open ended questions “What could we have done differently?” Lead Use leading questions “What tool could you have used to ____?” Tell Tell the associate the answer “Using the selling mat would have ______.” Controlling sidetracks Ask what occurred Refocus on the concern Lead if necessary Wait for a response Silence draws it out Ask what is the goal Policy or procedure Return to Counseling June 2008
8. COACH Congratulate associates on positive behavior Outline and review the expectation Analyze opportunities and practice Communicate the benefits Have associate establish commitment June 2008
9. SKILL Set up the scenario Key in on role assignments Identify opportunities for improvement Launch role play Let them give you their commitment June 2008
10. Keep it Positive Say it positive Avoid issue, concern, or problem Ask open ended questions Stick to the facts What is your greet and assist CSAT score What could you have done differently Show it right Practice the right way to do things Focus on outcomes For behaviors, focus on perceptions June 2008
11. Recap What does SMART stand for Why is it helpful How does this differ from COACH How do you keep it positive Lets practice June 2008
Ask:What is the goal of counseling an associate? To help associates improve.What part of our counseling process is designed to help an associate improve? During the counseling process we should be outlining expectations and helping associates to self discover how to improve and digging down to discover the root cause of the behavior/concern rather than telling the associate what’s wrong and that they need to fix it.How do you counsel in a way that helps associates improve and ensures that goals are achieved? Instead of telling the associate they need to fix _________, you help the associate discover how their behavior is perceived by others. This allows the feedback to be specific and focuses on what appropriate behavior should look like.
Emphasize:Determine why you are coachingBreak it down into specificsExample – Coaching CSATs means coaching greet and assist or product knowledgeExamine the factsAsk yourself how you identify relevant behavior(s)Observation, feedback from others, and KPIsCoaching greet and assist means identifying why person is not scoring high in this areaResult may be person is working with back to door or not looking up when someone walks inIdentify behaviors which need to change – specifics help person know what to do rightDevelopmental level is relevant Ask what level person is – will help you determine what coaching steps to take Helps you determine if person needs training or if development area is refusal to act as required = Mistake vs. decision We develop goals based on whatObservation, feedback from others, and KPIsSeek PatternsAttendance – 90 daysPerformance – 90 daysBehavioral – 6 months to 1 yearAsk associate how to behave correctlyAsk how to achieve the goalUse specific behaviors determined above to focus on what specific actions need to occur for successExample: Clean lenses while facing the door, stop and greet all customers with a smile and verbal statement within 3 seconds of entryDetermine what must happen going forward Be specific in results that must be seen – Example: increase in greet and assist score to 80 in 2 months and 85.01 in three months, plus, 100 percent greet and assist in SERVE evaluations.Determine timelineSee above
Emphasize:Specific – specific goals have a greater chance of being achieved than a general goal. Must answer: Who is involved. What must we accomplish. What limits are present. Where is this to occur. When must this be done. Why are we doing this: benefit, purpose, reasons, etc. Make sure you tie in goals to action needed – not achieve 85.01 CSATS, do ___ ____ ___ to achieve it.Measurable – determine criteria for measuring progress. Ask: How many, how much, how do I know it’s accomplished.Agreed upon – If it’s important to you, you can attain it. -Ask associate why will happen going forward – think about how to make it important to the associate – motivation is key – speak to your audience, not yourself. If it’s important to them, they’ll help figure out how to achieve the goal. Agree, don’t dictate. Seek their input and use it.Realistic – Realistic is tied to agreement and belief goal can be achieved. Big goals are often easier to achieve. This is because low goals don’t require any effort. Effort leads to achievement, which leads to achievement. Plan realistic mini-steps and timeframes to keep the momentum going. Ensure each step represents realistic, but effort requiring progress. Remember, agree, don’t dictate. Time bound – Deadlines create sense of urgency, which drives effort.
Emphasize: (Steps very similar to COACH)Be objective – see whole employee, not just reason for counselingBe sincere – If you don’t believe it, don’t say itHow can you change opinionHave data ready and ask about impact to customer, associate, and storeCustomer complaint – date and time, scenario Attendance – dates Performance – metrics Observation – dates and time actions took placeBehavior – descriptive statements Establish why you’re meetingAsk what’s going wellAsk what could be done differentlyEstablish the benefit to the store, customer, and associateSeek input and feedbackConversations are two wayHow do you get specific answersOpen ended questions – what, how, whenListen activelyAsk follow up questions What is empathy Ask how do you show empathy
Emphasize: Ask for solutions after you get buy inManager should feel comfortable letting the associate develop the solutions him/her selfManager should feel comfortable being silentSolutions help associate move towards future and away from problemThis is not a time to talk about problems, but focus on change neededIf associate won’t participate, generate own solutions and then seek agreementPractice perfect performance, SKILL for training, COACH for reinforcementAsk why is agreement important and discussNext steps must be specificDon’t accept general statements, I’ll do better – What should you seekForce specifics Ask how should you document requirements and due datesKeep written notes and have associate review Ensure the associate follows upEnd on a positive
Emphasize:COACH is the model ECCA will use going forward to address performance or behavioral concerns. The goal is for the whole interaction to last less than 5 minutes. You should use this on the sales floor to reinforce the behaviors we have noted in the counseling process. Quickly review the COACH process:1. Start with a positive – congratulate good behavior. Be specific and sincere. Which would be more impactful:You’re doing great work. That last sale was great. What did you do well?2. Outline and review what’s expected. Ask the associate so you know they understand.3. Analyze opportunities and practice. This is basically role playing. It’s reinforcement though repletion.4. Communicate the benefits. Ask the associate what the benefits of the action or behavior are for them, the store, and the customer.5. Have the associate establish commitment. Ask them for it and then set up follow up times.
SKILL is used as part of the COACH process to ensure perfect practice of behaviors we want associates to model.SKILL is ECCA’s model for training or retraining associates in a skill or behaviorIt has five easy steps, which should be performed away from the customerSet up the scenarioExplain why you’re training Explain what you want to accomplish, including specific objectives and expectations Key in on role assignmentsDefine your rolesIdentify opportunities for improvementPracticeAsk the associate to evaluate his/her performance Launch role playRepeat role play to achieve perfect practiceLet them give you their commitment Set goals for improvementSMART Goals may be used
Emphasize:Remember that regardless of whether you are Coaching or counseling an associate you want to say it positive: It’s all in how you say it, not just what you say. The goal is to use words that allow the associate to be open to your message. Instead of saying, we have a concern, say I’d like to talk to you about your _________. Ask questions to let the associate tell you why you’re meeting.Sticking to the facts, is a great way to present a situation without judgment. Let associates evaluate the facts and draw conclusions by asking questions Practice how to do it right. People want to behave correctly, often if they fail, it’s because we never told them how to do it right. Role play the scenario: Greet associates in 3 seconds with a smile and good eye contact, instead of you didn’t greet them. Remember, when discussing behaviors, focus on perceptions Don’t accuse someone of being rude, ask them how they would feel if ____ or what they would perceive if ______________.We need to change perception of action, not actionMany times people don’t think they are doing the action
ROLE PLAY:Break into groups of 2 to 3Discuss scenarios If people have their own topics, let manger present scenarioAsk team to create SMART goals for scenario resolution and prepare to present meeting with one person acting as manager and another acting as associateHave each group role play for groupRepeat with second scenario or manager topic