| The power of Team Culture is extremely | | | | the beliefs and attitudes that support that specific |
| influential on the performance of our Customer | | | | Team Culture and this drives the norms of |
| Service Team and the quality of Service we | | | | behaviour within the Team – what is Ok to do |
| deliver to our Customers. Team Culture is THE | | | | or not do within this group. If we want to change |
| most important influencer. | | | | the Team performance – we need to change |
| In Customer Service, our goal is that each of our | | | | the BELIEFS. |
| Customers will receive high quality Customer | | | | The Beliefs of a Successful Customer Service |
| Service and an experience of us that will exceed | | | | Team |
| their expectations on each and every call to our | | | | A high performing Customer Service Team has a |
| Organization. Each caller will have a memorable | | | | very identifiable Team culture – the Assertive, |
| experience that will encourage him or her to | | | | Customer Focused Culture. They have a set of |
| return and to buy more. | | | | beliefs, attitudes and norms of behaviour that |
| To achieve this goal, we employ good recruits, | | | | ENABLES them to perform exceptionally well with |
| train them well and pay a fair wage. Will this, then, | | | | their Customers and motivates them to |
| ensure that this new Team Member will one day | | | | continuously improve. Remember Team Culture |
| be capable of delivering excellent Customer | | | | comes from the shared beliefs of the Team. We |
| Service? A better question might be, will the new | | | | achieve this Assertive, Customer Focused Culture |
| Team Member even want to TRY to achieve a | | | | by identifying the desired beliefs, and by |
| successful outcome for us and for our | | | | constantly building and supporting these beliefs |
| Customers? | | | | within our Team Culture. |
| The Power of Team Culture | | | | It is possible to change the culture of a Company |
| The answer to this depends to a small degree on | | | | or simply your own Team. We change the culture |
| the person themselves. It depends to a much, | | | | by working at changing the beliefs. |
| much larger degree on the nature of the Team in | | | | The essential beliefs are - |
| to which they are placed – the Culture of that | | | | 1. This is a GOOD Company – worth working |
| specific group. Within days of training, the group | | | | for. |
| will be influencing this new person’s thinking. | | | | 2. What we do as a Company is of VALUE to our |
| They will talk about their role and their Customers | | | | customers. (including Exceeding Expectations) |
| in a way that reflects the beliefs and values of | | | | 3. Our Customers are important. External are |
| their specific group. ‘These Customers are all | | | | most important. Internal are customers too. |
| stupid – they never listen properly’. | | | | 4. We are ALL part of this Company – |
| ‘Customer’s are always blaming us, and | | | | connected to a shared purpose. |
| it’s not our fault’. ‘Our products are | | | | 5. Our Team Purpose is important – we have |
| not good and that’s why Customers are | | | | a vital contribution to make to our Shared |
| always upset.’ | | | | Purpose. |
| Each of these statements reflect a DIFFERENT | | | | 6. My work has value – I make a difference - |
| type of Team Culture. Each Culture is identifiable | | | | what I do is important to the achievement of our |
| and the people within that Culture will behave in a | | | | Team Shared Purpose. |
| predictable way with their Customers - the | | | | 7. Every Team Member belongs to this Team. |
| Culture will determine the behaviour. In the | | | | Each has responsibility to achieve, to meet Team |
| cases above, each group will behave in a way | | | | Leader expectations. Each has responsibility to |
| that will definitely NOT lead to a positive | | | | manage & exceed Customer expectations. |
| Customer Service experience. For example, a | | | | 8. Success is good - achievement is good. |
| Team that believes that they are the experts | | | | 9. To succeed we must get better and better |
| and that they are above these really stupid | | | | – as individuals and as a high performing |
| Customers will be aggressive and impatient with | | | | Team. |
| their callers. They will not apply skills with their | | | | 10. We are a good Team – and next month / |
| Customers and they will be resistant to any | | | | year we will be a BETTER Team. |
| training. This Aggressive Team believes that they | | | | These beliefs are the key to success in Customer |
| are not the issue, it is the Customers who are | | | | Service. If you are on a Management Team, |
| the problem! | | | | encourage your Managers to work on improving |
| Other casual statements made by Team | | | | one belief per month. Use the same method if |
| Members will quickly identify the Submissive Team | | | | you are a Team Leader. Get the Team involved |
| Culture and the Passive Aggressive Team Culture. | | | | by brainstorming HOW we can improve each |
| The interesting thing about Team Culture is that it | | | | belief. You will soon reap the benefits in terms of |
| is so influential. New recruits quickly believe that | | | | better performance, increased motivation and |
| the Team’s understanding of the world is | | | | improved job satisfaction. |
| true and ‘common sense’. They adopt | | | | |