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For an ergonomic process to be successful in a call center arena, it must produce sustainable reductions in occupational illness and employee turnover. It must also directly contribute to operational efficiency and reduce total costs of operations and costs per call.

Only a year ago, ergonomics was all over the place. Articles were featured on CNN with endless analyses of OSHA's proposed workplace regulations, which would have required extensive ergonomic standards and practices in most U.S. workplaces. On March 20, 2001, however; President Bush used a little-known law called the Congressional Review Act to kill the legislation. At that point, legislated ergonomics was history.

It is for that reason that securing your call center against computer-related hazards should be a primary concern. The cost and frequency of injuries has not decreased in the absence of regulations. Call centers must now establish their own training and prevention programs without any cohesive national standards. Why, because the cost of even a single claim can far exceed the price of ergonomic enhancements for an entire call center. This means that an early proactive stance on prevention can save thousands of dollars by preventing even a single injury.

Aside from a sense of "doing the right thing," call center managers can achieve important bottom-line benefits from an ergonomics makeover. Agents are the lifeblood of every call center, and savvy managers do everything in their power to maintain a competitive workforce. Creating an easy-to-use environment boosts morale, helping to reduce costly turnover and attract quality staff. It can reduce absenteeism and expensive worker's compensation claims.

Don't make the mistake that most companies do by cutting short-term expenses to stay in the black. Examples of these would be: group training as opposed to individual or personalized training or purchasing smaller accessories such as glare screens and headsets versus big ticket items such as ergonomic chairs.

What would an ergonomically correct call center look like? It is not so much how the call center itself looks, but rather how the agents in the call center are working. For example, educating agents on the importance of changing positions often, taking breaks from the computer, and exercising the eyes by shifting focus away from the computer screens and looking at distant objects are important strategies for avoiding health problems.

In addition, providing good ergonomic seating and work surfaces that are adjustable can provide a safer work environment. They can then raise or lower the chair or work surface depending on the task they are performing. Footrests can help alleviate lower back strain and wrist and palm rests are helpful for those who spend a great deal of time keyboarding. Posture is also an important factor. Many people imagine that a 90 degree angle is ideal, however; it actually increases the loading on muscles in your lower back. You should try to sit slightly reclined, and keep your elbows at open angles; making sure that your arms are close to your body and relaxed. This can help reduce the likelihood of neck and shoulder pain.

If a new call center is in the works, please remember that it should be designed with ergonomic considerations in mind. If you have an existing call center, it does not necessarily need to undergo an expensive redesign and be rebuilt from the ground up to meet current ergonomic standards. You can perform an "ergonomic makeover" that can achieve most of the benefits at a fraction of the cost. The makeover should cover the three aspects of work: the physical, the environment and the emotional. The physical covers achieving a good fit between agents and their workstations. The environment covers lighting, air, temperature and other key aspects of the workplace. The emotional relates more to feeling of well-being.

Remember- Good ergonomics is ultimately good economics!

Source: http://www.contactcenterworld.com/print_page.asp?s=ar&itemid=D8FA946B-7669-44CA-9621-6EF2025E297D

Is your call center team dysfunctional?

 

Here are five questions to determine your team's dysfunction:

1. Do you trust one another? - Without trust, the team will fail to perform and achieve desired results. Can your car's engine run without oil? Absolutely not. Likewise, your team cannot run without trust. It is the most vital, characteristic that needs protected and examined at all times. Three key aspects to trust are: credibility, reliability, and transparency. Each person on the team needs to examine how he or she is doing in building and maintaining trust with others.

 

2 Does everyone have a voice? On every team there is a one person who speaks first and speak most. Those who speak the most generally have the most influence. Problem: without everyone's input and contrary opinions, the team will polarize toward one point of view over another. Polarization leads to poor decisions. Neutralize decision making by allowing a diversity of opinions in every decision that needs made.

 

3 Are we too dependent on one or more people? Unity isn't achieved by one or two people doing the work and setting the course at every turn. Healthy teams function on a level that if one person steps away, the team will adapt to the loss. Unhealthy teams fear that if this person or that person leaves, the team's life will end.

 

4 Are we a bunch of individuals that looks like a team? The pace of business will pull team members apart. Drift happens. Without intentional choices to regularly meet as a team, you will all do your own thing and never accomplish the overall task/mission that was given to you. Find time weekly, if not daily, to convene as a team to refresh the relationships and shared commitment to the task.

 

5 How do you handle conflict? - Recently, a leader of a non-profit told me, "I've told folks that we're not having conflict any more in our organization." Are you kidding me? He's sitting on a time bomb. Conflict happens. Get two or more people together, and you're bound to have conflict. The problem is that some people are afraid of conflict because they don't know how to do it well. It's not how often you fight, it's how you fight that matters. Learn how to handle conflict constructively, otherwise the unresolved frustrations and resentments will eat your team up from the inside out.

 

Source: http://www.callcentercafe.com/2008/12/01/is-your-team-dysfunctional/

 

For our call center trainers:

 

Effective customer service training can be done in three quick steps. Once your employees have completed the training course you’ve formulated for them, your business is sure to immediately enjoy increased revenues as well a bigger and more loyal customer base.

 

Step 1: Prepare materials and tools for customer service training. Be as detailed and specific as you can when composing materials for customer service training. It is imperative that your employees understand how you perceive good customer service to be. Give them concrete examples of acceptable and unacceptable behavior. Provide them with a list of dos and don’ts to remember.

 

Secondly, help them understand why offering good customer service is important to the business and how it will ultimately affect them as well. Employees will be more motivated to improve their customer service skills if they believe that doing so is beneficial to them as well.

Prepare scripts regarding SOP for common customer service issues. This will ascertain that your customer service team will be able to deliver a speedy and uniform response to your clients. Determine your desired response schedule and make sure that the training materials are designed to help them comply with the desired response time. Last but not the least, make sure that you provide them a clear outline of authority and escalation.

 

Step 2 Take all the time you need to train your staff. If you have to outsource your customer service function temporarily then go ahead and do so. Paying experts to work for you is certainly better than risk alienating your customers with insufficiently trained individuals.

Focus on one lesson at a time and don’t progress to another level until you’re sure that they’ve mastered their lessons. Hold periodical tests to ensure that they continue to retain knowledge of previous lessons.

Let them make a gradual approach to their new set of responsibilities. Have them start with something small and relatively easy like handling routine customer service calls. Always clarify their job duties and the level of authority they’re working with before allowing them to interact with customers.

 

Last but not the least, remind them to consult your FAQ section before delving in to more complicated processes of resolution.

Step Three Monitor the progress and performance of your customer service team. Subject your employees to scheduled and spontaneous simulation calls to give you a chance to evaluate their response in critical situations. Make sure that you provide them feedback afterwards, identifying their strengths and weaknesses and offering suggestions for improvements.

 

Develop an incentive program to further motivate your employees. Make sure, however, that your program does not in any way encourage your employees to act opposite to your customers’ interests, as was the case with AOL a few years ago.

 

In evaluating your employees’ customer service abilities, take equal note of the quantitative and qualitative aspects of their performance. For the quantitative side, consider specifying a quota for the minimum number of calls resolved every month. For the qualitative side, consider the feedback provided by caller.

 

Last but not the least, always be prepared to make changes with how you run your customer service team. As they’re the ones directly interacting your customers, your team - and its policies - must be flexible in order to respond quickly to a caller’s needs.

 

Perform these three steps as suggested and your customer service training is sure to be a success!

 

Source: http://www.callcentercafe.com/2008/11/28/customer-service-training-in-3-quick-steps/

 

In an effort to be less than constructive as a manager, here are ten sure-fire ways to alienate and demotivate your team on your change journey. Hit-or-miss approaches don’t go far enough; this is your chance to use the best methods of corporate torture and humiliation developed by dictators, steamrollers and other “tough guy” bosses.

1. Never give in to selling any change when you can exercise your power by demanding it. Demands keep staff in their place–down there somewhere. Tact and frequent communication does to authority what sugar does to teeth. You wouldn’t want to rot your teeth; you wouldn’t want to spoil your team. After all, if any of your people had any ideas worth listening to, one of them would be the boss.

2. Develop a varied arsenal of “looks” to master the subtle put-down. A well-placed sigh and a “that was dumb” stare can work wonders in silencing your people. Add the verbal clinchers: “Are you kidding?” or “Do you really think I’d do that ” Try well-placed sarcasm: “Yeah, I knew I’d have this problem when they made me put you in this position ” When they react, just say, “Can’t you take a joke without overreacting like most women do?”

3. When providing performance feedback, don’t let them find their own solution when you can reinforce your position of authority by telling them what they “obviously should have done ” Take them to the stone tablets enshrined on your office wall to show them the error of their ways. Be ready to use the Harvard Business Review, your MBA notes, or Dilbert cartoons to identify how defective they really are.

4. Never deal with issues when you can attack the person. When they criticize your ideas, question their attitude and commitment to the team. When they miss a deadline, question their ability to handle responsibility. If they persist in making their point, keep them in their place by saying, “If I wanted your opinion, I’d give it to you ”

5. Keep harping on the phrase, “More with Less” to explain your downsizing, reorganizations and cost-containment initiatives. Busy people are happy people whether they want to admit it or not. Don’t let your need to hold the line on wages to impress stockholders stop you from taking the wage increases and bonuses you deserve for leading your team through such perilous times.

6. Never give information or strategic direction until you have to. Once you do, never change your position. Now, if their ideas are really better, just wait a few weeks, make some slight adjustments, and then claim them as your own. They will squawk in the restrooms and lounges, but they will know what it is to respect authority.

7. When things go wrong, you know who to sacrifice. When you’re given a bunch of turkeys, how do they expect a leader to get them to fly? Never tarnish your reputation as a change agent when you have inexperienced, marginal team members to blame. If by chance your team does succeed on its own, take the credit. After all, with effective leadership even turkeys can fly in unison for 50 feet.

8. Build your own corporate torture chamber adapted to the needs of your trouble-making staff. Know how to schedule hours to produce maximum aggravation. Keep the pressure on by making them work with team members they hate and projects they have no skills to draw on. When they are in the “dog house,” let them know it is not supposed to be fun.

9. Never give recognition; it sets the stage for complacency. After all, they are lucky they have a job. If you thank them, all they do is ask for more money. In this century of never-ending change, there is no place for a “good guy” on your corporate juggernaut

10. Bark is only as good as a bite. Fear is a great motivator. Don’t waste your time with petty, lengthy documentation with your tough employees; make a scene by threatening their job on-the-spot. Sure, you’ll lose a few, and don’t worry about lawsuits. If you abuse them privately, there will be no witnesses and it’s your word against theirs.

With these helpful hints, as a boss bent on failure, you can be sure to arrive there. You’ll know if it is working. On the surface, people will appear to work. You will get compliance when you are in sight. You may find they work slow, make many errors, and have no concern for quality or customer service, but at least you know you will get the minimum. You will be butchered at the drinking fountains and in the lounges, but don’t let petty gossip get in your way. You will feel lonely, but that goes with creating the illusion of power. They will have a going away party when you leave. Unfortunately, you will not be invited to the party. By the way, the Surgeon General warns that using these hints may be hazardous to your management career and a disaster to the team and organization you serve.

Dr. Terry Paulson is a psychologist, professional speaker, and author of numerous articles and books including 50 Tips for Speaking Like a Pro and They Shoot Managers Dont They? Dr. Paulson helps organizations, leaders and teams make change work. For more information on Dr. Paulsons programs and resources visit http://www.terrypaulson.com/ or contact his office at 1-818-991-5110. Visit http://www.leaderline.net/ and add your comments to timely dialogue on leadership.

How examples of good Customer Service lead to exceptional service

The number one rule to remember in running a successful business is to develop a culture of providing exceptional customer service or you will over time struggle in a competitive market. The best process to find out how service is to learn can be provided is to learn from both your own experiences and other peoples examples.

Earning a reputation for excellence

To help your business obtain a reputation for providing excellent customer service there are a number of essential trade secrets that need to be followed. One scheme many businesses use these days is to arrange brain storming sessions during staff meetings and training programmes to discuss the type of service delivered by other successful companies. By discussing examples with staff it helps your own organization to deliver quality superior customer service. Also by recognizing the positive contribution staff make for the business morale and team spirit is boosted. This can be done through bonus or incentive payment schemes or introducing for example a 'salesman of the month' award.

The following are some questions that may identify whether your business is providing just basic or excellent examples of good customer service.

Background knowledge. Is the employee trained to know the core business and can effectively supply the customer's with what they require?

Image. Is the employee friendly and project a good image and manner to the customer?

Difficult customers. Does the employee deal with difficult customers with courtesy and respect?

Helpfulness. Is the employee helpful and ensures customer requirements are met?

Going the extra mile. Does the employee regularly exceed standards by going the extra mile to provide outstanding customer service?

8 Examples of Good Customer Service

Friendly staff
Ensure employees who are hired to deal with customers on a daily basis especially at first point-of-contact or in reception areas have a friendly, positive and helpful personality. Employees should have a good knowledge of the business. Engaging employees who already have customer service credentials is an advantage as it indicates they already have the skills and a commitment to customer service.

Appreciating employees
A happy employee will feel valued and provide customers with good service. A salary that offers staff discounts and other incentives will appeal to employees and indicates the company cares about them. Providing opportunities for staff development through training programmes encourages and motivates staff.

Modern technology
Customers can become annoyed and frustrated when put on hold and left waiting by automated phone systems. The overuse of this type of technology can sometimes be counter productive and cause losses to the business bottom line.

Customer issues
Complaints need to be dealt with swiftly. By delaying dealing with customer issues can lead to your business losing a valued customer. By sorting problems out can unlock the door to sales and help your business gain an edge over the competition..

Improving service
Always treat your customers with respect and courtesy. When dealing with issues find out as much as you can about the problem as it could help you to refine and improve existing services.

Thanking the customer
Always thank your customers for dealing with your business. Most customers' appreciate being valued and will remember the helpful service your business provided that will result in customer loyalty and repeat business.

Going the extra mile
Some customer's may be in a hurry so ensure they are dealt with promptly as it could be the difference between selling and not selling a product. Consumers appreciate businesses going the extra mile by taking care of their needs and can result in repeat business.

Customer feedback
Look at canvassing your customer's through online satisfaction surveys to determine whether your existing services are working. By asking customer's for feedback about your business you will be able to measure and improve your internal systems and services.

(source:http://www.callcentercafe.com/2008/08/28/examples-of-good-customer-service)

This week I present 26 little ideas to help you respond to complaints and difficult customers with much more ease….the ABC’s of Customer Recovery.

 

Act as if every lost customer’s sales come out of your paycheck.

 

Believe the best of customers. Don’t make the mistake of assuming most customers are out to simply get something for nothing. The truth is, less than 1% of customers contact companies with ulterior motives in mind.

 

Communicate with diplomacy and tact when you final answer is “no” and when explaining company policy.

 

Don’t tell a customer she is wrong. Telling a customer they are wrong never makes them want to agree with you. It only pushes them more forcefully into their original position.

 

Empathize with unhappy customers and allow this empathy to season your responses.

 

Find a way to say “yes” to customers. Instead of saying “no” or telling the customer what you can’t do, think critically about what you actually can do.

 

Give a token item such a coupon as a concrete form of apology.

 

Have a sense of urgency. Demonstrate with your words and speed of response that getting to the bottom of the problem is just as important to you as it is to your customer.

 

Involve customers in the problem resolution process. Sometimes it’s very helpful to simply ask, “How do you see us resolving this?”

 

Jot down the customer’s name and details of the problem they are describing so you don’t have to ask the customer to repeat information.

 

Keep customers apprised of your timetable and progress toward resolving their problems.

 

Listen with the intent to truly understand your customer, not with the intent to interrupt, reply, or correct.

 

Monitor your customer service calls to ensure your tone is friendly, helpful and willing.

 

Negotiate resolutions that balance both the interests of your company and your customer.

 

Open the door with unhappy customers with open-ended questions. Make your questions demonstrate a sincere interest in better understanding the customer’s problem or experience.

 

Put yourself in the customer’s shoes. How would you feel if the exact same problem happened to you?

 

Quickly apologize. Apologize both when the company is at fault and even when the customer is responsible for the error. An apology goes a long way in creating calm, diffusing anger and regaining goodwill.

 

Recognize that the issue is not the issue. The way the issue is handled becomes the real issue.

 

Say “no” diplomatically and without causing resentment. The best way to do this is to start out by telling the customer what you can do.

 

Thank customers for their feedback.

 

Up-Service your customers by suggesting products or services that enhance the value of their current purchase.

 

View the customer as the reason for your work—not as an interruption to your work.

 

Zero in on the customer’s needs and wants.

 

Myra Golden is an award-winning professional speaker and principal of Myra Golden Seminars, LLC, a customer service training firm serving clients in food and beverage, banking, healthcare, hospitality, and other industries. Her client list includes McDonald’s, Johnson & Johnson, Coca-Cola, Frito-Lay, Michelin Tires, Pirelli, and Procter & Gamble, among many others.

 

For hundreds of ideas for customer service improvement for use in customer service training, visit the customer service training resource portal by going to http://www.totalcustomerservicetraining.com

Being a Call Center manager usually means you have 5 or 6 balls in the air at any given time. Try Melissa Vokouns tips on delegation to make your work life easier.

 

The old maxims "if you want something done right, do it yourself," don't address the busy manager with assignments and deadlines facing them everyday. Many managers find themselves limited simply by the hours in a day to meet the many demands confronting them. Giving up control and authority is a challenge that many managers fear more than working twelve hours a day six days a week.

 

But the effective manager is one who understands their limitations and has confidence in both their ability to delegate and their subordinates. There are five steps that insure that the delegation process will yield the best results for the manager and the recipient of delegated tasks.

 

Clarify the assignment. Look carefully at the task and what is required to complete it. What steps are involved in the assignment? What knowledge is needed? Who in your organization is best qualified to assume this task? If you are not clear in your assignment the results will definitely be in jeopardy.

 

Finding the employee with the necessary skills and experience to do the job is only half the challenge. Once that employee is designated you have to be clear about what you want done. For best results, delegate the outcome of the assignment. Let your subordinate choose methods and strategies that they feel will best allow them to complete the assignment. Also long as you've made your goals clear, your chosen employee is the best person to determine the way to reach a positive outcome.

 

Specify the range of authority. Every time you delegate a project you also delegate authority. But every assignment and the authority required have inherited constraints. It is fruitless to give an assignment and not delegate the authority needed to gather information, enlist others help, and utilize company resources.

 

When you clarify the assignment, examine how much authority is required and inform your designee of the range of discretion you are giving them. Be clear about constraints and limits that you are granting and the boundaries involved.

 

Inform all affected parties that delegation has occurred. Your designee is going to need cooperation to complete the given project. Also, they are acting in your place and to avoid misunderstandings and confusion, let everyone know that you've delegated this task and to whom the task has been given. Failure to communicate with others will sabotage your employee's efforts.

 

Also, in all organizations where established lines of authority are clearly drawn, changes can cause uncertainty and concern about other members of your team. Avoid "water cooler gossip" by being upfront with your employees and communicate your trust that they will cooperate with your designee as they would cooperate with you.

 

Allow your subordinate to participate. Employees that are encouraged to participate in the requirements, methods, degree of authority, and time frames of a given project are more motivated and enthusiastic in assuming tasks. When you give an assignment, draw on the thoughts and opinions of your subordinate to map out the assignment and your expectations.

This illustrates a manager's confidence in the recipient and their abilities. A cooperative spirit goes a long way to ensuring success. When employees feel they have a voice in a given project there is a higher degree of satisfaction, motivation, and accountability for performance.

 

Establish an open line of communication for feedback and monitoring progress. As you set time tables and reporting guidelines, also make sure that your employee has a route for questions, advice, and concerns that may arise. Delegation is an ongoing process and communication is essential to its success. This communication should involve not only concerns of your subordinate but the managers concerns as the project progresses.

Periodic monitoring insures that problems along the way are dealt with in a timely and efficient manner. Each step involved in an assignment should have a corresponding time frame and specific reporting requirement. Mutual understanding and acceptance of these reporting requirements is vital to a smooth transition from your actions to the actions of your designee.

Delegation is an issue facing managers more and more as personnel budgets are tightened but demands on mangers time and expertise are growing. Delegating is not a sign of limitation or failure to meet expectations but a sign of a confident and secure manager who can draw upon the talent within their organization.

 

Indeed, delegation is the truest test of a manager's confidence. The mission of every manager must be trust in themselves and trusting the team they have assembled. After all, why build a great time if you don't use it's talents to the fullest degree?

 

Melissa Vokoun is a successful Business Advisor, Coach and Trainer. To learn more about the services available, please visit the website at: www.coachingqueen.com or call 847-392-6886.

 

Source: http://www.callcentercafe.com/2008/08/23/delegation-with-confidence-five-essential-steps/

Working at home is no piece of cake. Most people understand that, but they do not really get why it can be so challenging. Outlined here are the five biggest challenges to working at home. These challenges will not stop a person from working at home but can cause a lot of problems and ruin any chance for making it in the work at home environment.

 

Challenge #1 - Time

There is a lot of freedom when working at home and that means being able to manage time efficiently is very important. It can be easy to let time get away. It is also easy to underestimate how long a task or job will take and not allot enough time to get it done. To keep time from being a challenge a person should develop a schedule and be sure to schedule both work and free time.

 

Challenge #2 - Boundaries

Many times family and friends do not take working at home seriously which can lead to problems with boundaries. It can be hard to tell someone ‘I am working’ and actually get them to understand and accept it. To help with boundary issues a person should set up a work at home area that is specifically for work. When in the work area no personal phones calls or interruptions should be tolerated.

 

Challenge #3 - Too much independence

Working at home is about freedom, but being too independent can lead to problems. Everyone needs interaction with others.

 

One of the perks of working outside the home is interacting with other people. When a person works at home it can be easy to withdraw into that world and forget about the outside world.

 

The outside world is important, though. Networking is huge part of working at home success. Every person who works at home should find some type of online environment to belong to and be able to escape to during the work day just to relax.

 

Challenge #4 - Being out of the loop

This kind of goes with independence. Being out of the loop means not staying informed. Working at home is about staying informed and knowing what is going on in the industry in which you are working.

 

A person should be a part of online groups and other communities that will give them information they should know.

 

Challenge #5 - Lack of support

As mentioned before, sometimes family and friends will not be supportive. It is common for them to not believe a person is really working and that they are just messing around.

 

The way to combat this is to show them what is going on. A person should show what they do, how much money they make and make it clear that this is a real job.

 

These five challenges are going to be an issue for almost everyone who works at home. They are challenges that can be overcome, though, so they should never lead to a person giving up on working at home.
Challenges will just make a person a better worker and teach them important skills they need to survive in the work at home environment.

 

Niels Bach is a work at home specialist. Learn more visiting http://profits-on-web.com

Booths featuring products and services related to employee engagement, web-based delivery, global performance, and talent management were overflowing with conference attendees as I walked the trade show at a national conference where I was speaking. Just a few years ago the magnets were initiatives like total quality management, six sigma, diversity, work-life-balance, and customer driven.

Every few years there are band wagons of "solutions" for the ills troubling companies, with contingents of experts ready to sell the latest "fix" to eager herd-minded buyers. Reinforced by trade and business magazines featuring successful company examples of this "new" thinking, they're gobbled up like chocolate chip cookies in a kindergarten. It's interesting that started-but-failed initiatives aren't highlighted, or the long-term impact of unintended consequences scrutinized for what these flavor-of-the year programs elicit.

If generational differences are the headlines now filling business magazines, then you'd better start addressing them, right? If work-balance is unbalanced and hijacking your employees' morale, it's time to hire a consultant, right? Maybe. But what if "balance" is as illusive a concept as happiness, needing to be defined and managed by the individual not some company entity? Or it's a buzz-word for deeper issues undermining effectiveness in the workplace? What then?

The solution to these and other organizational issues is not herd thinking. Don't get me wrong. I'm not one to dismiss ideas or thought leaders who shift our collective perspective. Nor am I quick to ignore technological changes that make innovative communication more productive and efficient for businesses and individuals. And I'm certainly not suggesting that well-founded and sustained initiatives are not important for businesses or industries or bottom-line results. They are.

But the tag-along herd approach of throwing the latest program or consultant or technology at a problem, or cloning the practices of "best companies" for your department or organization can do more damage than good if these same initiatives are the wrong fit, or sit dormant after launch collecting dust on a shelf in management offices, only to be replaced with the latest, hottest, next thing that ignites a "gotta have it - gotta do it - this is the answer" mentality.

Herd-following fails when the behavior accountability for what is introduced is not linked to bottom line results, or integrated into workplace practices with rampant, sustained, patient focus.

You see, the answers to complex problems that plague your business are usually not band wagon solutions. More often than not, people problems result when what leaders say and what they do are not in alignment.

If you introduce a new program as an important company initiative, but relegate it to HR or training or customer support to champion, instead of making it an accountable strategic objective, don't be surprised when it's as successful as those motivational posters hanging on bulletin boards.

If budget tightening happens when sales plummet, but you award yourself a bonus before freezing the salary of your staff, don't be surprised when discretionary efforts and innovative ideas get frozen, too. When you treat employees as one-size-fits-all interchangeable parts, don't be surprised when they treat customers that way. And when scathing emails from top leaders feel like parental tirades, don't be surprised if they're answered with sandbox antics.

You see, you can buy the latest social-networking interface for collaborative staff work, or the best learning programs for staff growth and development, or even the most innovative gadgets for staying connected, and you can even provide a stellar menu-driven employee benefit plan, but if you're missing the foundational pieces of communication, credibility, trust, and respect with your staff, you're missing the ingredients needed for any sustainable and successful initiative. Want a winning organization? Start there.

 

Sign up to receive Nan's complimentary biweekly eColumn at http://www.winningatworking.com. Nan Russell has spent over twenty years in management, most recently with QVC as a Vice President. She has held leadership positions in Human Resource Development, Communication, Marketing and line Management. Nan has a B.A. from Stanford and M.A. from the University of Michigan. Author of, Hitting Your Stride: Your Work, Your Way (Capital Books; January 2008). Host of Work Matters with Nan Russell on webtalkradio.net. Visit http://www.nanrussell.com.

Running a company, even if it is a small business, needs a team of committed and capable employees who can get the job done. But a team is not something that happens by itself. The process of team-building takes time and effort. The end result is to create a work environment in which every person feels like his or her contribution is a vital and valued part of the organization's success.

 

We have put together a list of 5 C's of effective team-building to help you on your way:

 

1. Clear expectations: One of the key characteristics of a successful team is clear role delineation of every team member - every person has to know the role he or she is expected to play in the company as well as the roles of the other team members. As the business owner, you have to ensure that every employee in your organization clearly understands how and where he/she fits in the organizational structure. Use organizational charts and staff meetings to facilitate this understanding.

 

2. Channels of communication: Create and maintain open channels of communication with your employees. This must not only be between you and your employees, but also among the staff. Create a working atmosphere such that your employees know that you are always available to listen to their concerns. Also encourage them to discuss genuine issues amongst themselves. Without free and unfettered communication, team-building is only a distant dream.

 

3. Conflict resolution: Getting a group of people to work together is not a bed of roses. There will invariably be times when the going gets rough and differences come out in the open. Develop conflict-resolution skills among your employees and create a mechanism for grievance redressal, if they can't resolve their problems on their own. If necessary, arrange for professionals to conduct workshops on this subject.

 

4. Consequences: Make members feel responsible and accountable for team achievements. Enable them to understand that each individual contribution is a vital piece in the whole picture. At the same time, encourage individual creativity to blossom by instituting a system of rewards and recognition.

 

5. Celebrating achievements as a team: Give your team-building efforts a fillip by celebrating successes as a group. Since every employee plays an important part in the success or failure of your business, it only makes sense to celebrate your achievements as a team. Depending on the size of the achievement, your celebration can be as simple as a pizza party or as spectacular as a company trip to Hawaii.

 

Use these tips to ensure that the people who make up your small business work together as a team towards the same goal. By empowering and instilling a sense of belonging in your employees, you will have created a successful team that works hard to achieve the best results for you.

 

Akhil Shahani is a serial entrepreneur who wants to help you succeed. If you like to work smart, check out http://www.SmartEntrepreneur.net - It's full of articles and resources to help you start and grow your business successfully. Please visit us & download our special "Freebie of The Month" at http://www.smartentrepreneur.net/freebie-of-the-month.html