Most organizations spend time and money on orientation and training. Some of it is mandated by various regulatory bodies like JCAHO and OSHA, but much of it is defined by the organization. The challenge I see with customer service training is that it’s treated as a one-and-done task. It’s not.
Service training is only a quarter of the success equation. The principles learned in training must be put into context of the culture then reinforced through regular coaching and feedback discussions between employee and manager.
The biggest skill gap that I see is that of manager coaching abilities. Many managers are comfortable coaching on the clinical or technical skills but not on service skills. This serves to reinforce the idea that technical skills matter more than service behaviors. They are not mutually exclusive.
Coaching skills are learned, not bestowed with a title. I find that when doing our leader coach training, most attendees are eager to learn how to conduct meaningful coaching conversations about service behaviors. It’s important that they have a chance to discuss and practice coaching skills. This allows them to prepare so that they can be more effective.
When thinking about your managers and their coaching skills, ask three questions. Do they know what to do? Do they know how to do it? Do they want to do it? The answers to these three questions will shape how you approach leadership development.
Find out more information about the Baird Group Coaching workshop.