Relationships | Brenda Eckstein International

Engaging the right executive coach

March 16, 2018 by Brenda 1 Comment

There is a strong international move to professionalise the coaching industry and I fully support this approach. We want to make sure that consumers, instead of just buying ‘coaching’ as a ‘nice to have’ commodity, will consider ways of ensuring that they are gaining a professional service and value for money. Those who engage coaches – and particularly executive coaches - would benefit through being more confident as to what to expect. Coaches need to make sure they have earned the right to offer the service that they promise to provide. Currently there are too many grey areas and no real barriers to entry.

Often organisations or individuals invest in coaching without knowing what questions to ask the coach before engagement. There are many variables to be considered. I have outlined a few of the watchpoints which may lead to more successful outcomes. My questions should not be considered as a comprehensive list as many of them will be dependent on the context. So rather consider the list below as a starting point for developing your own approach, whether you are a Human Resources (HR) or Learning and Development (L & D) professional or an individual interesting in being coached. Coaches might consider this useful in creating awareness as they should be able to answer these questions without hesitation.

The suggestions below are based on my own experience as an executive coach, through mentoring emerging coaches engaged in post-graduate studies at various universities and through my own academic studies.

My suggestions

1. When contemplating engaging an executive coach, the first question to consider is whether the candidate really needs coaching or would benefit more through counselling, mentoring, consulting or other approaches? Would another modality better match the person’s needs? Is their manager trying to delegate their managerial responsibilities to an external coach? Where does the coaching need truly lie?

2. If it has been established that coaching is the right path to follow in order to address certain issues, the next question is which coaching approach would be most suitable? Bearing in mind that there is lack of clarity in defining types of coaching, examples might be leadership, executive, integral, performance, neuro-based coaching, or a combination.

There has been a shift over the last few years in the reasons for engaging coaches. International surveys show that while coaches were engaged mainly for corrective reasons ten years ago, now leadership development has become the primary purpose for engaging coaches. Thus coaching should not be viewed as punitive or something that is inflicted on some-one who is not performing, but rather as a way in which to enable individuals to become more productive and flourish. Most coaches nowadays use a strengths-based approach helping people to use their natural strengths and find their own solutions and in so doing, enhance their capabilities. An added advantage is their being able to confirm that they use and evidence-based approach.

3. How committed and open is the person to being coached? Are they prepared to uncover blind spots and build new neural pathways in order to become more productive? Are they prepared to put effort into seeing things differently, changing and finding new solutions for themselves?

4. The big question: Even if this person would benefit through coaching, and the right kind of coaching is being offered, are you sure that the coach being considered is the right coach for this candidate at this time? There needs to be synergy, relationship and trust and the candidate needs to be eager to engage in a coaching programme with this coach at this time.

5. Professional coaches are bound by a Code of Ethics and this varies according to the coaching organisation to which they belong and through which they are accredited. The candidate needs to have had sight of this document and be comfortable regarding the coach adhering to this code and be prepared to work within this framework.

6. Would the format of the proposed coaching programme suit the needs of the organisation and candidate? There are many factors to consider. For example I offer only a six-month programme with one-hour sessions (at flexible times) two weeks apart. The organisation or client may not wish to engage in a programme of that length. These sessions may either be in-person or via Skype (or other electronic means). A person may prefer ‘in person’ sessions and this may not be possible if the client and coach are in different geographic regions. In addition, my programme includes 10-15 minute assignments each day and the potential client may not be prepared to commit to that. The price is also a factor under consideration.

Those first six points can more easily be considered after a ‘chemistry session’ has taken place. Most reputable coaches will offer a complimentary compatibility check session where potential coach and coachee meet for an hour to build relationship and explore possibilities. This ‘contracting’ between the coach and participant at the outset of a programme is vital to establish expectations and agree the way the coach and coachee will work together.

7. In addition, specific questions should be asked regarding the credibility, professional qualifications and experience of the coach. You might find this table useful although not all questions will be relevant on all occasions:

In explaining why these questions are relevant the following may be useful background information:

a. Their being credentialed either through the International Coach Federation (ICF) or Coaches, Mentors of South Africa (COMENSA) or other reputable coaching body is important because it is more likely to ensure professional standards.

b. There are various levels of credentialing, e.g. ACC, PCC, Master Coach. The more experienced a coach, the more likely they are to have a higher level of credentialing. (But this is not always a true reflection of the person’s capability.) And please ask them to provide proof. Often, although coaches might be members, they are not actually credentialed.

c. It is important that they have kept their credentialing current. This will mean that they have not become complacent and they continue to develop themselves and keep up to date in line with the requirements of that qualification.

d. There is an overabundance of organisations offering training to coaches. Knowing about the institute through which they trained does give an indication of the thoroughness of their training as some organisations promise unrealistic outcomes and do not breed quality coaches.

e. Even within one training organisation, more than one coach-training course is likely to be offered. Some of these courses are more intense than others or address different types or levels of coaching e.g. life coaching versus executive or leadership coaching.

f. These courses vary in duration, too and cover different models, tools and techniques.

g. Approaches to coaching change over time and good courses continuously improve. So it is a good idea to find out how long ago the coach completed their course. If they are credentialed, keeping up to date will be a requirement, but if not, ask what they are doing to keep abreast of changes.

h. Coaches may qualify in an approach using models and techniques underpinned by specific philosophies. In some courses, such as the University of Stellenbosch Business School M Phil (management coaching) course, students develop their own coaching models based on strong theoretical foundations. However, even these evolve over time. I know mine has! Coaches may branch out into a different realm, too. For example they may shift from life coaching to management coaching.

i. Even highly qualified coaches may not spend many hours a week gaining more coaching experience. Although they might have been coaching for years, many coaches do not engage for more than a few hours a week in individual coaching. International surveys show that most coaches are involved in other activities as well, for example training. How much experience does the coach really have?

j. Group coaching has gained in effectiveness and although not relevant if you are engaging a coach in one-on-one coaching, a coach’s understanding of and involvement in group coaching is an indication of their current active involvement in coaching.

k. Building up coaching hours is important as their total number of coaching hours is an indication of experience. Many coaches qualify and then do not consistently spend time coaching.

l. Although for reasons of confidentiality a coach may not be able to divulge the name of coaches or client organisations, they may nevertheless be able to provide a reference to attest to their coaching capability. Which areas do they concentrate on? For example, I am an executive coach and most of my clients are leaders. Many of these are in professions in fields such as law and accounting.

m. Academic experience alone does not necessarily convert to quality coaching. Experience in an organisational environment adds to the coach’s capability especially if being engaged as an executive coach.

n. I believe that coaches who are bound by Codes of Ethics such as ICF or COMENSA should provide the relevant Code of Ethics to the organisational representative and to the coachee before the start of the programme.

8. Initially be clear on the desired outcomes in order to address the issue facing the candidate. These outcomes may change or gain more substance during the coaching programme, particularly during a longer programme, thus remaining flexible is also important. For example, a risk and safety manager came to me for coaching with his main issue stated as ‘no one listens to me’. We restated this as ‘I can’t get people to listen to me’. In his position it was important that people took immediate action once he had given a message. As the coaching proceeded and he became more aware of his cognitive functioning, we realised that his issue was procrastination. He didn’t deliver his message timeously or confidently and the staff would wait for him to repeat the message. So we established his main issue as procrastination which permeated through his entire ‘way of being’ affecting work and personal domains. Working on procrastination, we were able to shift his fundamental approach and enable him to flourish.

9. An important issue is how the coach will deal with ‘duality of client’. Where an organisation is offering to sponsor a candidate in a coaching programme, the coach needs to consider what outcomes the organisation (or sponsor) anticipates and separately what the individual (from here onwards referred to as the coachee) considers their needs to be. Thus in a situation like this, the coach should take into account the needs of the two clients, the organisation/sponsor and the coachee. What are the organisation’s/sponsor’s expectations and what does the coachee need to gain through a coaching programme? We all have blind spots so the coach will need to assess what the coachee’s issues are, despite what they might verbalise their issues to be. And thus sometimes, the goal of the coaching may shift as the coachee and coach build stronger relationships and as the programme progresses.

10. Before the start of the coaching programme, a meeting between the organisational representative, coach and coachee should take place to agree areas such as reporting dates, format of what is to be covered in the reports, how they should take place (e.g. in person, via Skype) and to whom reports should be directed. This contracting prior to the start of the programme is essential. I have found that in addition to the organisational representative, coach and client, various other stakeholders are sometimes included. Last year I was coaching an executive where two report-back sessions were planned where five were present and they were based in four different countries. And that worked perfectly because it was planned in advance.

11. What reporting system will both the organisation’s representative and coachee be comfortable with in order for the coach to report progress? This again affects the element of ‘duality of client’. There has to be trust between all parties. I advocate that it is agreed ‘upfront’ that neither reporting nor discussion between coach and organisational representative will take place without the coachee being included. I also believe that it is best practice to confirm, in advance, that the coach will always advise the coachee what he or she intends saying at that meeting or in the report. Where reporting is in writing, it should be agreed that the coachee be copied on all communication at that time (and not afterwards).

In summary: would this person benefit through coaching, what kind of coaching would be most suitable and is the coach being considered sufficiently qualified and experienced and the right person to coach this individual? Does the programme being offered match the needs of the organisation and the individual? Has the contracting been adequately dealt with?

The above is my understanding of some of the issues which HR Directors, L&D Managers, individual clients, or others face when considering including coaching as a form of development.

I encourage you to ask the right questions in order to match the right coach with your requirements. If you need any help please let me know and I’ll gladly help to clarify issues with you.

This is the first of two articles regarding the engagement of a coach. Next we’ll explores levels of coaching which are perhaps most relevant to Integral Coaching but certainly provide insights for other types of coaching, too.

For more information on leadership development or executive coaching, please contact Brenda personally: brenda@146.66.90.172 or phone +27 82 4993311

Update on the benefits of networking

June 29, 2016 by Brenda 1 Comment

The more we work at building a range of meaningful relationships, the more we’ll understand what others really need or how we can add value to their lives. We should be open to recognising and optimising opportunities to help others and we can do this through networking as it involves linking people with people, people with information and people with opportunities.

Brenda Eckstein and Sizwe Mkhize – June 2016.

In addition to the books and articles I have written on the topic of networking, training in networking or in relationship building is an exciting part of the work that I do. A networking module often forms part of longer courses, particularly in leadership development or communication skills.

These are run for a wide range of different professions and businesses. For example, each year for the last sixteen years I have been privileged to be invited back to present a 12-session course in communication skills for engineering trainees. These young men and women, most in their early to mid-twenties include metallurgists, chemical engineers, maintenance engineers and others. And while their technical skills are good, this company, quoted on the Johannesburg Stock Exchange, finds that through these communication skills course, participants’ effectiveness has increased considerably through improving their ‘soft skills’. By the end of the course they are able to report more effectively to their supervisors and teams, get better results when instructing the artisans and generally conduct themselves more professionally. They become more valuable to the organisation.

An added advantage is that their lives are more goal-orientated through building their personal strategy plans. These include tactics for consistently developing their networking skills while constructively developing their personal networks. During groupwork exercises, the participants discuss the benefits of networking as applied to themselves, their organisations, their industries and in the leadership roles to which they may aspire.

In capturing and consolidating the input of the groups of this year’s 30 wonderful young people, I was able to reorganise the elements of their input and capture the essence of the benefits of networking in an Integral way:

How can building positive relationships improve our ‘way of being’ ?

Being exposed to people with different points of view, our outlook may change. By taking us outside our comfort zone, we avoid complacency. Thus instead of being ‘stuck’ in our current ‘worldview’ which influences the way we respond or re-act to experiences, we become more ‘open’ to possibilities. This helps us to recognise and then optimise opportunities for ourselves and for others.

Networking can help us to improve our communication skills in general. By holding quality conversations we learn more about others and by reflecting, more about ourselves. This helps in achieving our potential. Being in a better place also enables us to be more aware of our authentic ‘personal brands’ which we can now protect and we will thus more consistently show our true selves. Networking helps us to promote ourselves. We gain visibility and people may think of us when there are opportunities. For example, a new post may become available and we might be looking for that kind of work. People know us and our capabilities and may nominate us for leadership roles. The benefits are endless.

By having role-models and mentors within our networks, we can more easily reach our goals, achieve higher standards of performance and in general, shift our ‘way of being’ which may benefit all areas of our lives in an Integral way.

In which ways may becoming a better networker improve the way we operate?

We learn new approaches through interacting with others. And from reflecting on what we see in others, it may help us to recognise our own strengths and consistently use them more. In addition, awareness of our strengths enables us to consciously use these strengths to leverage our weaknesses. Through building positive relationships and getting to know others, we’ll be more aware of how their strengths may be used to compensate for our weaknesses.

The more we network, the more we are able to practise those skills that enable us to be better networkers. And the more competent we become, the greater our confidence and we are possibly able to venture forth and participate more fully in new networking areas that we wouldn’t have considered before. An example of opening new territory for ourselves would be that we are now more willing and relaxed when attending functions of cultural groups that are different to ours. Getting to know the culture and customs of others and be more comfortable in their company facilitates greater understanding, usually lowering prejudice and enables us to build healthier networks within a more culturally diverse and stronger framework.

Networking can introduce more fun into our lives and this will reduce stress thus enabling us to perform better in all areas of our lives. In addition, we have a safety net when things go wrong! Our feelings of security are enhanced.

What are the benefits when joining groups or working in teams?

A sense of belonging is important to all of us. Here I’m referring not only to groups that we join or to which we are assigned but also to informal groups that evolve through our relationships. Often we may join groups or organisations for one reason, but friendship and support form the glue that binds us together and we may continue as members long after our original need has been met. An example of this is my membership of the New South Wales Chapter of Professional Speakers Australia. My work involves more coaching and training than it used to, and less professional speaking, but I feel like a member of that tribe and when we are together, I really feel that I belong. Thus I continue my membership and enjoy it even although, living in South Africa, I attend very few meetings and the reason for my joining twelve years ago is no longer a big part of my life.

Building positive relationships helps us to feel that we are part of the group and this in turn means that we most likely will enjoy support when we need it. Having a strong support group can help us to achieve so much more not just because they motivate and encourage us, but also when we want to try new things.

An illustration of this was that, recently when preparing a new talk for specialist doctors, I first invited a group of my friends and business associates to a ‘practice run’. I knew they would give me constructive feedback, which they did and this was very much appreciated. I would not have been able to do this with a group of strangers and may not have trusted their feedback.

In general, networking can give us constructive advice from experienced people.

Within our organisational or work teams, stronger bonds facilitate more efficient teamwork. The task gets done better, the team is happier and the needs of individuals are more likely to be met. And this makes it easier for the leader to work from a position of strength, especially in these VUCA (volatile, uncertain, complex and ambiguous) times like this where collaborative leadership works well. Leaders can discover new talent and use the diverse strengths of individuals within the team more effectively. Networking can help to enhance a leader’s performance in so many ways.

How does networking have a positive influence on systems?

Networking helps to provide access to general and exclusive information through sharing. We know who to approach for the right advice. In addition, if we know the ‘right’ people, we are far more likely to be told about vacancies, given appointments, introduced to previously inaccessible people, and know how the organisation works. There is always a great deal of ‘tacit knowledge’, that which is not articulated. And by speaking to insiders we learn ‘how things work around here’, what really happens and what is important to those who belong. Others can help us to unearth the implicit and make it explicit. Thus networking helps newcomers to be absorbed into systems and be assimilated into cultures.

I was inspired to write this article through the input of the young engineers. I’m grateful to them. The above are just some of the benefits of networking as consolidated from the benefits which they identified and I have added considerably to their contribution.

My questions for you are:

In which ways can networking help you to shift your ‘way of being’?
What should you be doing right now to improve your networking skills?
Who should be included while you build a stronger network?
How can you harness the power of collective networking?

For more information on networking or communication skills workshops or executive coaching, you are welcome to visit the services section of our website - https://strategy-leadership.com/services/

Service excellence at its best

June 24, 2016 by Brenda 1 Comment

I am constantly reminded of the importance of building positive relationships with our customers. And here I’m using the term ‘customers’ to refer loosely to the people whom we serve. They could be our guests, our clients, our members, our patients or even our families.

Often, what customers say they want is not really what they need. And through strengthening relationships with those whom we serve, we build up experience and tacit knowledge (that which may not be articulated) of that client and their needs. And by matching those needs with our products or services, we are far more likely to have positive outcomes that keep others happy. In addition, by knowing our customers capabilities, and those of our products or services, we are more likely to be able to pro-actively suit their changing needs and sustain the relationship through customer loyalty.

I’d like to share a recent example. What I love about the Oyster Box Hotel’s management team is how they pro-actively make the world a better place for everyone. We are frequent guests but because my husband is handicapped, for many years he has preferred to remain on the hotel verandah or pool and not venture down onto the beach. Thus he cannot remember when he last felt sand beneath his feet.

On a previous visit, the maintenance engineer, Jonathan Olsen mentioned that he had noticed that Ed remained on the verandah or near the pool and never went down the steps onto the beach. Jonathan suggested that he, with his team, would help get Ed down onto the sand. This seemed a difficult feat even if the team were to almost carry Ed in a wheelchair down the steps and onto the beach. However, Jonathan inspired such confidence that with his assistance, Ed was able to hold onto the rail and walk down the steps. Once on the beach we were treated like royalty with chairs and table neatly set up for us and Simon Chakanyuka being assigned to look after us. The ‘cherry on the top’ was a plate of delicacies with ‘well done’ written on the plate.

L-R: Jonathan Olsen (maintenance engineer), Simon Chakanyuka and Edgar Eckstein – June 2016

I say ‘well done’ to The Oyster Box Hotel’s management and staff who pro-actively explore possibilities, ensure comfort and enable guests to experience life to the fullest. They certainly provide service excellence at its best. Our family is extremely grateful to them for their many kindnesses.

My questions for you, the readers are:

Whom are you serving?
How well do you know their needs?
In which ways can you anticipate how you may make the world a better place for them?

Once you have reflected on those questions:

What action can you take now to serve them better?
How soon can you implement your intentions?

For more information on our customer service strategy or training services, leadership development or executive coaching you are welcome to contact me - Phone: +27 33 3425432, Mobile: + 27 82 4993311, e-mail: brenda@146.66.90.172

Life’s Journey

March 5, 2016 by Brenda Leave a Comment

Often we don’t know if we are on the right track. And sometimes we are simultaneously heading towards a chosen destination, yet trying to stay open to opportunities along the way. We need to recognise and optimise opportunities.

And while on life’s journey, we may be so focussed on the task, in achieving our goals, we may not pay enough attention to the importance of the people on board.

What are you doing to cherish your relationships?
Who are you grateful to?
What have you done to show your appreciation?
How are you meeting the needs of your team at work and at home?
What legacy will you leave?

Motivating your Mind…Inspiring your Spirit

February 20, 2015 by Brenda Leave a Comment

Building relationships enables us to explore possibilities and then work together for mutual advantage. The benefits are enormous.

Through my membership of the NSAA (National Speakers Association of Australia) I met Rob Salisbury, Director of Strategic Resources International who is based in Singapore, Sydney and the USA. And it was through the same organisation and through Rob that I was introduced to Monika Newman of Absolutely Virtual, who is based in Sydney.

I am delighted to have again been invited to be a contributing author to their excellent e-book ‘Motivating your Mind … Inspiring your Spirit’. Congratulations to Rob and Monika on initiating, co-ordinating and completing yet another excellent e-book. This 2015 edition contains 107 stories written by over 95 contributors. And they are based in many different countries.

My invitation is to you, the reader is to download your complimentary copy of this new e-book by:

Going to http://bit.ly/SRI_2015_e-book
Then clicking on the download button in the top right hand corner of your screen or right-click on the download button
Select save page to Dropbox or save to your computer.

You’ll have your own copy of ‘Motivating your Mind…Inspiring your Spirit’ which you are welcome to share with others.

My two articles, ‘Broken Biscuits’ and ‘Don’t worry, be happy’ appear on pages 35 and 36. Enjoy reading the stories. And as you read them, think of the power of networking, building relationships. Without my Australian friendships I would not have been invited to contribute stories to this book – and I would therefore not have shared them with you! Thank you for being part of my network.

For more information on training in networking skills please see www.strategy-leadership.com or contact Brenda on brenda@ strategy-leadership.com or +27 82 4993311.

Letter to Tom

September 19, 2014 by Brenda Leave a Comment

Dear Tom,

Since I first met you at the NSAA Convention in Melbourne a few years ago, I have marveled at the way in which you have built up the Beechworth Bakery and other businesses. Thank you for being such a wonderful inspiration.

I love reading your stories of how at the age of 6 years you decided that you had to be able to buy your own mattress. You immediately started working towards your goal which you achieved through being a hardworking entrepreneur. By then you knew how to succeed and have continued to build on that. Yes, we need to have purpose. And you have an excellent ability to combine purpose with your passion and thus achieve excellent outcomes.

I thought you’d be fascinated by this picture below:

In this photo taken yesterday in Pietermaritzburg, Kwa-Zulu Natal, Republic of South Africa, you’ll see:

Nathi Mbhele, Save Hyper Bakery Manager
Rashaad Solomon, Manager, Save Hyper
Devan Moodley, Group Bakery Manager

They are talking to a group of Cordwalles Primary children and their teachers. This was part of an interactive workshop.

I’m sure you are already saying ‘I know where they got that idea’. And yes, you do. Your examples from Beechworth Bakery had a huge impact on the management team and staff and we are very grateful for that. During a ‘Sustainable Customer Service Strategy’ programme which I’m running with Save Hyper at present, spanning a period of 6 weeks, I showed them your video and they decided to follow your example of encouraging children to come into the bakery.

The group of children and teachers spent three hours at the bakery yesterday. As Rashaad Solomon, General Manager said, ‘This was a branding exercise and way of connecting to future customers.’ He also said: ‘I was so touched seeing the excitement and enthusiasm on the kiddie’s faces.’ After a productive and exciting morning, the children each took home a cupcake and loaf of bread. And as you mention in the video, Tom, those children are going to be reluctant to let their parents buy bread elsewhere!

So let’s look at just a few of the lessons we are learning through this example:

Show appreciation. Our theme this week is ‘Show appreciation’ and all 300 staff have been asked to actively and sincerely tell customers that they appreciate them and the business they bring. They are working on this principle both at work and in their home situations. Each participant needs to apply the principle and ‘catch some-one doing something right’ in relation to showing appreciation. Next week staff need to come with examples of what they have seen and done during the last week. So, Tom, I’m setting the example by telling you how much I appreciate your ‘way of being’. The photo shows a concrete example of where you have impacted positively on others and I’m grateful to you.
Passion fuels positive action. Your passion and actions are aligned. You have always worked incredibly hard in order to achieve your goals. The Save Hyper team is doing exactly that. They are following a path that generates enthusiasm. No wonderful they are the current Pietermaritzburg Chamber of Business (PCB) ‘Business of the Year’.
Having fun while we learn energises and this motivates us in all fields. In your video, your sense of fun is infectious. Save Hyper picked up on this and the staff, children, teachers and bystanders all had a great time yesterday.
By building relationships we can recognise and optimise opportunities. There is a sense of trust and people take risks more easily where there are positive relationships. Yesterday’s session was the first the team at Save Hyper had held. Yet, together they could experiment and be pioneers in this field.
We need to share our experiences and the ripple effect goes way beyond our boundaries. I shared your examples and showed your video to the management and staff of Save Hyper. Thus 300 people enthused over your positive approach and wonderful ideas. So, a promotional activity demonstrated by you in Victoria, Australia was repeated in KwaZulu-Natal, Republic of South Africa. And the outcomes were positive.
It is important to recognise opportunities to promote our brands. The children each left with their cupcakes in the beautiful magenta and lime branded Save Hyper boxes. So there was follow-through from the experience and this cemented the memories. They had something tangible to take home as a reminder.
Capitalise on the culture of the organisation. Save Hype is a nice place to be. The experience is great. And this reflects directly back on the way the Beechworth Bakery works. There is a similar culture of caring for each other and caring for our customers.
Tom, as you know, one of my passions is networking. This involves connecting people with people, people with opportunities and people with information. So, by sustaining our relationship over the years, I was able to be the catalyst in indirectly connecting the Save Hyper team with you and your work. This enabled them to see opportunities. And then this helped to release their energy and creativity. And of course, there was a lot of hard work involved, too.

Tom, no geographic boundary can contain your enthusiasm. Your influence has overflowed and we are reaping the benefits here in South Africa. I do hope it won’t be long before you visit again? I’ll be in Sydney in November and perhaps I can ‘catch up’ with you and Christine then?

Warm wishes and thanks,
Brenda

Customer Service is Everybody’s Business

August 25, 2014 by Brenda Leave a Comment

It is rewarding working with companies where there is a deep understanding that ‘customer service is everybody’s business’. Save Hyper in Pietermaritzburg is an example of where the entire staff is involved in a six-week ongoing programme. Each week, in groups, 300 individuals participate in training sessions and this includes management, those involved in sales, administration, butchery, bakery, car-guards, cleaners etc. I am amazed at the quality of their input and their commitment to working together to raise their levels of customer service.

Brenda and Rashaad Solomon, manager of Save Hyper during a training session.

Following a one-day workshop for the management team where the guidelines had been considered, a six-week programme was implemented. At the first sessions for the 300 staff, they were asked in groups to compile their own lists of the benefits of excellent customer service. A summary of their consolidated input is outlined below:

What are the benefits of providing excellent customer service?

What is the impact on the business in general?

Higher standards of service provide a competitive advantage.
Competitors in the industry or line of business are thus challenged to aim for higher standards and the general levels improve.
Sales and profit increase and thus there is business growth.
The growth of the business leads to more taxes being paid and this helps the country’s economy.
There will be more job opportunities.
The business will become the employer of choice and thus jobs at that company will be sought after.
Internal and external communication is improved.
The business can invest in quality products.
The reputation of the business is enhanced.

How will the customers feel and what will they do?

The customers will be happy with the service and products and continue to support.
They’ll keep coming back and this will lead to an increase in the life-time value of the customer.
Customers will know that we believe that long-term relationships are more important than sales.
Customers feel good about shopping in this environment and tell their friends. Word-of-mouth advertising and marketing lead to more sales.
Because there are good relationships, when things do go wrong, customers know they’ll be listened to and treated with empathy.
They’ll think of this business as their ‘one-stop-shop’ for a whole range of their needs.

Why will staff be more motivated?

By smiling and being friendly, they will build relationships and bond with the customers more.
Communication with customers makes it possible to get good ideas from customers.
The growth in the business and greater productivity of the staff are likely to lead to salary increases.
There is greater respect towards colleagues and good working relationships result.
Staff will have a positive attitude towards the business, their jobs and the products and services offered.
They’ll have improved product knowledge and be able to guide customers and this increases the level of sales. Customers are more satisfied.
Customer confidence increases.
Staff enjoy a good and healthy work environment.
It starts with YOU! If customers trust you, they are more likely to trust the products.

All the above will escalate and support new higher levels of customer service. Thus more customers will shop and the business will grow even further. Customers and staff will be happy and loyal. Improving customer service standards has huge benefits.

Some of the staff in discussion during a training session.

For more information on customer service training, please contact brenda@146.66.90.172 or phone +27 82 4993311.

Save Hyper – How do we continuously improve our service?

August 19, 2014 by Brenda Leave a Comment

I’m always fascinated at how similarly – and yet how differently - the teams from various firms approach the question, ‘What do we need to do to continuously improve our customer service?’

At present we are running a six-week customer service programme with Save Hyper. The management team developed their lists of their answers and these have been consolidated as follows:

Revisit the company vision and goals on a regular basis. And explore what they really mean to the organisation and to the staff. How do the staff see them? How could they interpret and align their behaviour better?
Create a culture of ‘continuous improvement’. Practice ‘positive discontent’. Regularly examine and question each element of your service. And for each ask: ‘is this the best it can be’? If the answer is ‘yes’, we review that same element at the assigned review time and ask the same question again. If the answer is ‘no’, then look at constructive and creative ways in which to remedy or improve that aspect of service. And implement.
Go the extra mile. I love the expression: ‘there are no traffic jams on the extra mile’. So few companies go there so this becomes a competitive advantage.
Make customer service memorable – it is an integral part of everyone’s work, regardless of job description.
Listen to what customers are really saying (rather than ‘listen to your customers’). There I would add, ‘and take steps to find out what they are not saying’!
Listen to your customers in a way that makes them feel valued. The quality of your listening is important.
Consider everyone in the organisation as a brand ambassador.
Observe how the staff present themselves. And this is deeper than just how they appear, although that is very important. Individual hygiene comes into this, too. How professional and loyal do they appear in everything they do?
Take note of how staff members interact with customers and is their attitude positive? Are they warm and friendly and building relationships? Or are they just answering questions as part of their job?
Engage with customers – both the external customers and the internal customers. Build relationships. Advise them on their needs and hi-light opportunities.
Adapt to the customers’ changing wants and needs. And here we need to becognisant of past and potential customers, too. What do they want and need from your organisation or business?
Find ways to creatively tap in to what people really think about your service and products. Have effective, regular surveys with people who shop at your shop – and also with those who don’t.
Have effective measurement tools to track customer service. Get regular relevant and useable feedback from customers. Use it to improve business.
Identify ‘stumbling blocks’. What is making it more difficult for customers to shop with us? How could we make it easier for our staff to do a good job?
The managers and staff need to be visible and available. This applies particularly when a query needs to be resolved. It is pointless their being there, engrossed in ‘team-talk’ and not being available to customers.
Address complaints promptly within the framework of your sound ‘bounce back strategy’.
As managers, coach and mentor others. Transfer your skills. Mentor team members and communicate regularly and effectively with them.
Empower staff through regular training and other initiatives.
Good customer service should be acknowledged and rewarded. And this is an interesting point. The sooner a member of the management team or team-leader says ‘well done’, the more effective it is. And consider what reward would be appreciated? Sometimes, the acknowledgement is enough and they don’t need any other reward.
Monitor the cost effectiveness of improved service to all aspects of the business, including admin and warehouse.
Display products in the most appealing and effective manner. And merchandise productively.
Everyone who answers a phone needs to be trained in telephone etiquette and use it effectively.
Visit other retailers. Know as much about your competitors as possible. Use that information to build better service. Also explore diverse businesses to see if there are ideas you could adapt and incorporate.
Everyone needs to practise self-leadership. Be flexible and open to change and improving the way you do things.
Make customer service a functional requirement of everyone’s job.
Have fun! Enjoy your work.

The conversations in groups provide a platform for quality conversation. By sharing ideas and perceptions, not only is information transferred, but relationships are built. Relationships both within the business and externally as well provide the framework within which customer service can flourish.

For more information on Sustainable Customer Service strategy or any of the other services we offer, please contact brenda@146.66.90.172 or phone +27 82 4993311.

We shouldn’t chase the Universe

August 16, 2014 by Brenda Leave a Comment

Networking involves recognising opportunities and building positive relationships. Let me tell you about a series of co-incidences which led me to meeting Yaa Ashantewaa.

She and I had first connected electronically through a mutual friend exactly a year ago. A few e-mails backwards and forwards started building the relationships but we weren’t able to meet as there always seemed to be conflicting arrangements in our diaries. The Universe obviously knew the time wasn’t right! Then suddenly, exactly a year later, chance circumstances positioned us at tables next to each other at Aubergine, my favourite coffee shop.

Yaa Ashantewaa overheard my conversation, immediately Googled me and realised that I was the same ‘Brenda’ that she had tried so hard to connect with the previous year! Although we had never met before, it was like a joyous reunion and she invited me to go through to the room where, in celebration of Women’s Day she was presenting her motivational talk to a group of Old Mutual marketers and their guests. So I was spontaneously included in this function organised by Buhle Malunga, Marketing Manager, East Coast Region, Old Mutual.

Yaa Ashantewaa, motivational speaker, Buhle Malunga, organiser and Brenda Eckstein.

L-R: Yaa Ashantewaa (motivational speaker), Buhle Malunga (Old Mutual) and Brenda Eckstein.

I was intrigued by Yaa Ashantewaa’s joyous message. During her talk, she tried something new. Handing out pieces of paper, she asked each of us to write down our names and complete the statement: ‘I know for sure…..’ Then we swapped papers with the person next to us who using our names announced our responses. An example is, ‘Brenda knows for sure that we are all connected’.

Some of the spontaneous responses were:

I know for sure:

Passion is purpose.
I have purpose.
There is a reason I’m here today.
I believe in myself.
I am a success.
I am loving.
Love is real.
I’m fabulous.
I can be the best for others.

My question for you is, what do YOU know for sure? What is your reality?

Part of Yaa Ashantewaa’s message included ‘hang out with the right people’. Learn to read other people’s movements. Be present. Be aware of the possibilities arising every moment. Understand the environment and wait until the time is right. And this linked with her opening where she said that we shouldn’t chase the Universe. In our case, it was time for us to meet. And I’m delighted our paths have crossed.

For more information on training in networking, keynote speakers and Executive Coaching, please contact brenda@146.66.90.172 or visit www.strategy-leadership.com

Personal networking – a different perspective

June 11, 2014 by Brenda Leave a Comment

‘Personal networking as a Business Tool’ is the title of a workshop I presented recently for the Durban Chamber of Commerce and Industry. This session emphasized the importance of building positive relationships which, in turn, help us to become the person of choice, firm of choice or business of choice.

Positive relationships also generate an ‘absence of malice’. When things go wrong, as they often do in business, within an existing positive relationship, we are more likely to be given the benefit of the doubt. So while acknowledging the importance of social media, the focus of this workshop was on the benefits of building positive relationships.

L-R: Iqbal Sheik, Harold Sampson, Vidhaan Deolal and Zanele Nzaza.

In summary, the consolidation on some of their ideas on the benefits of personal networking are:

Personal networking is beneficial within groups and organisations and externally as well. We need to carefully identify where we play roles and who our stakeholders are. In other words, whom do we serve? And which entities or people have power over our organisations or over us? The benefits of fostering those relationships are enormous.
Business expansion can be gained through personally engaging in a range of different activities. We thus interact with a wide range of people. For example, by playing cricket and getting to know the other cricket players and their supporters, opportunities for new avenues of communication through their networks may be recognised.
A greater connection between personal passions and building networks which can benefit us in the work situations. For example, where we have an interest or capability, by offering to serve on committees or boards, or taking other leadership roles, we become more ‘visible’, and are also ‘in the know’ regarding developments or other information which could be helpful to us or to others, if appropriate to share.
‘If you grow yourself, you grow some-one else.’ Within an organisation, if we improve our product, service or the way we operate, we can more easily complete processes, enhance the over-all performance, thus lifting standards for everyone. Quality conversations play an important part in this.
By having a ‘finger on the pulse’, we can notice issues and problems as they arise and thus solve them more quickly and easily.
By keeping track of people, and knowing about their new positions and developments, we can create opportunities for them, for ourselves and for others.
Willingness to help is reciprocal. If we have an attitude of ‘what can I do for you?’ others will be influenced by this. When we need help, others are more likely to notice and offer to help us.
When we are searching for new staff, if we have positive relationships with others, we are more confident in accepting referrals from them. Thus, gaining the right people for positions in our organisations can become less onerous and the positions are more likely to be filled with ‘the right person for the job’.
As networking involves connecting people with people, people with information and people with opportunities, the more we network, the more likely we are to recognise and be able to optimise opportunities on a larger scale for ourselves and for a wider range of people. Our networks become broader and broader.
People get to know us, our products and our services. And we know more about others and their current and changing business needs. Thus we can more easily match our products and services to their actual needs.
Although we all know that networking builds trust and positive relationships, the more we network, the more we are reminded of this and able to recognise and optimise opportunities.
Through networking we are exposed to new ideas which we can transfer to our own situations. In addition, being able to test our ideas within trusted relationships creates opportunities for us to try new things, take prudent risks.
Networking helps us to set new goals and create focus on what we want to achieve.
Elements of time management are significant. We get things done a lot faster by knowing who to go to. And this isn’t always the decision-maker at the top. Sometimes, by having a good relationship with say, the CEO’s personal assistant, we are more likely to get the appointment with the CEO.
By allowing more time for the important or strategic activities, there is more time available for a work/life balance. By having more quality time with family, we are able to concentrate on the important things at work and growth is more likely.
Life is more enjoyable when we work with people we know and trust. And this applies in our formal work positions, with our families and in our community engagements, too.
By guiding others, we develop our own leadership abilities and become recognised for those. This opens further opportunities for us and for others.
By developing our own potential further, through networking, people begin to perceive us as an expert in a field. Thus they come to us for advice and this often makes us ‘lift our game’ and we in fact may become that ‘expert’.
We develop our field of influence. And this can apply at a micro (internal) or macro (external) level.

For more information on our personal networking training programmes or keynotes please contact Brenda on brenda@146.66.90.172 or +27 82 4993311.