Learning from Your Employees' and Customers’ Complaints

Written by Etienne A. Gibbs, MSW, Management Consultant and Trainer

Continued from page 1

· Try doing something new and different.

· Listen attentively, patiently, and with good nature.

· Even ifrepparttar complaint seems unreasonable, don't tell him so. Keep it to yourself.

· Because nobody wants to be accused of being unreasonable, especially if it's true, admit that he might be right. (The implication is that you may be wrong.)

· Invite him to offer you in his own words a solution to his complaint. Say, for example, "If you were in my shoes, what would you do to correctrepparttar 119492 situation?" (Be careful not to call his complaint or situation a problem, because doing so might aggravate him torepparttar 119493 point that he loses his ability to think and express himself clearly.)

· Listen carefully and actively. Read his body language.

· Use feedback questions or statements to let him know that you're trying to understand and meet his needs. (Begin responses with statements like, "If I understand you correctly, ...")

When you takerepparttar 119494 time to listen to your complaining customers or employee, you'll hear what he’s telling you. Then you’ll be in a better position to turn him into a satisfied and loyal customer.

Remember: When you maximize your potential and that ofrepparttar 119495 complaining customer, everyone wins. When you don't, we all lose. © MMIV, Etienne A. Gibbs, MSW

Etienne A. Gibbs, MSW, Management Consultant offer a free health survey at http://eagibbs.usana.com; and Identity Theft protection at www.prepaidlegal.com/hub/gibbs54. Reach him at eagibbs@ureach.com or at 502-386-1175.

Turnover is Not a Problem

Written by Michael Beck

Continued from page 1

Ever work in a company whererepparttar prospects of advancement or expansion of responsibilities were nonexistent? Someplace where you knew that you weren’t going anywhere? Stay very long? That’s my point. Without an opportunity for growth, learning, expansion of responsibility, and increase in personal value, people leave. When people aren’t developed, turnover takes place.

Have you ever worked in a company where major changes were “sprung” on you like a surprise attack? Where work was assigned to you and after you completed it, you found out you had donerepparttar 119491 wrong thing? What happens when people don’t communicate effectively? Poor communication leads to misunderstandings, conflict, de-motivation, and stress. What do misunderstanding, conflict, de-motivation and stress lead to? You got it – turnover.

And then comesrepparttar 119492 most insidious issue of them all - treating people as objects rather than people. The truth is that from time to time we all fall into this trap to one degree or another. I’m talking about how we regard people. Again, use your own experience as your best example. Have you ever had someone say something kind or positive to you, but you sensed that they were being “phony”? They usedrepparttar 119493 right words, but you could tell their words were insincere? Did you believerepparttar 119494 words or your sense ofrepparttar 119495 person? No questions about it – we believe our sense of things and people. When we are faced with someone who says one thing but means another, does our respect for that person increase, decrease or stayrepparttar 119496 same? Clearly it decreases. Not only do we rely on our sense ofrepparttar 119497 person – our intuition – but we form opinions about them based on our insights. Have you ever worked for someone who you lost respect for? Did you stay at that job very long? When people treat other people as objects, turnover occurs.

Purpose, integrity, developing people, effective communications, and regarding people as people are all leadership issues. Exceptional leadership inspiresrepparttar 119498 best effort in others, and when people give their best effort,repparttar 119499 result is a high performance organization.

When you and your organization have a clearly defined Purpose, you attract and retainrepparttar 119500 talent you need. When you and your organization have integrity, you build trust and loyalty. When you and your organization are committed to developing people, people becomerepparttar 119501 best they can be. When you and your organization communicate effectively, conflict and tension diminish and cooperation increases. When you and your organization work to treat people as people, they appreciate it and reciprocate.

Turnover isn’t a problem - it’s a symptom caused by leadership problems. Fortunately,repparttar 119502 problems can be solved, and you haverepparttar 119503 power to make that difference. Strive to becomerepparttar 119504 best leader you can be.

Written by Michael Beck, President of Exceptional Leadership, Inc., a leadership development and executive coaching firm dedicated to creating exceptional leadership for higher profits and greater job satisfaction. Michael can be reached at 877-977-8956 or mbeck@XLeaders.com, and you can learn more about the company and these ideas at www.XLeaders.com Permission to reprint with full attribution. Copyright 2004, Exceptional Leadership, Inc.

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