15 Easy Ways to Celebrate Customer Service Week (and Do a Bang-up Job of It, Too)

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“The way you treat your employees is the way they treat your clients” – Cathleen E. Rossiter, PCS

With Customer Service Week only five days away, I thought I would share with you a few more ideas and resources to help make the planning and execution of a fabulous day easier for you. Below are my 15 helpful tidbits. Please e-mail me your stories and photos from your week’s celebrations. I will be happy to share them with our readers.

  1. Create and send a daily Customer Service Week newsletter to all the members of your team/department/company as a quick way to keep everyone apprised of the day’s events, remind people of requirements for the next day, announce winners, and highlight superior service instances or a team member’s accomplishments.
  2. Put together a yearbook with photos, stories, or anything that made the week special and memorable. I combined the yearbook aspect with a cookbook our print department bound for us. Each member of the department received a copy. To earn money for next year’s celebration, you could check with management about selling copies to those outside your team for $5 or $10. Here are three of the recipes I included in our cookbook –  Cathleen’s Favorite Recipe – Barbecue Drumsticks Cathleen’s Favorite Recipe – Black Moons Cathleen’s Favorite Recipe – Quiche Lorrainehandwritten thank you
  3. Every day have each person write at least one way that three people within the company helped him or her do a great job servicing clients. Give examples. Then complete an official thank you note and send it via interoffice mail. Each person on the team should choose three new people each day.
  4. Give a contest winner an extra 30 minutes or an hour for lunch on the day of his or her choosing.
  5. Award prime parking spaces to winners or on a rotating basis to each CSR.Reserved Parking
  6. Give gift cards to each member of your Customer Service Team. Also great for contest winners. DD Thank you gift cardgold-gift-box-small gift card  Starbucks gift card Apple Gift card (disclaimer, the links in this post are not affiliate links, merely suggestions of gifts that have worked well for me in the past.)
  7. Hold a special breakfast or luncheon in honor of the Customer Service Team, either on site or off.
  8. Work with local sports teams, theaters, art centers for possible donation of tickets as prizes.
  9. Hold a storytelling contest of the best and worst client experiences each CSR has had. If you can’t find an electric fireplace to tell the stories around, you can download a fireplace app for your phone to add a special touch.talent show
  10. Hold a before or after hours talent show or karaoke contest. If it works logistically, hold the contest in the department’s conference room throughout the day. Alternatively, the contest could be held in the cafeteria or some other place that would bring exposure of Customer Service Week to the entire company as a means to encourage further participation.
  11. Have CSRs write a short piece (this post is 576 words) on how they got started in Customer Service and what they love most about it. Post the stories on a central bulletin board.
  12. Ask upper management to write personal thank you notes to each CSR.
  13. Allow CSRs and others to send Thank You balloons (for your service, dedication, cheerful help, whatever fits) to
    the CSRs. You can charge 25 cents per balloon and 15 cents to add a personal note (check with Human Resources regarding message guidelines to stay compliant). An inexpensive way to handle this is to write on plain balloons with colored Sharpies.
  14. Hold a regional food festival as a mid-week pick-me-up. This could be done either as a potluck or as complimentary take-out food.
  15. Hold a photo contest to capture the spirit of the week on film. Alternatively, you could put together a video of the week for your company intranet.

If you do nothing else next week, make certain that you thank everyone who helps you service your clients well. Remember, although there may only be a few days to pull together an official celebration, it is never too late to say Thank You to someone. Sticky note thank you

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5 Days of Easy Ways You Can Celebrate Customer Service Week in Your Office

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This October, the 5th through the 9th to be precise, marks the 23rd anniversary of Customer Service Week, an international celebration of the hard work and dedication of the people who keep customers happy and take care of their needs.

Click on the official logo above to access the official website and get started on planning your celebration today.

As a former chairman of the Customer Service Week committee at a former company, I thought it would be helpful to share some of the ideas we used to show our appreciation for our Customer Service team and the other people in the company who helped us do our jobs in servicing our clients. As our company became aware of Customer Service Week only a week beforehand, we had no official budget so these ideas are all low to no cost. Once the week progressed, other departments caught the bug and donated or sponsored extra events, such as an impromptu Wednesday afternoon pizza party to accompany our planned departmental Miniature golf tournament. Let’s get started.

  • Using supplies we found in the supply cabinet and printing certificates and signs using the official logo, we put together a Welcome Center after hours so that the Customer Service team would walk into the office on Monday to a great big “Thanks”.

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The Welcome Center is where the week’s schedule of events was posted along with updates and all the get-to-know-you activities that ran throughout the week. This is where the grade school teacher in me went into overdrive, as you can see.

  • Some of the activities we held were:
    • a childhood photo match where each member of the department brought in a copy of their favorite baby picture (I was the only one who knew which one belonged to whom) and everyone had to guess who was who. The guesses came in all week and were revealed on the last day. We didn’t have a budget for prizes so we posted the winners boldly at the Welcome Center and left it up for the week afterwards.
    • a Something-you-might-not-know-about-me Contest. Each team member sent me five or so tidbits about themselves that other team members did not know such as “I was voted Band Preppie for all four years in high school” or “I am an archery instructor” or “I am the fifth generation of Civil War re-enactors in my family”. Again, the results were revealed on the last day.
    • Word searches, sudoku puzzles, and sundry trivia games that people could work on during breaks.
  • For each CSR, we hung balloons in the official colors with a gift bag of company-logoed gifts (donated by the head of our business unit) along with official Thank You certificates for things each one had done for clients or co-workers. During the week, more certificates were added as people from within and outside of the department added their thanks. (A note: The enthusiasm we created drew people from other areas solely out of curiosity as to what was going on that was so much fun.) Image085

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  • Monday we held a Kick-off Tailgate party for lunch. Everyone brought in their favorite tailgate food along with the recipe. Tailgate

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  • Tuesday was a pot luck CSR-only breakfast held an hour before the lines opened. For this, I bought Thank You gifts for my team (ceramic travel mugs from Starbuck’s).  BReakfast 1
  • Wednesday was the impromptu pizza party sponsored by the marketing department to accompany our miniature golf competition and non-alcoholic Margaritaville, complete with Jimmy Buffet music. Each person was given a paper plate with a hole cut in the center to decorate with whatever they had at their desks. We then placed the “greens” around the office. The marketing staff leant us their clubs (conveniently stashed in their trunks) and company-logoed golf balls. The winner was awarded first place in line for the next day’s pot luck luncheon. Image121

    I am quite proud of this green. I chose the 19th hole. Notice the diver looking for errant golf balls.

  • Thursday’s Pot Luck Luncheon – Pot Luck
  • Friday’s Red Carpet Walk (each CSR had his or her own stars with more thank-yous from people in the company) and lunchtime movie snacks (donated by the snack bar) 
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The Unseen Value of Superior Client Relations

The Unseen Value of Superior Client Relationships

By Cathleen E. Rossiter, PCS

How often, as a client, have you experienced the sense of disconnection with the particular company you happen to be dealing with at a particular moment? How often do you become frustrated when you just can’t seem to get the company’s representative to deal with you on a personal level, to break away from the official script and listen to what you are asking? How often, as a business owner, do you apply these experiences to the way your company provides service to its clients? 

Man Using Credit Card Online

More times than I care to mention, I have been in the same position and experienced the same frustrations. Oftentimes I just bear it (grinning never entering into the equation) thinking that there is no point in taking my business elsewhere as “they’re all the same”, biding my time until someone else comes along with a better offer that will make the lousy treatment somewhat worthwhile.

I am no shrinking violet, however. I have no qualms about taking my business to a competitor who will treat me properly; with the respect I deserve (reporting my dissatisfaction to the Better Business Bureau, et al). I am the client who silently slips away, because experience has taught me that:

if someone will not listen when they have my attention, they will not listen when they’ve lost it. A company that will not treat me with the respect I deserve 1.) will not notice that I have taken my business elsewhere, and 2.) will not care why.

Experiences such as these have made me keenly aware of the level of service I provide to everyone I meet. As business owners, it is ever more critical to pay close attention to the service provided by one’s company.  It is critical that, as business owners, we continually place ourselves in the shoes of our clients in order to keep a loyal client base by paying attention to, and meeting, their individual needs. As noted in an article in Spoken Communication (http://blog.spoken.com/2010/10/cost-of-acquiring-a-new-customer-6-to-7-times-more-than-keeping-exisiting.html), the financial benefits alone are incentive enough to build strong, working relationships with each client. The most staggering statistic of the bunch was the phenomenal increase in profits that come from increasing client retention by as little as five percent – a five to ninety-five percent increase in profits.

According to the article referenced above, it costs up to seven times more to attract a new client than it does simply to hold onto a current client. Client Acquisition Cost = Total Acquisition Expenses /Total New Clients. In order for you to get a clear picture of how valuable your current clients are to you, look at your Client Acquisition Costs in relation to how much revenue each new client brings in and how long new clients generally stay with your company. Now compare that to the revenue your existing clients bring in (not forgetting the value of their Word of Mouth advertising and referrals) as well as their longevity with your company and the amount of money spent on retaining them. In today’s economic environment, how much sense does it make to throw money out the window chasing possibilities rather than keeping the same money in the bank maintaining tangible assets? This is not to say that attracting new clients is unnecessary, as that would be foolish. This is merely to demonstrate how easy it is to overlook the true value of the clients your company has already acquired. Look at your own numbers  and see how much you could actually be doing to build your business with the savings.

A key to superior client relationships is the motivation behind the relationship. If the motivation is strictly financial (and, clearly, this is a strong motivator), the authenticity of the relationship will be lost and the lack thereof will be immediately noticeable to one’s clients. Another critical factor in establishing and maintaining superior client relationships is that the motivation, desire, and initiative in doing so comes from the very heights of the company and filters down through every person in every department.  In this way, the authenticity of the relationship is maintained at every point of contact, building confidence and trust with each client. Confidence and trust are key components of client loyalty, which as we have just learned, is a truly valuable asset.

The Rossiter Report – Volume 3; Number 2 – “Brown Grass – How I Came to See the Light”

The Rossiter Report – Volume 3; Number 2

By Cathleen E. Rossiter, PCS

“Brown Grass – How I Came to See the Light”

boy looking through binoculars

“There are none so blind as those who refuse to see.” – Old Proverb –

Gazing out upon the nearly-full tidal pool at the Plum Island Wildlife Refuge in Newburyport, Massachusetts on this unseasonably warm, early April day, I see brown. The parking lot in which I sit, writing, is at a slightly higher elevation than the tidal pool and the adjoining fields of marsh grasses. This vantage point affords enough of an aerial view to see partially over the hillocks in the near distance, across the harbor to the towns of Essex and Ipswich on the horizon. This bird’s-eye view (albeit that of a bird perched on a very low tree branch or a parking sign) places my vision above the fields of newly mown marsh grasses to see dozens of acres of brown. Even the tidal pool is cast with brown in the harsh light of the noon sun.

Very few people stop here for more than thirty seconds. To them, it is just a brown and lifeless landscape; boring. The only people who stay for any length of time beyond the thirty second mark are those birdwatchers who stay only long enough to spot (then consequently check-off) a new bird on their list, with no intention of actually observing the bird and getting to know it. What astounds me is the wealth of beauty that this spot possesses and is missed by those who come in search of a pre-determined idea of what is worthy of notice.

A few years ago (wink, wink) when I was eight years old, I ventured into the kitchen after viewing my Saturday morning cartoons and stood next to my mother at the kitchen sink. “Mumma, I’m bored,” I announced. In her characteristic, gentle firmness, yet in an uncharacteristically direct tone, my mother looked down at me (without skipping a beat in the washing of the breakfast dishes) and said, “Cathleen. The only people who get bored are boring people,” returning her gaze to the garden while continuing with the dishes. Not only was I NEVER bored again, but also this experience taught me to seek out continually something new. A treasure or lesson could be waiting for me in the haphazard pattern of a first coat of paint on the front of a dresser; or the way a reed bends and sings in the midst of a storm yet never breaks; or the fact that the overriding expanse of brown before me is, in point of fact, made up of greens, reds, purples, yellows, and blues in myriad variations on a theme.

The same thing is true of the people we hire and the customers who purchase from us. Without the individual talents, viewpoints, and insights each one brings to the table (the painter’s palette, as it were), then the work of art we call our company or team would lack the depth, luster, and uniqueness that makes our work a masterpiece.

Consciousness is a choice. Simply wanting to be aware does not make it happen. One must choose to open one’s eyes and mind. One must choose to see everything, not only what is pleasant or comfortable.

The thing that changed for me on that Saturday morning so many years ago is that I decided to stop refusing to see the world in front of me. I became determined to remain blind no longer. This choice of consciousness has brought a depth, richness, and joy to my life and work that I have carried with me to every aspect of my life, particularly in relation to the people I encounter. I choose to uncover the layers of wealth and richness buried in each person in front of me at any given time so as to bring the very best to the relationship, project, team, or circumstance. In doing so I find no need for the all-too-standard jealousy, defensiveness, and subsequent subterfuge that plagues Cubicle Farms around the world. Allowing for the enrichment of the team with the free-flow of each other’s talents, insights, and experience (as opposed to the general practice of trying to control and suppress it all) creates an infectious dynamic among the team members that creates a pride in the work and an enthusiasm to produce the best; to be a part of the best. I, for one, would much rather spend the 10+ hours each day that I am at work in the quest to produce the best, to be part of the best in a lively, dynamic environment. When one ponders the alternative, which is what one has become all-too-used-to in the working environment, one wonders why one hasn’t seen the light sooner.

 

Copyright © 2014 – Cathleen E. Rossiter, PCS

All rights reserved. It is strictly prohibited to copy, redistribute, republish or modify any materials or software contained on the cerossiterpcs.com website or in subsequent support without the prior written consent of Cathleen E. Rossiter, PCS.

The Rossiter Report – Volume 3: Number 1 – “The Story of the Lovely Little House – A Cautionary Tale”

“The Story of the Lovely Little House – A Cautionary Tale”

By Cathleen E. Rossiter, PCS

The Lovely Little House

Once upon a time, there was a lovely little house set on a lovely little lot amid a lovely little garden. The owner worked hard to acquire the land, carefully plan the layout of the house and garden, and paid painstaking attention to detail during the building process. When the house was complete, all the other houses paled in comparison. For a long time, the owner put a great deal of effort into this lovely little house, increasing its value all the while.

After many years of the bliss that comes from careful attention to detail, the owner of this lovely little house began to spend less and less time nurturing his once-beloved asset. The owner began to focus his attention on other, newer acquisitions (of which there were many) that he felt would provide him greater satisfaction. These newer houses were bigger and had all the newest features. Naturally, they were more deserving of his attention, he told himself. Sadly, as the owner continued in his pattern of neglect, the lovely little house set on the lovely little lot amid the lovely little garden began to show the signs of being ignored. Eventually, the owner’s disregard prompted others to take an interest in the once-lovely little house set on the once-lovely little lot amid the once-lovely little garden. These others remembered just how lovely this asset used to be and began to work to acquire it for themselves.

One day, one of these others came along and acquired the once-lovely little house set upon the once-lovely little lot amid the once-lovely little garden (for much less than the first owner invested) and began to nurture it back to its former glory, adding personal touches along the way. He truly valued this asset as well as all the others he had acquired, treating them all with equal care. As a result of this care, the new owner never lost an asset he did not choose to give up.

Not so for the previous owner.  He spent everything he had trying to acquire new houses to make up for the ones he kept losing because they fell into his cycle of neglect. Sadly, contrary to what a wiser person would have done, he never longed for the lovely little house set on the lovely little lot amid the lovely little garden that had brought him so much pleasure and satisfaction in the beginning. Sadly, he never saw the value in his current possessions; therefore, he never maintained them. In the end, he lost them all.

Copyright © 2014 – Cathleen E. Rossiter, PCS

All rights reserved. It is strictly prohibited to copy, redistribute, republish or modify any materials or software contained on the cerossiterpcs.com website or in subsequent support without the prior written consent of Cathleen E. Rossiter, PCS.

The Rossiter Report – V2;N2 – “Breaking Out of the Chicken Farm”

The Rossiter Report – Volume 2;Number 2

by Cathleen E. Rossiter, PCS

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“Breaking Out of the Chicken Farm”

Chicken

Ginger: So laying eggs all your life and then getting plucked, stuffed and roasted is good enough for you, is it?

Babs: It’s a livin’.

Recently, I have been hearing a great many business owners expressing the dire need for employees who “think on their feet” regarding the jobs they were hired to do. These business owners are dumbfounded and frustrated at the fact that their employees (most of whom are long since out of high school) take no initiative and will not think beyond the immediate task at hand, as if they are working from a script and have no thoughts or words beyond that.

More and more, business owners are faced with a workforce who is looking to be told what to do at every turn. Perhaps it has to do with the fact that the generations of children that have grown up being shuffled from one scheduled activity to another, constantly told what happens next, what to do, and how to do it are becoming the bulk of the people in the workforce at large. Perhaps it has to do with the way the corporate world has functioned for the past several decades – where employees are told that their input matters and are encouraged to contribute, yet penalized in a variety of ways when they do contribute. This experience leaves the workforce to interpret this message as proof that the only way to move forward is to put one’s head down and wait for the next instruction.

Battery Operated Toy Robot

Regardless of how we got this way, it is critical for us to break out of this prison, taking the initiative to risk change. With the economy in the state it is currently, people are afraid to make waves and risk losing their jobs. Believe me when I say, “I’ve been there. I understand”. The problem that arises because everyone takes this point of view is that things never stay the way they are, they only get worse. We simply get used to the new norm and tell ourselves that things are the same. This is what Ginger the chicken in the movie Chicken Run is trying to get her fellow inmates to see. The quote referenced at the beginning of this article was prompted by Ginger recognizing the signs that something much worse was on the horizon for them.

For those of you who have never seen the movie, I not only recommend you watch it (if only for the pure entertainment value), but I will summarize the plot for you. Ginger is a chicken living on a chicken farm that is run like a prison camp (think Stalag 17 meets Hogan’s Heroes). Ginger’s only thought is to break free of the tyranny and live a free life, beyond the hills – with grass and sunshine; with the freedom to live the life she decides, the freedom from fear, boredom, and abuse. Her difficulty, and challenge, is in trying to convince the other chickens on the farm that the way things are is not how they were meant to be – that there is a better, happier way of living. Ginger could easily escape on her own, she had done it many times, but she cares enough about the other chickens that she will not escape unless they all can.

In the quote above, Ginger is asking her fellow chicken inmates to think beyond the mechanical routine that leads to, in their case actual death. In the case of so many people in the working world/Corporate America, this life leads to a broken spirit and emotional death. Ginger is trying to connect with the thinking part of her fellow chickens to open them up to their reality as well as the possibilities that are available to them if they would only think about events as they unfold and take the risks necessary to obtain this new life of freedom.

So too the contemporary business owner.

This begs the question, “How does one get beyond this mentality in order to create happy, thinking individuals who take in the whole scenario, process it according to what is right to do in the situation, and take the initiative to go ahead and DO what needs to be done?”

Consciousness is the key.

As an employer, you have to be conscious of your own work habits and the example you are setting. I once worked for a woman who hounded her underlings (yes, that is how she thought of us) to be productive and would publicly scold and berate us if she walked by and we happened to be taking a breath because, in her eyes, we were slacking. Her behavior created extreme resentment in her staff because her workday consisted of nothing but slacking (i.e.; complaining about all of the e-mails she had to go through and that she had no time to deal with them. In the meantime she would spend 90% of the time she was not in meetings texting or telephoning her friends and family).  This same woman would consistently change the essence of the tasks she delegated without telling us, then berate us for failing at the task. The behavior that she was modeling was creating an atmosphere of insecurity and instability which resulted in our running to her for every detail and instruction so that she couldn’t say we didn’t do what she wanted. We stopped thinking for ourselves because, our manager’s behavior told us to, regardless of what words she used.

You also, as an employer, need to be conscious of the reason you are passionate about your business. Recently I spoke with a business owner who could not do this. He could not tell me why he devoted his life, sacrificing time with his family, to doing what he does (which he clearly loves doing). In order to be able to project your passion to your employees or colleagues, you must be able to express the Why behind the What. Oftentimes, employees do not care about their work because they cannot see the point to it. They interpret their boss’ passion as obsessiveness or inability to be satisfied. The result is that employees give up trying to satisfy their employers because their efforts will be wasted since their employers will let them know that the work should have been done better.

Another area employers need to be conscious of is the effectiveness of the training system in place. One business owner I spoke with recently had nothing in place beyond the functional aspects of the job. The new hires were essentially thrown to the wolves on the first day to be trained “on the fly” with all of their mistakes quite public. Additionally, since they were not trained in how to work with their customers, they had an overwhelming feeling of inadequacy and humiliation so they, again, ran to the owner for instructions on the minutest task. The employees are afraid to remember anything because, “What if I get it wrong in front of everyone?” This business owner does not realize that he has created a system of failure for his employees because he has not given any thought to the type and style of the training he is providing to his staff. This business owner does not realize the effect that not caring about the training program he puts in place has on

  1. the morale of his employees (“He doesn’t give a hoot ‘n a holler about us so why should we care about him or his stupid job?”),
  2. the way they treat his clients,
  3. the cost of continually replacing employees (monetary cost as well as time and effort), or
  4. his Bottom Line.

As employees, you need to be conscious of not falling into the prison of numbing your mind and stifling your abilities. You need to be conscious of taking risks to make change happen. You need to be conscious of the most effective ways to communicate your needs to your employer or manager in order to clear away the barbed wire surrounding your workplace chicken farm.

Again, I know from whence I speak. I have been a culprit of each of these errors in thinking and have learned the hard way that staying silent, trying to adjust to a new level of abuse or dysfunction does not change any circumstance for the better. It allows, and in fact encourages, circumstances to get worse. Therefore, if you are unhappy in your job, ask yourself why. When you arrive at an answer, ask yourself why you feel that way. Continue asking yourself why until you reach the core of the problem. If there is anything you are at fault with and can improve on, do so. Once you know the core of the problem, you will be able to find a way to properly address the situation.

For example, if you find that the core of your dissatisfaction at work is that you feel that you are afraid to try or to think on your own because you have gotten the message that you will surely fail in the eyes of your employer/Manager(as in the case of the business owner above who was passionate about his work yet came across as impossible to please), then talk with your employer/Manager about this. By stating your case in terms that do not blame your employer/Manager, yet bring out the fact that you feel you are not able to perform to your best because of how you are made to feel and that you simply want to clear up any misunderstandings and expectations, you will go far in effecting the necessary changes that will allow you to do your best and love what you do.

If each person begins to make small changes, sooner or later great changes are made. I think you will find that sooner is sooner than you think.

Until the next time, I send you all my best wishes.

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Copyright © 2012 – Cathleen E. Rossiter, PCS 

All rights reserved. It is strictly prohibited to copy, redistribute, republish or modify any materials or software contained on the cerossiterpcs.com website or in subsequent support without the prior written consent of Cathleen E. Rossiter, PCS.

Question of the Week

The Rossiter Report – Re-humanizing the Workplace to Elevate Client Relations

The Rossiter Report“Re-humanizing the Workplace to Elevate Client Relations”

By Cathleen E. Rossiter, PCS

 

In my wanderings this past week, I have come across a good deal of jargon used in reference to employees. The examples I came across range from Human CapitalIn-sourcing, and Onboarding, to Sweat the Asset, Surplused, Extract the Max, and Deselect. With terms like these being used to refer to the human beings (in other words, people) that make your business run and bring in the profit that fills your wallet as business owner, it is no wonder that  more and more employees lose all sense of loyalty and desire to give 1000% to the company they are working for. It is no wonder that workplace morale is at such a low level. It is no wonder that employees readily treat clients as they are treated themselves. One thing that business owners overlook is the fact that your employees are the ones who keep you in business. If your clients are your reason for being in business, your employees are the reason you stay in business. Without your employees, you cannot run your business.

Looking at the terms referenced above, think about what happens in your way of thinking about the person that the term refers to. For example, what do you think of when you say the word “employee” versus what you think of when you say the term “Human Capital”.  The definition of Employee refers to “a person” where as “capital” refers to “accumulated goods devoted to the production of other goods; or accumulated possessions calculated to bring in income”.  How would you feel if you were viewed as a good or possession? Go through each of the terms used above and return to the original definition (I have attached links to the definitions for your convenience). By looking at the original meaning of the words we bandy about the office and industry thoughtlessly, we can get a good hold on what it is we are actually communicating. Once we realize what we are truly saying about the people who are serving us by running our business for us, we begin to get a handle on why a particular culture exists in our company.

In order to get a handle on the various ways in which your company is devaluing and de-humanizing your employees, try jotting down all the jargon you use during the day when referring to the people you have hired to run your business. Even if you do not make note of all the references you make, you will be quite surprised at how often you use jargon relating to your employees and how truly awful these terms can be. Once you have a list of terms you use, write down how each term makes you feel as the target of the term (include in your feelings the way you now relate to the work you are doing for the person giving you the label). Finally, think about how you want your employees to feel, then choose (and use) your words accordingly. It is easy to get caught up in the buzz-word frenzy because buzz-words make you feel as though you belong to the cool crowd, those who are In-the-Know. What we often do not think about is that, once you become part of a group you exclude everyone who is not part of the group; Those People on The Outside become of no value. Remember, your employees become who you tell them they are.

Copyright © 2012 – Cathleen E. Rossiter, PCS

All rights reserved. It is strictly prohibited to copy, redistribute, republish or modify any materials or software contained on the cerossiterpcs.com website or in subsequent support without the prior written consent of Cathleen E. Rossiter, PCS.