Creating an efficient, effective workplace begins with hiring integrity-based, hard-working people and placing them in positions that maximize their skills and strengths. When you take the time to vet and hire employees with character, honesty, integrity and work ethic, you don’t need to micromanage. You can give them the freedom to make decisions every day that are well thought out, analytical and accurate. In each position within your company, the employee will have the wits, drive and integrity to make solid decisions.
Providing them with the right tools for the position — very specific training, employee operations guides and mentoring — will ensure they have a structure in place for success. Now you’ve got the foundation. Your business is not based on a house of cards; it is solid. You have cultivated an atmosphere that enables your employees to trust their instincts when handling customer issues.
Confidence is key
At Jarrett Logistics Systems and PackShip USA, our employees are empowered to make decisions for the customer on the spot, and that’s a better service to our clients. They are not afraid to make these decisions or worried about repercussions because they know they are well-trained and their bosses have provided the mentorship that gives them confidence in their decision-making.
An atmosphere of teamwork and recognition will foster creativity and confidence. It’s my experience that employees who have good rapport with the CEO will feel a real connection to the business. They will be more comfortable and self-assured, and more invested in the company. They’ll have the entrepreneurial spirit we highly value, because they’ll feel like it’s their business.
Employers should be a visible presence, walking among, talking and listening to employees as often as possible. It’s the tried and true “management by walking around” business model. At Jarrett and PackShip, we have an open-door policy — my office is centrally located and the doors are left open to encourage interaction.
Building a relationship
We train our employees to think of the customer’s perspective when fielding a request or addressing a concern. The angle they take to resolve an issue is reflective of their personality. We encourage our people to develop a strategic relationship with our clients, instead of a transactional one.
A transactional relationship is completely business-focused. The employee and customer are cordial but conversation is limited to the matter at hand. If there is a problem, the customer may just use someone else next time because they don’t feel a connection to their representative.
In a strategic relationship, the employee demonstrates a sincere interest in the customer; they are familiar and friendly, they’ve shared stories and experiences, and have empathy for one another. A dissatisfied customer is more apt to reach out and resolve an issue in this type of relationship.
Employers, you should value the dedication and interest employees show in your customers, which stems from the interest you show in them. When employees feel this connection to you, you’ll both have confidence in their ability to make smart and sensible accommodations to unusual customer requests, or serious customer disputes.
