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Maset News

Introduction
Message From Charles Loew
Comments From Our Readers
New On The Maset Web Site
Tips for New Employee Integration
Tips from Our School for Managers
One Liners
Feature Of This Issue
Second Feature Of This Issue
Third Feature Of This Issue
Coming in the Next Few Issues
Housekeeping

INTRODUCTION:

Welcome to MASET News. A monthly publication dedicated to the communication between MASET and our many interested friends, customers and potential customers

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MESSAGE FROM CHARLES LOEW:

  • Our feature article, "One Day in America: Service Rules", is one that every individual in every organization should read. It reflects a very real occurrence throughout the world in many situations. The author of the article, Ron Kaufman, lives in Singapore and travels the world extensively as I do. He decided to take his family on a vacation in the United States. The article describes his first few days in America and various situations that evolved. He also links each one to a very simple Service Rule. If you want your organization to concentrate on providing good service this article is a must read. Unfortunately the final measure is not as good as we would like it to be, but it does show us where we need to improve.

  • Our second article is a continuation of the "Integrity Matters Broadcast" by Jim Bracher. The question asked was "Does anybody do the right thing any more?" Fortunately, some people do. Enjoy the article and contemplate if you would do the "right thing". If your answer is no maybe you have identified an area for self improvement.

  • In our third article, Linda Stimac identifies a totally different way of "Selling" where the seller really becomes a consultant to the buyer. You may think this applies only to the sales person, but we are all sales people every day of our lives. We might be selling concepts, gaining consciences or teaching one of our employees to help them grow, but the reality of it is we are selling. Read this article and see how selling is very different today and how why you need to look at your skills and upgrade them.

COMMENTS FROM OUR READERS:

"As always, thoughtful, relevant, and timely articles for the business professional seeking to truly build lasting relationships, businesses, and skills. Thanks for sharing." - California

"Thanks for the communication. I must compliment you for giving us such wonderful information so regularly. Thanks once again" - Delhi, India

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NEW ON THE MASET WEB SITE:

Nothing new this month on the Maset Web Site.

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Tips for New Employee Integration

  • TIP 11: Tools to Become Productive
    Add the metric "time for new hires to become 100% productive" to the manager's and new hire's appraisal and rewards system.
  • TIP 12: Taking Advantage of Your Intellectual Capital
    Develop a New Hire electronic chat room/list server/web pages to help them help each other. Consider forming an affinity group and pay for their lunches.

Visit the Products and Services describing the Orientation Passport

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Tips from Our School for Managers
- by Andrew E. Schwartz

COMMUNICATIONS: - ALWAYS THREE DIMENSIONS:

Human communication is always three-dimensional. No spoken or written message is ever just words or rational thoughts. Every interchange between you and another person has and takes place at the following three intimately related levels, or dimensions, of being: emotional, physical, and rational. Any attempt to communicate will succeed if all of these dimensions are adhered to. Knowledge of this three-dimensional nature is the foundation of training. You can't get much closer to real understanding without these realizations.

Copyright A.E. Schwartz & Associates, all rights reserved
For more information: Charles.Loew@masetllc.com

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ONE LINERS - "To make you think and/or smile"

  • Practice is the best of all instructors.
  • I feel like my body has gotten totally out of shape, so I got my doctor's permission to join a fitness club and start exercising. I decided to take an aerobics class for seniors. I bent, twisted, gyrated, jumped up and down, and perspired for an hour. But, by the time I got my leotards on, the class was over.

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FEATURE OF THIS ISSUE:


ONE DAY IN AMERICA: Service Rules
By Ron Kaufman

Walking off the plane we got stuck behind two large Americans who were talking loud, walking slow and had no sense that an entire planeload of others were stuck behind them.

Rule #1: Service is not just commercial; it's a way of living that pays attention and cares about others.

Immigration was fast and polite. How nice for America's official representative to greet us in such a friendly fashion.

Rule #2: First impressions are lasting impressions. Make yours count!

The luggage cart had wheels in disrepair. Most of them were like that.

Rule #3: Smiling service is not enough; your product must work well, too!

The taxi was big, old and rattled all the way to our hotel. The meter started at $6.50. I mentioned the charge to the driver who said, "Two dollars to get in, four-fifty to get out. That's how it works here." I wondered how many non-English speakers would understand his explanation.

Rule #4: Good service is using language your customer understands.

The Hotel Bellman groaned when he saw our three suitcases and turned to get a baggage trolley. He literally threw my bag from the trunk to the trolley as I winced. Then he waited for a tip.

Sorry, Rule #5: No one is "entitled" to a tip. Good service "earns" a tip.

The Concierge was fabulous. If you are ever in Boston, look up Rob Fournier, Chef Concierge at the Wyndham Boston Hotel.

Rule #6: Good service leads to referrals, which is good for everyone.

We arrived at 2:00pm but check-in was not until 3:00. The check- in clerk suggested we wait in the Business Center on the 3rd floor. We went up and found a tiny room with only one chair available. Back downstairs, we discovered a lovely library on the ground floor with many comfortable chairs and lighting.

When we checked in at 3:00pm, I asked the clerk why she suggested we wait in the Business Center instead of the Library. She said she thought the Business Center was a nice place to sit. I asked if she had actually ever SEEN it, and she admitted she never had. I asked how long she'd been working at the hotel and she replied, "Three months."

Rule #7: Good service requires good product knowledge. Sending your customer to the wrong product or location will send them out the door.

The room-service menu was poorly printed and almost impossible to read. I showed it to the housekeeper who said, "They told me to put it in the room".

Rule #8: Good service means bringing obvious problems to someone who can fix them, not just perpetuating the problem.

I called to reconfirm our campervan reservation and got a recording: "Leave a message and we will call you back. We value your business." They never did call back.

Rule #9: Good service means keeping your promises.

We made a reservation at a campground, but later changed our travel plans. I called to cancel the reservation and was told "Our policy is to charge you if you do not cancel within 48 hours." But I had just made the reservation for that very night! "Sorry, that's our policy," she said. I asked to speak with the owner, who promptly agreed not to charge me.

Rule #10: Good service means using your common sense.

Service Rules:

#1: Service is a way of living that pays attention and cares about others.

#2: First impressions are lasting impressions. Make yours count!

#3: Smiling service is not enough; your product must work well, too!

#4: Good service is using language your customer understands.

#5: No one is "entitled" to a tip. Good service "earns" a tip.

#6: Good service leads to referrals, which is good for everyone.

#7: Good service requires good product knowledge. Sending your customer to the wrong product or location will send them out the door.

#8: Good service means bringing obvious problems to someone who can fix them, not just perpetuating the problem.

#9: Good service means keeping your promises.

#10: Good service means using your common sense.

SERVICE IN AMERICA? Inconsistency Rules.

Copyright, 2005, Ron Kaufman. All rights reserved. Ron Kaufman is an internationally acclaimed innovator and motivator for partnerships and quality service. He is author of the bestselling series "UP Your Service!" and founder of "UP Your Service College". Visit www.RonKaufman.com

SECOND FEATURE OF THIS ISSUE:


Integrity Matters Broadcast
By James F. Bracher

"Character"

Question:

Does anybody do the right thing any more?

Response:

Yes, and a case in point relates to a police report coming from Texas. The woman who did the right thing will probably never receive public recognition, but her story is commendable and reassuring. Over and over, we remind our readers that character is what folks do when no one is watching. And, you can restore your confidence in the goodness of people when you learn of the decisiveness, courage and compassion of this young woman. She was driving early one morning, at the speed limit, about 65 miles per hour, only to catch in her rearview mirror the sight of two cars catching up to her rapidly. She recognized that the speeding vehicles were weaving close to one another and she became anxious. Noting the cars were side by side, one in her lane, she knew to move to the right to get out of the way. As the vehicles passed she observed the drivers screaming and gesturing crudely to one another.

Returning to her lane, and proceeding directly behind them, only seconds later, one car bumped the other hard enough to knock it sideways and then smash into it again creating a horrible out-of control spin and crash. One car hurled crashing head on into the oncoming lane while the other driver sped away. Using her cell phone, the alert observer phoned emergency response professionals at 911 and then increased her speed until the other vehicle could be identified, including its license number. Returning to the scene of the accident, she saw police officers removing dead bodies; trying to reconstruct the accident. She was able to provide valuable information and learned later in the same day that the fleeing driver had been apprehended.

How many people would simply drive on? After all, who would know for certain who was there as a witness? Who would possibly question a person who simply stopped to wait for the police to arrive? Who expects modern-day drivers to place themselves at risk to gather information for those in law enforcement? Isn't that the job of police officers? In this instance, the ordinary citizen, a decent and caring young woman, accepted responsibility for making the world a better place and went the extra mile, in this case, probably several miles, at personal risk.

The lawbreaker (involved in a multiple homicide) is in custody. Whatever this individual says to explain the road-rage is simply unacceptable. Accidental murder with a motor vehicle is sickening. But intentional vehicular homicide is incomprehensible.

The good from this story is the integrity of one young woman. Her actions are a reminder to be responsive to the needs of others and a role model to do the right thing, even when no one is watching.

IF IT IS TO BE; (sometimes this is the truth) IT IS UP TO ME; AND YES, YOU TOO.

Published in Jim Bracher's Integrity Matters newspaper column on June 8, 2005

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RxSales: An Expert Performance SystemTM

Client-Centered Selling: Your Process - or Theirs?
By Linda Stimac, Author, RxSales: An Expert Performance SystemTM

When the president of a broker dealer speaks, financial advisors listen. As always, George Connolly exuded presence when he strode crisply down the aisle and ignored the podium, preferring instead to stand just inches in front of the first row of participants. You could feel the energy, pride, and promise he has for these financial professionals and the important work that they do with their clients.

I sat in the back row watching George, remembering the days, five years before, when he was a financial advisor like many in this group who, despite their success, wanted to improve their skills in order to achieve new levels of performance and personal satisfaction. In those days, George was an estate planning specialist and investment advisor with Merrill Lynch - and a highly successful one, mind you. But he knew that he, like everyone, had skill gaps which, if identified and corrected, would take him to new heights.

So, five years later, George knew his sales force very well because he had walked many miles in their shoes. In five short years, he had parlayed his business savvy, classical training as an attorney, experience as an actuary, and natural ability as a futurist into a full-fledged leadership position.

On this morning, George was introducing a segment that an RxSales consultant would lead on the Client-Centered System, the center piece of the RxSales Expert Performance System. He told the group of nearly sixty top producers at the "Circle of Excellence" meeting about his roommate from university days, when George was studying law and his friend was preparing for a career as a neurosurgeon.

"My roommate learned a fifty-six step surgical process for removing a brain tumor," he explained. "What do you think would have happened if he could not remember the exact sequence, or worse, if he decided one day that he would just wing it? If, for whatever reason, he performed step thirty when it should have been step sixteen, the patient would die on the table."

As you can tell, he is a big believer in the adage, Order Is Critical. George helped his group of financial advisors understand that there is no glory in "winging it," a practice to which many sales professionals confess when asked to identify the steps in their sales process. But George went on to differentiate between a company's internal, operational process that puts a product or service into the hands of the consumer and a different sales process: a client's emotional buying process.

Like the operational sales process, this emotional buying process has well defined order. Potential clients move through a predictable sequence, seven steps in a psychological, decision-making process. If sales professionals understand the steps in their client's emotional decision-making process, then they will do a better job of aligning their operational process to match it. The sales professional's process becomes client-centered because it mirrors the experience that the client prefers in reaching a buying decision.

Five years earlier, George opened his mind to this approach. He studied the client's decision making process with a vengeance, like it was new math or some breakthrough in medical science. He believed in it. In the learning process, George discovered that his trusty old sales process had some trouble spots:

  • He was presenting too early, to anyone who nodded, looked interested or "fogged the mirror," sales-speak for "was alive and blinked." As a result, too many potential clients thanked him kindly, took his information, and did business with someone else. George disliked being an unpaid consultant, and he vowed not to let it happen in the future.
  • His process lacked a critical step that would parallel the potential client's wish to understand, just before the presentation, how the decision making process will work. When George became adept at discussing it, he was able to get potential clients to agree to make a decision (Yes or No) when they understood his solution. This happened before he presented his solution. After his presentation, people were ready to say Yes or No. They made a decision. George and his assistant were able to clear out two drawers in his file cabinet of "follow ups" and never have another one.

In the RxSales system, we diagnose sales professionals using a learner's assessment called The CheckUp for Sales Professionals™. In it, we examine sales professionals for trouble spots in their sales process … thirteen potential gaps or sequence problems that prevent them from tracking in sequence with their clients' decision making process. However, before sales professionals are enlightened about the client-centered sales process, they work on the skill gaps, weak framework (attitudes) and non-supportive beliefs (myths) that will prevent them from executing the client-centered selling system.

After the workshop, George and I sat down to reminisce about his days in the learning program that I coached at Merrill Lynch. I asked him what part of his learning helped him the most.

"I learned that I was an unpaid consultant - one who gives away knowledge and solutions. This was the real driving thing for me. I looked at my selling style in light of this revelation. It was true. I was so desirous of adding value to the prospective client that I had lost sight of the fact that my duty was to frame questions that would help the client and me figure out if we were going to work together. I needed to "Get a Yes, Get a No, Move On."

"Learning this one thing transformed my career. My production tripled and, accordingly, my income tripled. My opportunities improved. I was suddenly exposed to bigger clients and bigger opportunities because I was better. I could concentrate time on a fewer number of things with more upside. And finally, I was doing all of that in fewer hours. To triple your income in a year and do that by working fewer hours is a heavenly experience!"

And what did that client-centered sales process do for him now? A thoughtful pause, and then:

"I think the price of admission in business is the ability to frame questions that lead to getting a decision, whether it is a yes or a no. In any profession, it is an essential part of selling yourself - whether you are in a corporate or a sales role. Even though my formal assignment today is company executive, that same skill set allowed me to build a satisfying career. What I do today is not considered sales, but every single day I am selling."

To learn more about RxSales: An Expert Performance SystemTM, visit the Guest section at www.rxsales.com or contact Charles Loew at Charles.Loew@masetllc.com

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COMING IN THE NEXT FEW ISSUES:

  • Many more "Tips for New Employee Integration".
  • Future tips from Our School for Managers will include topics in coaching, goal setting, time management, communication, delegation, and others.
  • Many new ideas and concepts from "RxSales: An Expert Performance System"
  • New Offerings in Systems Integration

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HOUSEKEEPING:

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Comments about MASET NEWS:

We welcome comments from our readers regarding MASET NEWS, our web site, or inquiries for help to: Charles.Loew@masetllc.com.

Articles, comments and other valuable information from you, our readers will appear in the Readers Comments section.

We reserve the right to determine what will be published, but will endeavor to publish everything that is sent to us.

 

MASET NEWS
Copyright © 2000-2005 by MASET, LLC
Six Sigma™ is a Registered Trademark and Service Mark of Motorola, Inc.

can be reproduced by you providing the Copyright information remains on the copy. It may be used by you for limited distribution within your organization and among your friends and associates. It may not be sold or published without prior written authorization and approval by MASET, LLC.


 

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