Client Interactions LP

The speaker emphasizes the importance of defining what a great client interaction looks like. They suggest choosing a specific attribute, such as active listening, and creating a learning project around it. By consistently demonstrating this attribute and discussing positive customer reactions, the speaker believes that it will become ingrained in the minds of those being coached. They also suggest periodically changing the focus to different attributes. The speaker gives an example of how not having a defined approach to handling angry customers caused confusion and inefficiency. Overall, the speaker stresses the need for a clear definition of ideal client interaction and the benefits it can bring. Now, again, I go back to the fundamentals of the functional requirement. Have a definition of what does a great client interaction look like. Now, they're certainly going to have a lot of attributes and different perspectives within that definition. Let's just say for example of the learning project that we're going to choose positive demonstration of active listening. The learning project can be as simple as everybody or Susie the individual. Next week I want you to come in with two examples of where you successfully and positively demonstrated active listening and why the customer seemed happy that you did that. Notice the second part and why the customer was happy that you did that. That is a positive actualized learning project and it creates the attachment in the mind of the people that you're coaching to do what? To continue to demonstrate positive active listening. Now, you can take maybe every four to six weeks and change up and focus on different attributes of your ideal client interaction definition. And again, I cannot stress that enough. So often if we don't have that definition, you know, and I'll give you another example of handling angry customers. We had at one point a lot of call center clients and remember every time somebody would have an angry customer you could hear the supervisor say, well, don't let it bother you. You know, what you should do is, and it wasn't documented anywhere. So the supervisors were trying to as best they could say, here's what's worked for me. Here's the best practice you could utilize. Yet that draws upon people's memory and they're having a lot of phone calls. That's tough to do. So again, that ideal client interaction, define it and once you define it, you're in a position you can do what? You can actually expect it. And once you have that definition and you have that learning project where they come in every week with two examples of where you successfully did, you get the idea. And that will streamline the communication process, but also create continuity between your coaching sessions for the benefit of your customers and your client interactions.