Making Attitude Adjustments
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Not long ago, if a customer service employee fouled-up, he or she was warned,
then if improvements didn’t happen, was shown the door. In today’s workplace
however, where it’s so difficult just maintaining staffing levels, dismissal
doesn’t really fix the problem – it just changes the problem. That means it’s
more important than ever for managers to be able to confront unacceptable
employee behaviors without causing the person to simply walk out and get a job
elsewhere. Next time one of your frontline employees needs an attitude
adjustment, consider how this teacher handles a surly student…
Imagine you are a twelve year old who hates school. You despise it so much
that you can hardly wait till you’re old enough to drop out. It’s late one
Friday afternoon and you’re stuck in math class gazing out the window at the
beautiful day, counting the minutes until the bell rings and the weekend starts.
Your reverie is suddenly interrupted by the sound of your teacher’s voice. He’s
in the middle of issuing a three-page homework assignment due on Monday. You and
several other students start groaning. He looks directly at you and says in a
low, serious voice, “I’d like to speak to you in the hallway—right now.”
Now, you’re embarrassed and you’re probably angry. Mostly you’re scared about
what’s next. Then it happens.
Looking you square in the eye in the deserted hallway the teacher says, “I’ve
been watching you lately and I’ve noticed that you have real leadership
potential. When you act a certain way, other students watch you and start doing
the same thing. The problem is that when I give a homework assignment, you start
rolling your eyes and saying, ‘Oh, no! Do we have to do this?’ Other students
watch you and start doing the same thing. That makes my job harder. I wonder if
you could do me a favour? Next time I give a homework assignment, could you just
do nothing? It will help me, and I also think it will help you because with your
leadership abilities you could go a long way in life. Thanks. Let’s go back
inside the class.”
Not a bad way of handling a problem student, in theory at least. But as Paul
Harvey would say, “That’s not the rest of the story.” The rest of the story is
that the twelve-year-old was me.
I hated school so much that I counted the days until I was old enough to drop
out. I remember the afternoon in Varsity Acres Elementary math class when my
teacher, Mr. McCullough, gave us that homework assignment. I was trying to look
cool as I was being marched into the hallway. But I was scared. When Mr.
McCullough gave me that two-minute talk, however, it changed my life.
Here was a teacher telling me I could be a leader and showing me a simple way
I could make it happen. My parents had always encouraged me and told me I had
potential—but they were only my parents. At twelve years old, what do your
parents know? I took Mr. McCullough’s advice, and it changed everything. From
that day forward, I got along better with teachers and, not surprisingly,
received better grades. I ended up staying in school because Mr. McCullough knew
how to change a cynical kid’s attitude. I’ve thought about that conversation
many times since then and realized as I began studying frontline employee
motivation, that he did two things particularly well…
Two keys to corrective feedback
First, he focused on behaviour, not attitude. In other words, it doesn’t do
much good for a manager to tell employees that they are not friendly enough with
customers. Friendliness is an attitude. The employee thinks, “I am friendly!
You’re being unfair.” Instead, a supervisor would get better results by focusing
on observable behaviour. The supervisor might say, “The customer walked in. You
avoided making eye contact until she asked you a question. Then you frowned as
you responded.” That’s observable behaviour. No one can argue the facts. That
leads us to a second reason Mr. McCullough’s approach worked.
He gave a positive direction. He told me exactly the behaviour change that
needed to be made (“Next time I give a homework assignment, could you just do
nothing?”) In the case of an unfriendly employee, we might say, “The expectation
here is that within ten seconds of a customer walking in the door you are
expected to smile enough to show teeth and greet them.” In other words, rather
than saying you need to be more friendly, explain exactly what that looks like.
Add to that your underlying belief in the potential of the employee and you
could end up making a significant impact not only on your company but also upon
the lives of your employees. Maybe, like me, they’ll not only improve their
behavior, they’ll also remember fondly what you said decades later.
About the Author
This article is based on the critically acclaimed book, Becoming a Service
Icon in 90 Minutes a Month by customer service strategist and international
speaker Jeff Mowatt. To obtain your own copy of his book or to inquire about
engaging Jeff for your team, visit
www.jeffmowatt.com or call 1-800-JMowatt (566-9288).
Making Attitude Adjustments
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Article Published/Sorted/Amended on Scopulus 2007-10-03 00:23:02 in Employee Articles