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Coaching

We’ve just posted an update on training and have an example of how we use some software to make easy to follow video user guides. You can find the new page here – or watch the sample system[read more]

For the last few months, I’ve been working with a brilliant coffee vending business near Gatwick. In terms of culture and atmosphere, it’s quite a contrast to BOTH other venture capital[read more]

The results of Google’s “Project Oxygen” have been reported all over the place in the last week. The London Evening Standard and the New York Times both carried this, follow the[read more]

Problems and confrontation – how they become a constructive part of organisational and staff growth


Problems and Confrontation

How do you feel when you hit a big problems, or there is a confrontation?

Does it represent an opportunity, or a scary threat that makes you want to avoid the person or situation involved? Where do problems end up in your team – the top or bottom of the pile? Who ultimately fixes them – or do they stay unfixed and damage your reputation and credibility.

All organisations face problems and confrontation on a daily basis, yet they continue to see this as an unwelcome issue they could do without. Whether these are customer or staff problems, routine or extraordinary they could be turned into an advantage rather than a disadvantage.

1.Solving problems – the foundation of good business relationships. Think about it. How often has a great customer service organisation turned your problem into excellence? A sub-standard meal = opportunity to offer you a free meal, drink, voucher for the future? A customer complaint gives you the opportunity to excel – or disappoint. It’s a choice you can make in terms of organisational culture and individual behaviour (Tom Peters is great on this stuff)

2.Teaching managers to reward those who identify problems AND their solutions is a way to build a successful organisation. When managers start to see the opportunity – to improve, excel or even exceed expectations, then something can really change about the experience internal or external customers have of doing business with you.

3.Why seeing opportunities rather than problems really does matter – once people grasp this, they may start to seek out the problems that have plagued your organisation or team and try and fix them. Its great to fix a one off customer problem on the spot. But if it keeps happening, customers believe its endemic.

4.Helping staff and management to confront problems and disagreement productively rather than having a culture of confrontation avoidance is a winner – why not try it?

How we can help: we can define best practice for problem handling and confrontation, run courses or broader programmes to enable staff and managers to turn problems and confrontation into opportunities

 

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