Establish Standards for Meaningful Client Interactions

Lana J. Chandler
December 7, 2009 | COMMENTS

“Without a set standard every employee is left to determine what he or she ‘thinks' is excellent service or selling skills,” points out Teri Bosley, president of Monarch Performance Group, LLC (Auburn Hills, Michigan). “This approach is similar to asking each person for an opinion. We all have opinions but wow, can they differ!”

A well thought-out, researched, client-centric standard should be established, trained, coached, and reinforced daily. As the saying goes, “what gets reinforced gets repeated.” “If the branch manager reinforces a culture that is centered on establishing conversations that yield stronger client relationships and greater share of wallet, then the team will work towards that goal,” says Bosley.

Create a Client-Centric Mentality

Branch managers play a pivotal role in managing team members in ways that create a client-centric mentality versus an operational mindset. The latter revolves around operational issues which are generally more reactive in nature. “A savvy coach can capitalize upon these routine operations to coach to proactive client-centric conversations, which hopefully will turn service issues into sales or referral opportunities,” says Bosley.

Operational issues are usually more black and white in nature; proactive thinking and a client-centric mentality are grayer in scope. The latter employs a forward-thinking approach combined with the desire to make the client's experience more meaningful. To create a client-centric mentality with your team, Bosley advises:

• Set the example you want your team to model.
• Treat your team like you do your best clients—with respect, professionalism, and common courtesy.
• Demonstrate ways to turn operational issues into meaningful client interactions. For example: A client has an overdraft. How should the employee have a conversation that addresses giving the client peace of mind going forward and that solutions are in place to help avoid the hassle and embarrassment of an overdrawn account? Meaningful is going beyond the operational task at hand and being proactive to help the client avoid a similar issue in the future.
• Look for ways to reinforce and celebrate when your team turns service issues into sales opportunities or referrals.
• Hold brainstorming sessions on a regular basis. Post questions that revolve around ways to create a more client-centric experience for clients during routine transactions.
• Drill your team informally on “what if” this occurred or that occurred. Ask employees how they would create a positive client interaction. In other words, PRACTICE!

No “Retakes”

“Dealing with the public is challenging,” acknowledges Bosley. “As a team, it is important to look for ways to encourage and help each other when dealing with difficult client situations.” Learning how to smile and maintain the highest level of professionalism when difficulties arise is a tough skill set to master every hour of the workday.

“I like to compare the branch environment to that of a Broadway play rather than a Hollywood production. On Broadway when the curtain goes up, you are live—each person in the play must stay on task and deliver the performance of their life during each play,” Bosley continues. “In Hollywood you have the opportunity for multiple takes. When the branch opens its doors, the curtain goes up and every team member should be well equipped to deliver a meaningful interaction to each client. There are no ‘retakes' with clients in today's fierce competitive market.”

This story appeared in Branch Manager's Letter at www.branchmanagersletter.com and is reprinted with permission. Contact publisher Lana J. Chandler at 304-343-0206 or Lana@BranchManagersLetter.com.