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Talent Dynamics RSS Feed Blog Archive: November 2012

Unas spotlight: Walk a mile in their shoes

Receiving my Step 2 certification from Master Trainers Michelle, Vicky and Tamami in Bali this month.

How do you define the best customer service? Is it being friendly? Is it coming from the perspective that the customer is always right? Is it giving the customer what they want, or is it something else?

I’ve just returned from Bali where I attended the Talent Dynamics Annual Conference and Step 2 Accreditation Training. This was my first visit to Indonesia and I was so impressed by the service I received – it really was phenomenal!

It made me question the service and approach of so many UK companies that really just pay lip service to customer service. How many stories have you seen on Facebook or LinkedIn for instance that spell out the abominable way that somebody you’re connected to has been treated?

In some countries it seems to be just expected that service will be poor. People shrug their shoulders and say it can’t be done any other way, you can’t get the staff or that the management don’t really care.

In today’s connected world this attitude would be a big mistake. Customers are voting with their feet and it’s often easy – sometimes even easier – for them to buy from another company and even country.

The UK is a Dynamo country with many creative people who are great at being inventors, entrepreneurs and strategists. Often they can find it hard to think like a customer because they have their head in the clouds and are too busy thinking a million miles an hour of new ideas and strategies.

Indonesia in contrast has many Trader profiles with high Tempo energy. These people have their feet on the ground and tend to be very connected to the market and to customers. They don’t just spend time thinking about customers, they naturally feel what they want. They also take the time to ask them, to check in with them. They know how to walk in their shoes.

This gives a whole new meaning to customer service. Instead of innovation that could potentially drive customers away where there is a lack of depth in the connection with the customer, those with Tempo energy will implement the little things that together add up to a completely different experience for the customer, driving loyalty and repeat purchases.

I’ll definitely be returning to Bali, not just because it is a beautiful country but because I felt relaxed, understood, cared for and like I really mattered. How does that contrast to your daily experience of customer service?

In this global and increasingly competitive economy, make sure you have some Tempo energy on your team and listen to what they say. How you listen to them is how you listen to your customers. It matters…

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Michelle’s November News

I’m just back from Bali and writing this at 545am. My body clock still hasn’t quite adjusted yet! I spent the first week, with Roger James Hamilton (creator of Talent Dynamics and Wealth Dynamics) as one of the mentors at his international Wealth Dynamics Masters programme. I met a group of incredibly inspiring Entrepreneurs and as always, learnt heaps for myself too!

The next 7 days, I spent with a group of Talent Dynamics Performance Consultants and Master License Holders, who had flown in from the UK, USA, Australia and Japan.

During the first 2 day’s we held our first ever Talent Dynamics International Partner Conference and we have some awesome announcements to make in the coming weeks as a result of this conference – The first, I’m allowed to spill the beans about today…

A group of those Performance Consultants then stayed on for the following 5 days. Pictured below, this group are the first, amongst our 150 worldwide Partners, to become accredited at the Step 2 level on the Talent Dynamics Pathway. They are now accredited to deliver our 3 day Meaningful, Measurable, Profitable Change programme. Typically clients experiencing this programme are doubling results within 12 months!

So I’m back in the chilly UK now and as I said we have lots of exciting news to share with you in the coming weeks. Some of which I’m still sworn to secrecy on but as soon  as I can tell, I will!

What I can tell you today, is that in September 2013 in the UK, we are hosting the first ever Talent Dynamics Trust Event. Steven Covey Junior, Author of the Speed of Trust is joining us as our keynote speaker for the day. I’m really excited to tell you more about this and how you can join us, in the next few weeks, so watch out for updates on our social media sites coming soon…

Have a fabulously Flow filled month ahead!


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Traits of High Performance Teams

One goal of performance management is to create high performance teams that are motivated and achieve far more than the people in the team could ever do on their own.

A high performance team displays certain traits that are common across whatever area you choose to look at.  They exist within sport, science, industry and business.  The traits demonstrate the power of ‘flow’ and pick out individual details about it.

Flow is the path of least resistance where actions and activities are almost effortless.  When in flow, barriers and obstacles fall away.  This can occur on an individual basis.  You’ve probably experienced it yourself at some point:

  • Time seems to stop.
  • Instead of draining you, whatever you’re doing energises you.
  • There is a sense of excitement.
  • You have incredible focus.

Yet when a team is in flow the effects increase.  This leads to a high performance team:

1. Leadership.

Instead of ‘I tell, you do’ the team members participate in the leadership of the team.  Each team member reflects the purpose and values of the team.  The team members use their skills and experience to solve problems.

2. Decision making.

We make decisions in two ways, reason and intuition.  Both have strengths and weaknesses.  Reason is detailed and slow.  Intuition is sketchy and fast.  Different circumstances require different decision making processes.  High performance teams not only display a balance of both but they also know when each is needed.

3. Communication.

Team communication needs to be open and transparent.  The goals of the team are regularly reflected upon, progress is fed back and problems addressed quickly.  High performance teams recognise that each member communicates differently and use the best communication channel for the information AND the team member.

4. Diversity.

High performance teams embrace the diversity and difference in the team’s collective background and experience.  This leads to many viewpoints and a greater understanding of problems.  High performance teams use this diversity to make better decisions and create solutions faster.

5. Trust.

If everyone in the team is looking over each other’s shoulder, progress is limited.  High performance teams trust in the team as a whole and trusts each team member to perform without fear of failure or accusations of irresponsible behaviour.  The Talent Dynamics Pathway fosters this trust by seeing the value that each team member brings and ensuring they are in the right place at the right time.

6. Conflict.

“It’s not about who is right, it’s about getting it right” is a mantra of Talent Dynamics.  High performance teams deal with any conflict as openly as possible, focusing on the underlying problems and working together to get to a solution as quickly as possible.  Grudges are prevented from building and team morale is strengthened by focusing on resolving the problem.

7. Goals.

High performance teams focus on setting the right targets and ensure that they resonate personally for each team member.  This helps create and reinforce the team identity.  This ‘why?’ question crosses personalities and skills to build commitment and engagement across the team.

8. Roles and Responsibilities.

Each team member understands what they should be doing to demonstrate their commitment to team.  High performance teams have the right skills, in the right place, at the right time.  The team members with the natural strengths take responsibility for what they are good at.  This ensures a natural flow through the team allowing a quick response.

9. Co-ordination.

Effective team members can anticipate what each team member can and will do.  This stems from identifying the strengths and weaknesses within the team and the bonds that exist between team members.  High performance teams can use this characteristic to achieve both efficiency and effectiveness.

10. Atmosphere.

High performance teams are created in and project a positive atmosphere.  This stems from the overall team culture of openness, transparency and trust.  Success is celebrated and failure is explored.  Overall the focus is on helping each team member stay in flow and improve on past results.

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