DISCIPLINEplus

She approached the ladies in the front desk. They were deep in conversation. They did not notice that someone stepped into the room.

She cleared her throat, and got their attention. Their faces registered their displeasure. Vexed at her for interrupting their gist.

They managed a greeting, then said, "What do you want?"

The customer was shocked. Yet, she retainted her cool, and brought out her shoes which needed some repairs. She showed them where needed amendment.

She asked, "Can I have it back today?"

One of the receptionist replied, "Ah! Today?. No o. All the cobblers are very very busy."

She said, "This is a new business, less than one year old. You have not even gone to check. Is that how you retain customers?"

They replied, "We can't do anything. You can either go with it or come back two days time for it."

And that was the last straw that broke the Camel's back. She picked up the shoes, stepped out and drove off.

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Service. A competence under the Social awareness radar of Emotional Intelligence.

Those who have internalized this competence will regularly seek for ways to increase customer's satisfaction and loyalty.

They will gladly offer appropriate assistance.

Annually, businesses, especially service businesses, spend millions on courses related to customer service.

And rightly so. Because customers perceive a business from those they interact with. Those who represent the business.

Yet, how effective are such courses?

It takes more than a few hours/days seminar to unlearn unhealthy habits, and relearn healthy ones.

A good place to start with, is during recruitment process: test for service competencies, through behavioural tests. At least, employ those who are naturally courteous.

People don't give what they don't have.

Do have a Productive Week.

Victor Nwaoseh

"Please, leave me alone... that's how we are in our family, my father, mother, siblings, even my grandfather, grandmother, uncles, aunties, we are all like that." Segun replied his colleague.

Perhaps you have heard something along the lines of the above from others, or you may have used it yourself.

In essence such persons, have given up that they can change that behaviour. Even when the behaviour isn't to their general benefit or those around them, they will go on stating: "That's how I am." Even saying it with pride.

Examples of those who have changed from a behavior that wasn't beneficial to one that's beneficial are all around us.

These ones are the ultimate proof that how he is, isn't equal to how he will remain.

Let's look at any behaviour, and we will see that it isn't as automatic as we think. It's made up of smaller units adding unto each other, till that behaviour is formed.

Repetition of same smaller parts regularly must produce the same behaviour.

Nature may instill in us what she wants, yet it was through habits, doing same thing over, and over again, that what nature instilled, became part of us.

On the other hand, if we consciously practice repeatedly what we desire, same will be part of us.

The behaviour we display today is a manifestation of what we habitually practiced yesterday.

Segun's behaviour isn't helping him?

Segun can select a set of habits that will add up to his desired behaviour.

Then, Segun's behaviour tomorrow will become a manifestation of what Segun practiced today.

Nature instills in us what she wants. Habits instill in us what we desire.

Do have a Productive Week!
Victor Nwaoseh.

Intuitive Selection.

Three candidates remained. From these three, the HR Director will pick the next employee to join Hilcom Limited.

On the day of the final interview with the HR Director, each of the three candidates had a one on one session with him and three members of the company.

Each session was between thirty to sixty minutes. Finally all three candidates had lunch with the HR Director. The following day, he made his pick.

Stella, the HR manager, approached him the next day to explain the rationale behind his selection.

Sometimes he selects the candidate with the highest paper qualifications or relevant Corporate experience Other times the second. This time around he selected the candidate with the least paper qualification and experience.

“Sir, I don’t get it? We were certain you will pick candidate A. We just included the other two for righteousness sake.

Even at that, candidate B would have been understandable, yet you went for candidate C.”

Smiling the HR Director replied, “Did Candidate C meet the minimum certification and experience?”

“Yes he did”

"So when they come to me, I don’t bother looking at their CVs. I look at salient features. During the one on one and group interaction with them, I engage their personalities. I determine how they fit into the group, our organizational culture. I seek for what drives them in life, in work."

Sandra replied, “How do you know all these? People can put up a front.”

“Very true. During my early years using this approach, picking the ideal candidate had a 40% probability. Now as the company can attest, it has risen to 85%.”

Sandra nodded in agreement.

“That’s where intuition comes in. And one’s intuitive ability in a field becomes better with distilled experience.”

Do have a Productive Day.

Victor Nwaoseh