Renae Cunningham-Synopsys, Inc.
We do internal relationship building with one other department who we have been having problems getting responses/information to pass on to our customers. I set up a miniature golf course ( 9 holes) in our department, around the cubicles and invited the other department over to play for the afternoon. We gave everyone name tags and I took pictures, converted them to JPEG and posted on the web for all to see. I wrote funny comments by each picture. This worked very well. We have had ice cream socials, doughnut socials, and a pizza lunch gathering. We are doing this once a month-different ideas or games each time.
Cheryl Christensen-Disneyland
Be there-I make a point to "connect" with everyone on my team once a week I ask "What can I do to make life easier for you today?"
Marcia Dunford-Bank Boston
Team who use brainstorming generate a high energy level. Don't be afraid to say "I don't understand" Never reject any suggestion or idea without using a team evaluation.
Sandra Ciccone-NEBS
Build sense of teamwork-all in this together "Ball of Yarn" wrap around non dominant hand and toss to someone who has something in common with you-then keep it going. 24 Hour Rule-take responsibility. You have responsibility to communication issues or ideas with someone. Rep shares thought with peers. Peers challenges peers-24 hours to relay information to individual.
JoAnn Shannon-Project Resources, Inc.
Provide immediate feedback regarding your feelings to person who can do something about problem or issue. Stay away from blaming-stick with "I feel..." Meet commitments consistently and well. Say "NO" upfront rather than when it's too late. "Go to the mat" for people. Listen well and act on it.
Jonnie Leger-PhotoDisc Europe, Ltd.
Monetary bonus based completely on team goals. Non-monetary (long lunch, chocolate, balloons) and public/team recognition for great teamwork with customers or team members. Team members nominate each other. During first week feedback and communication training and outline of expectations. Back channeling is a sackable action. Actively, continue to learn and discuss positive and constructive immediate feedback. Team leads work for CSR's. Managers work for team leaders. Directors work for managers. We don't operate an open door policy but a "no door policy".
Mary Coulter-R.P.S.
Customer service information cart that travels to other departments with information and candy. "Quality Fair" to share ideas and have fun.
Rob Scarpelli-Hub Group Distribution
Assign a project buddy to assist project managers in all aspects of a project. It also allows them to see a side of the project they never would from a operational side. Round table meetings-Simple but effective. Everyone gets a change to discuss what is going on in their jobs at a day to day level.
Carolyn Strauss-Benco Dental
We offer an ICS Class which is taught by our in house trainer. All SDR's are required to take the class and maintain a 95% average at the conclusion of the program they are qualified to be a dental assistance. (There are 13 to 14 books to complete this class which takes approximately one year to fifteen months). Above and beyond awards-employees are recognized for going above and beyond by either their peers, management, TR's or customers. Being nominated will earn each rep a card worth $5 each, entitling them to cash then in for rewards : Gap, Blockbuster, Victoria Secret, Service Merchandise.
Sandra Pope-Midwest Express Airlines
Our front line customer service people attend a 8-week training program at a different facility. In order to develop relationships/trust between a new hire and their in-flight supervisor, the sups develop a communication plan, including a face to face interaction, notes, etc for their new group members. Because flight attendants are self managed work groups, it is essential they establish a relationship with the operational supervisors prior to the flight attendants going to line flying.
Maureen Betses-Howard Business School Publishing
Delegate "fun" projects that allow the delegate to make a difference and leave his/her impression.
Ann Porche-TC Computers
We have AM & PM shifts the PM shift has to report by mail to the AM shift what needs to be done.
Ivan Temes-Service Excellence
Trust-find one thing personally motivating to each person on my team and incorporate into their job. Teamwork-See if there are tasks much more motivating for some people on the team-and whether it can be moved within team.
Rick Dolese-United Parcel Service
Conduct regular focus meetings. Conduct monthly performance appraisals. Provide tuition reimbursement.
Peter Leone-Cohcast Metrophone
Trust-get to know staff on first day through meetings (personal-continue to be accessible through their time in organization)
Steve Conner-PacFab, Inc.
Having a Trapeze Buddy reward system. We've been doing this in our organization for approximately 6 months now. We've rewarded an exceptional Trapeze Buddy in our C.S. department-it was a pot lunch and thank you certificate signed by all. It was received well.
Lori Ann Powers-Bank Boston
Encourage all staff members to feel able to take ownership and carry out what is needed to assist customers. Make all staff feel that what they contribute is important Accept all ideas.
James Weinberg-Columbian Chemicals
Trust-communicate any limitations or obstacles. Trust-If you realize you can't reach a commitment, communicate as soon as possible. Trust-Communication any surprises.
Binh Ma-The Party Staff, Inc.
Daily meetings-in morning and later in the afternoon (5 minutes)
Marsha Swanson-Vantage Technology
Teamwork-we are a small, growing company. Everytime we break a monthly sales record, our company gives a party or distributes gift certificates to restaurants for people in outlying offices. Trust-Annually the company schedules one day to close the office and all employees come to corporate office for customer service or other types of training. Then a party follows.
Kris Foote-L.A. County Employees Retirement
Our CEO has a "brown bag" lunch once a month. All employees are welcomed to attend, bring their lunch and ask any questions they want, about anything. This creates great communication. I frequently request volunteers from my staff to work together on writing procedures, identifying work flow problems and request they come up with solutions. This creates communication and ownership and a sense of worth.
Leslie Johnson-Metropolitan Airports Commission
Organizational newsletter "Trailwinds" that informs both company wise and personally. Peer award program wherein individuals are nominated by anyone within the organization and noted by professional peers, to receive a peer award-$50.00 Program whereby individuals can give fellow workers a gift of up to $100 in value as recognition, thank you for a performance above and beyond the call.
Scott Toth-Excell Corporation
Macro manage to build personal responsibility and trust so that each individual "owns" the responsibilities that come across their desk on a daily basis.
S. Lieberman-Esprit Chemical Co.
Implementing a program and making team take responsibility for their actions. Showing respect to one another Allowing and encouraging an open platform to voice opinions and problems.
Debbie Coleman-Business & Institutional
Meet as a group to discuss topics to share information and make changes as a group.
Sandra Hodge-Cuyahoga Community College
Annual re-evaluate and redefine division strategies, mission and purpose-monthly review individual goals/objectives for achieving the goals. The process allows the team to understand and be focused on common results.
Rogerio Soares-Bank Boston
Every Friday everyone brings in baked goods and over breakfast share ideas-discuss specific situations over a leisurely environment. More open to discussion.
Cathy Sheppard-MWI Veterinary Supply
Communication-we all do a e-mail report and at the end of every week talking about what we accomplished and what our goals are for the next week. Trust-I let employees vent without repercussion.
Don Berry-Nova Gas Transportation
Team building-fun sessions-bowling, rafting, etc. Use the internet for everything related to performance-process to personal front line to up.
Kathleen Scali-Independence Title Agency
Our sales team brings in lunch for front line employees for last day of month which is our most busy and stressful day of month.
Mario M. Amico-Lifeline Systems, Inc.
Monthly one on one review performance and opportunities for performance improvement upward included. Empowerment-review decision once enacted or made with team and prize results even if bad decision made-now we learned.
Judith Tigner-Sirsi Corporation
We are a software company and our customer support department must take action on issues with customers who have down systems first. To avoid the same people always taking responsibility we rotate our consultants out of a team which handles these issues. This way everyone becomes responsible at some point.
Kathy Lewis-Pass & Seymour/Legrand
Spend at least 20 minutes a day with each group or regional teams and listen to good and bad comments. Buy lunch and breakfast at least 2 times a month for everyone. Make sure upper level management visits the CS group when recognition's are sent in.
Carol Likus-Syroco, Inc.
Meet with customer service team daily to discuss positive and negative customer experiences. Share ideas on how to handle. What works and what doesn't.
Al Cormier-Lifeline Systems, Inc.
Share your department deliverables with all your customers. Share your needs (department) with your suppliers/vendors and customers. Share your action steps with your suppliers or customers. Communication with all support groups.
Michael LaRosa-LaRosa's Restaurants
Distribute "team member mission" during orientation to all restaurant team members. Post it throughout organization/restaurants. Use it on mailings-newsletters, etc. Legendary service award monthly-team members caught doing excellent customer related activities (internal or external) are recognized at monthly management meetings and given a gift.
Rod Kessler-Stowe Mt. Resort
Remove individual issues and focus on customers. Extend into personnel plans (development) Have quarterly up/down/across performance reviews.
Mark Hobbins-Aspen Youth Services
Inter departments meet regularly to discuss common objectives and action items required for both to meet their job goals. Regularly review the departments vision and value statements.
Ken Hankins-The Coleman Company
We created an "action" register form for meetings to list actions, person responsible, and completion date for review at the beginning of meetings in order to ensure people are taking personal responsibility for commitments.
Rob Holt-Vantage Technology, LLC
Allow employees to have input on decision that will affect them directly. Build a relationship with employees that will foster open communication and a willingness to participate in their own future.
Bill Brungs-LaRosa's Inc.
Try to make an atmosphere that is relaxed and conductive to building trust.
Carol Knight-KFC National Purchasing
By rotating team leaders for various projects, using people as leaders that are not normally in a leadership role. By having off-site luncheons for department members to get to know each other better.
Mark Ware-Ericsson
Develop cross-department teams to address common business and infrastructure issues. Develop and promote an awareness of the organizations "business hygiene" or core. Develop and evangelize a common challenge, catch phrase to rally organization.
Robert Cook-Mt. Mansfield Company
Team focus on customer by facility. Facilitated by managers to whom none of team member report. Non-threatening environment for discussion.
Kevin LaBrie-The MathWorks
Personal responsibility-if a member has a problem and they voice it to another team mate that team mate declares the 24 hr. rule-giving the team member with the idea, problem or gripe 24 hours to solve it themselves. This promotes team communication, peer problem resolution and constant improvement by the whole team. Adaptation...The 24 hr. rule...if the original member with the idea, etc. can not resolve it they can come to me and we work on it together.
Lorene Amico-Lifeline Systems, Inc.
Trust/Loyalty-I meet with one rep (any) every week. I call it "one on ones". I make it a priority to schedule it. Makes employee feel special that I took time to meet with them. We talk about what he/she is doing (ie. Nothing about agendas or things that can be talked about in a meeting). It builds a relationship also, the group never assumes that when I tell them I'd like to meet with them, that it's bad news. It usually averages I meet with each rep at least once every 6-8 weeks. They enjoy it and tell me things they never would in a group setting. I get to hear what is really going on with them and group. I can also offer some important feedback rather than waiting for review time.
Douglas Goddard-The Delta Group
Weekly team meetings between CSR's, Sales and Production-share customer experiences. Open work areas managers interact with CSR and attend production meetings each morning.
Amy Shouse-Futuredontics
Each birthday we create a card, gift and outing for the person. When one team member has some free time they e-mail every other team member offering their assistance. We share success stories in meetings and compile them in a notebook.
Bill Peterson-DeJannette Research Systems
Open lines of communication-person feel free to express their ideas about any company issue. Freedom to criticize superiors. No retribution for expressing opinion. Let people think-good ideas come from every level. Give people the opportunity to use their minds to make decisions. I give them the goal and they discover how to complete it.
Guy Martin-Telus Mobility
We have created learning circles where customer service reps get together in groups of 3-4 and review recorded customer calls. They trust each other to give and receive feedback to improve their customer interactions.
