Customer Service Motivational Quotes

Profit is good. Profit motivates businesses to be: (a) efficient - to do more with less, to consume fewer resources, to reduce and reuse waste. (b) productive - to allow for bigger profit margins. (c) Valuable - income, and therefore profit is only possible when we add value to our customers lives. When the value of our product or service is worth more to them than what it cost us to provide it, we profit.

Nothing consoles and comforts like certainty does.

A complaint is a unique opportunity to strengthen the relationship with the client.

Customers loves certainty, make sure you give it to them.

Even if you’re not broadcasting your personal life to the universe through social media, choose your confidants wisely and with discretion. Your ability to keep your personal details close to your vest will encourage others to feel that you are trustworthy enough to be trusted with their personal details.

The actor, writer, and director Woody Allen once said, “80% of success is just showing up!” You Can Show Up By . . . • Participating. • Sharing ideas. • Being dependable. • Keeping your word. • Taking the initiative. • Volunteering to be of assistance. • Being there when a friend needs you. • Raising your hand and asking questions. • Attending your children’s sporting events. • Taking your place and claiming your space. • Demonstrating that you have something to offer.

Traditional corporations, particularly large-scale service and manufacturing businesses are organized for efficiency. Or consistency. But not joy. Joy comes from surprise and connection and humanity and transparency and new...If you fear special requests, if you staff with cogs, if you have to put it all in a manual, then the chances of amazing someone are really quite low. These organizations have people who will try to patch problems over after the fact, instead of motivated people eager to delight on the spot. The alternative, it seems, is to organize for joy. These are the companies that give their people the freedom (and the expectation) that they will create, connect and surprise. These are the organizations that embrace someone who make a difference, as opposed to searching the employee handbook for a rule that was violated.

Well-crafted and open-ended questions typically begin with What, Why, When, Who, How, and Where, all of which can prompt the most delightful of conversations.

The purpose of a profession is to fulfil the personal wishes of a prospect.

While active listening is crucial for optimal communication, we are faced with a dilemma which can perplex even the sincerest and engaged of individuals.

Being grounded in your lifelong culture and your personal perspective, you are comfortable with the way you see things and may believe it is the best and only way.

Do you approach people with a heart of service or with a hidden agenda? Make no mistake, will feel your intentions, even when not spoken.

Learn to choose your battles carefully. When you exercise discretion, you will realize that most fights are best avoided. Let those sleeping dogs sleep!

The truth may be true, but a discreet person understands that speaking the truth isn’t always helpful. It can also be hurtful and harmful.

1. Building Trust & Rapport. Trust and rapport are the heartbeat of business, the backbone of high performing teams, and the secret sauce for healthy relationships.

Be Interested & Interesting. People will be more interested in you when you are interested in them. If you want to impress, talk to them about . . . them.

Rapport allows you to create a friendly compatibility and easy companionship which feels comfortable and enjoyable.

In leadership, you gotta love people first. Love the position second.

Saying "I'm sorry for the inconvenience" many times doesn't fix the fact that your process is a mess and you are not addressing it even now

Just be Nice. Nice—this little word has a big meaning. Use it generously. Being nice helps people feel emotionally safe, allowing for more authentic, trusting, and happy interactions.

Think of the communication that takes place in your own life on a continuous basis—at home, at work, with friends, and beyond. When you actively listen to people, you enhance communication.

It is generally believed that nearly 40 percent of your first impression will be set from the tone of your voice. Your vocal thermometer can be more impactful than the actual words you use.

As soon as someone believes you cannot be trusted, you are stopped dead in your tracks. Whether this perceived loss of trustworthiness is true or false, the perception alone can be damaging.

When a leader nurtures an environment of trust, respect, and honesty—business soars, creativity and problem-solving are inspired, and collaboration enables people get more done in less time.

When we look at our words and deeds in this context, it strengthens our resolve to be incredibly selective. Everything we say and do becomes a part of who we are and how we connect to others.

Be Brave. Bravery takes fortitude—put yourself on the line, even if you risk failing, falling, being embarrassed, or looking stupid—if being brave were easy, more people would be. Just try it!

Take the Initiative. Be proactive. If you want to rock your relationship results, it is going to take action, effort, initiative, and choosing to get in the game—so, step up, step out, and show up!

So, how can you move beyond awkward silence with virtual strangers to becoming new friends? By asking great questions! Once a few inquiring questions were placed, I would let them do all the talking.

Active listening is not only a matter of making yourself available to hear someone talk, but it is showing the sender, physically, that you are receiving and understanding their message on all levels.

A business model describes the flow between key components of the company: •  value proposition, which the company offers (product/service, benefits) •  customer segments, such as users, and payers, or moms or teens •  distribution channels to reach customers and offer them the value proposition •  customer relationships to create demand •  revenue streams generated by the value proposition(s) •  resources needed to make the business model possible •  activities necessary to implement the business model •  partners who participate in the business and their motivations for doing so •  cost structure resulting from the business model The

Our cultural lens is so much a part of us that we are not even aware of how obvious it is to others. Like the nose on your face, you may forget that it is there, but everyone else sees it. I can’t look at you and not see your nose.

A discreet person . . . • is strong, yet humble; • expresses genuine concern and interest; • exercises caution to avoid unnecessary risks; • knows intuitively when a situation or conversation is heading in the wrong direction; • does not need to tear others down to build himself up; • refrains from using foul language or speaking brashly; • regulates her reactions and responds appropriately; • takes the higher road rather than wrestling in the mud; • remains gracious and poised in the heat of the moment; • refrains from unnecessary confrontations; • does not break confidence or share other people’s secrets with which they have been entrusted; • communicates with deliberation and confidence.

Being 100 percent in the moment and focusing on the person you’re with is one of the finest compliments you can offer. One of the most respectful and considerate things you can do for another is to truly be with them in the here and now.

What are those behaviors that make us take pause to think twice about a person’s trustworthiness? Guarded body language, lack of eye contact, nervous fidgeting, interrupting, speaking ill of others, lying, arrogance, and gossip to name a few.

Communicating on the surface can be easy. But when you want to dig deeper and connect with more profound impact, you’ll need to achieve greater understanding, especially when others have personalities, experiences, needs, and preferences different from your own.

UN-Impressives • Lying. • Bragging. • Gossiping. • Cursing and using foul language. • Making self-deprecating comments. • Regularly expressing worry and anxiety. • Criticizing and condemning people and situations. • Demonstrating a lack of emotional intelligence or compassion.

I’ve Got to Trust You to Like You People want to do business with people whom they like and trust. If anything in a business presentation raises concerns or doubt about your trustworthiness, everything shuts down. And then there's little hope of moving forward in a positive way—you’re done.

Your encounters will be more successful when you slow down, pay attention, and become more mindfully aware of the world around you. Heightening your awareness in your social, situational, contextual, orientational, and cultural scenarios will improve your agility as you adapt to new social settings.

What gives you your sense of importance and makes you feel special? Who and what bring out the best in you? What does it take to make you feel like a million bucks and ready to take on the world? When people make you feel important, doesn’t it elevate them in your eyes? Learn to do the same for others.

UN-Impressive Acts of Indiscretion • Forwarding other people's emails without getting permission. • Throwing other people under the bus to save yourself. • Talking loudly, being boorish and insensitive to the others around you. • Flagrant cheating. • Burning bridges. • Talking smack. • Dissing your competitor to your customer. • Oversharing and revealing too much personal information about yourself and others. • Breaking trust by sharing someone else’s secrets. • Being passive-aggressive to manipulate a situation or person. • Saying one thing and doing another. • Being two-faced. • Lying by omission. • Dispensing bulls#@%!

Your thoughts become your attitudes, which become your actions, which become your behavior, which become your habits, which become your lifestyle, and inevitably determine your outcomes. Utilize this circular truth by using positive thoughts to create positive outcomes. It is a choice you get to make every day. Choose wisely.

4 Steps for Understanding Each Other 1. Identify your beliefs and core values; ask how they determine your behaviors and habits. 2. Realize with whom you are interacting and try to identify how their values are explaining their behavior. 3. Assume positive intent. 4. Seek ways to adapt your behavior to help bridge the cultural gap.

We will judge others based on their behaviors with little to no understanding or regard for their beliefs or values—standards we may not know, nor typically see. When we do this, things can be taken completely out of context because we are assessing their behavior against our expectations, which are produced from our own personal value system.

To Move from Woe to Wow with an Unhappy Customer. . . Apologize • Thank your customer for raising the issue. • Apologize sincerely–never argue. • Own the problem, even if it is not your fault. • Show genuine concern in your gestures, posture, and tone of voice. • Take your customer at their word without questioning their motives or integrity.

In business, the market is changing so rapidly that many products and services that successfully met consumer tastes and needs a few years ago are obsolete today. Proactive powerful leadership must constantly monitor environmental change, particularly customer buying habits and motives, and provide the force necessary to organize resources in the right direction.

To make matters even more complicated, research has shown that we remember only 25-50 percent of what we hear. This inclination not only compromises our connection with another person, but we can fail to retain vital information. All this evidence demonstrates that it is imperative that we intentionally pay closer attention and strive to become an in-depth listener.

So the question is, what can I do to motivate you, Polly?” She eyes me salaciously and I drop my gaze, unable to return the intensity. Gently, she uses one finger to lift my chin and make my eyes meet her own. They are a vivid blue and alive with desire for me. The air around us is charged and the tension is palpable. My soaking pussy is a testament to how much I already want her… “Well?” she asks, breaking my train of thought. I gaze at her face; just a few inches from mine. “I – I’ve never done this before…” “Done what Polly?” Rachel chides, removing her finger. I miss the contact immediately and am rueful to have upset her. She raises one eyebrow at me. “Thought about what motivates you?” she asks, sardonically. “I’ve never been like this… with a woman, I mean…” She rises from the sofa in one fluid movement and stands above me. “Kneel Polly.” Surprised by the order, I blink at her before I respond. “Excuse me?” Rachel smiles at me. “Get. On. Your. Knees,” she says, articulating each word, and pointing to the floor in front of her. “I am going to find a way to motivate you.

Oversharing Why do some people feel the need to share their deepest, darkest secrets with complete strangers or on social media? How could saying too much, too soon possibly help their case or earn the respect of others? Perhaps their insatiable need to share every sordid detail of their existence satisfies a yearning to get attention, gain sympathy, or make friends.

I love acronyms, don’t you? They are quick and easy tools for remembering important lessons that are too good to forget. The PEACE acronym goes straight to the heart of the matter for delivering "Service Beyond Self." When you do this one thing, you will increase your opportunities, earn loyalty and respect, and rock your first and last impressions. Persistently Exceed All Customer Expectations

The irony is that their enthusiasm for personal revelation can backfire badly and have the opposite effect. People become their own worst enemies and don’t need anyone else’s help in making themselves the brunt of gossip, judgment, and ridicule. A person who overshares demonstrates a lack of dignity, maturity, and discrimination, and it may also be a strong indicator of self-absorbed narcissism and exhibitionism.

The Physical Language of Listening Active listening is a physical process which transcends simply hearing. Your body language speaks on your behalf as to whether you are fully present and engaged . . . • Make eye contact. • Nod your head; confirm. • Use your eyebrows and expressions of emotions to show that you're paying attention. • Lean forward. • Listen patiently to demonstrate respect and sensitivity. • Open your physical presence to encourage them to continue.

What is good customer service about then? One word: caring. Bad customer service happens when the employee doesn't care. You could chalk it up to low wages or getting paid regardless of results. But that's not it either. Hiring managers need to do two things and two things only: 1. Hire employees that ALREADY care and are ALREADY motivated. 2. Repeat step 1. When this is done, everything changes. People are happy on both sides of the table. Costs for management and training plummet

Through the years, I have heard that the average person speaks at about 150-160 words per minute, but can listen at a rate of about 1,000 words per minute. What is going on during all that extra mind time? • Our minds are racing ahead and preparing for the next thing we are going to say. • We are preoccupied with other thoughts, priorities, and distractions. • Our subconscious filters are thumbing through our database of memories, judgments, experiences, perspectives, and opinions to frame how we are going to interpret what we think someone is saying.

UN-Impressives of the Poor Listener • Thinking about what you should have done, could have done, or need to do. • Allowing your emotional reactions to take over. • Interrupting the person talking. • Replying before you hear all the facts. • Jumping to conclusions and making assumptions. • Being preoccupied with what you're going to say next. • Getting defensive or being over-eager. • One-upmanship—feeling the urge to compete and add something bigger, better, or more significant than what the speaker has to share. • Imposing an unsolicited opinion. • Ignoring and changing the subject altogether.

8 Ways to Shine a Positive Light on Others 1. Let the other person appear smart. The person who desperately tries to be the smartest person in the room inevitably comes off as the least. 2. Don’t bring attention to anything which may embarrass another person. Whether your conversation partner has poor grammar, a pimple on his chin, or lacks social grace, a discreet person does not say or do anything which would make another feel ashamed, embarrassed, or humiliated. Allow the other person to maintain his own grace and dignity. 3. Ask their opinions, seek their advice, ask them inquiring questions. By allowing them to reveal their opinions and knowledge, you will demonstrate respect and make them feel important. 4. Practice patience. Sometimes it takes a person a moment to gather her thoughts, process information, or respond appropriately. Your patience is respectful and appreciated. 5. Maintain your calm. Rather than react with anger or defensiveness, regulate your response and shift the energy into a more positive direction. 6. Put your ego aside. Allow another to triumph and enjoy the spotlight. 7. Be aware and concerned for the feelings of others. 8. Purposely seek ways to put others at ease and make them feel comfortable.

You can have the perfect message, but it may fall on deaf ears when the listener is not prepared or open to listening. These listening "planes" were first introduced by the American composer Aaron Copland (1900-1990) as they pertain to music . . . 1. The Sensual Plane: You’re aware of the music, but not engaged enough to have an opinion or judge it. 2. The Expressive Plane: You become more engaged by paying attention, finding meaning beyond the music, and noticing how it makes you feel. 3. The Musical Plane: You listen to the music with complete presence, noticing the musical elements of melody, harmony, pitch, tempo, rhythm, and form.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Mingle • Be the connector—introduce people to each other who may not otherwise connect. • Be a conversation fire starter; point out what people have in common as you are introducing them. • Seek out the folks who may appear to be shy, or awkward, or wallflowers. Find ways to build trust and comfort. Engage them with a kind word to pull them out of their shell. • Arrive early and stay late; connect with people before and after your event. • Stretch beyond your comfort zone to speak with, sit with, and start conversations with people whom you do not know. • Offer to refill someone’s drink or clear their plate. • Encourage introductions: “There is someone whom I would love for you to meet . . .

The Endowed Progress Effect Punch cards are often used by retailers to encourage repeat business. With each purchase, customers get closer to receiving a free product or service. These cards are typically awarded empty and in effect, customers start at zero percent complete. What would happen if retailers handed customers punch cards with punches already given? Would people be more likely to take action if they had already made some progress? An experiment sought to answer this very question.[lxvi] Two groups of customers were given punch cards awarding a free car wash once the cards were fully punched. One group was given a blank punch card with 8 squares and the other given a punch card with 10 squares but with two free punches. Both groups still had to purchase 8 car washes to receive a free wash; however, the second group of customers — those that were given two free punches — had a staggering 82 percent higher completion rate. The study demonstrates the endowed progress effect, a phenomenon that increases motivation as people believe they are nearing a goal. Sites such as LinkedIn and Facebook utilize this heuristic to encourage people to divulge more information about themselves when completing their online profiles. On LinkedIn, every user starts with some semblance of progress (figure 19). The next step is to “Improve Your Profile Strength” by supplying additional information.

13 Ways to Make Other People Feel Important 1. Ask people questions about themselves, their interests, their families, their passions and their lives. 2. Catch people doing things right, pat them on the back, and acknowledge them for a job well done. 3. Celebrate their successes. 4. Be lavish in your compliments and sincere in your praise. 5. Be appreciative and say thank you. 6. Listen with genuine interest. 7. Respect their opinions. 8. Encourage people with words of affirmation and validation. 9. Brag about people behind (and in front of) their backs. 10. Make the time and space to be fully present and engaged. 11. Spend quality time together. 12. Share your authentic self and be real. 13. Offer comfort and compassion.

Earning Trust & Cooperation The number one thing which stands between you and meeting a new person is tension. What is the number one thing which stands between a sales person and their prospect? You guessed it . . . tension. One of our first priorities as we initiate a first impression must be to focus on how to effectively minimize or eliminate tension. Regardless of your relationship or venue, when tension is high, trust and cooperation are low. When tension is reduced, trust and cooperation increase. It is an inverse relationship. So, how can you move to reduce tension in your first impressions to increase trust and cooperation? Put yourself in their shoes and seek to relate to them with an equal footing on a level playing field. Demonstrate how you can bring value to their lives.

14 Ways to Become an Incredible Listener 1. Be present and provide your undivided attention. 2. Seek first to understand, then to be understood. 3. Listen attentively and respond appropriately. 4. Minimize or eliminate distractions. 5. Focus your attention and energy with singleness of purpose on what the other person is saying. 6. Quiet your mind and suspend your thoughts to make room in your head to hear what is said—in the moment! 7. Ask questions and demonstrate empathy. 8. Use your body language and nonverbal cues constructively and pay attention to theirs. 9. Follow the rhythm of their speech; hear their tone. 10. Repeat and summarize what you have heard them say to confirm understanding. 11. Be open-minded and non-defensive. 12. Respond rather than react. 13. Be respectful, calm, and positive. 14. Try to resolve conflicts, not win them.

Rule by decree has conspicuous advantages for the domination of far-flung territories with heterogeneous populations and for a policy of oppression. Its efficiency is superior simply because it ignores all intermediary stages between issuance and application, and because it prevents political reasoning by the people through the withholding of information. It can easily overcome the variety of local customs and need not rely on the necessarily slow process of development of general law. It is most helpful for the establishment of a centralized administration because it overrides automatically all matters of local autonomy. If rule by good laws has sometimes been called the rule of wisdom, rule by appropriate decrees may rightly be called the rule of cleverness. For it is clever to reckon with ulterior motives and aims, and it is wise to understand and create by deduction from generally accepted principles. Government by bureaucracy has to be distinguished from the mere outgrowth and deformation of civil services which frequently accompanied the decline of the nation-state—as, notably, in France. There the administration has survived all changes in regime since the Revolution, entrenched itself like a parasite in the body politic, developed its own class interests, and become a useless organism whose only purpose appears to be chicanery and prevention of normal economic and political development. There are of course many superficial similarities between the two types of bureaucracy, especially if one pays too much attention to the striking psychological similarity of petty officials. But if the French people have made the very serious mistake of accepting their administration as a necessary evil, they have never committed the fatal error of allowing it to rule the country—even though the consequence has been that nobody rules it. The French atmosphere of government has become one of inefficiency and vexation; but it has not created and aura of pseudomysticism. And it is this pseudomysticism that is the stamp of bureaucracy when it becomes a form of government. Since the people it dominates never really know why something is happening, and a rational interpretation of laws does not exist, there remains only one thing that counts, the brutal naked event itself. What happens to one then becomes subject to an interpretation whose possibilities are endless, unlimited by reason and unhampered by knowledge. Within the framework of such endless interpretive speculation, so characteristic of all branches of Russian pre-revolutionary literature, the whole texture of life and world assume a mysterious secrecy and depth. There is a dangerous charm in this aura because of its seemingly inexhaustible richness; interpretation of suffering has a much larger range than that of action for the former goes on in the inwardness of the soul and releases all the possibilities of human imagination, whereas the latter is consistently checked, and possibly led into absurdity, by outward consequence and controllable experience.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

This country also has the best customer service in the whole world. Waiters and service crews are not motivated by tips. They treat their job as if it’s their life mission.

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Does your tone match your intention? Is your tone of voice confusing or clarifying? Are you coming across to others as you had hoped? Once you begin to notice your tone, you can adjust as needed to make it work in your favor.

Asking permission to call someone by their first name is a gesture of gentility and consideration. And once permission is granted, the gate is open for mutual respect and mutual purpose. Simply demonstrating this courtesy before making an assumption is impressive. Once permission is granted, you have earned points on both sides.

Sometimes you want to go where everybody knows your name, and they're always glad you came. You wanna be where you can see, our troubles are all the same. You wanna be where everybody knows your name.

Is your voice value delivering the image you wish to convey? Is your voice coming across as smart, friendly, and positive or ignorant, rude, and negative?

What can you do to ensure that your voice value translates into impression value?

Conversation starters. Icebreakers. Openers. However you choose to label them, that moment when the first words come out of your mouth can make or break the outcome of your entire conversation. Been there, done that, right?

Using names with respect and consideration tells a person that you care, are present and engaged, and that you are genuinely interested in making a connection. You make them feel remembered!

Uh-Oh . . . One year I was the guest speaker at an annual conference. The person who coordinated the agenda mistakenly typed my name as “Sue” rather than “Susan.” I felt odd and a little disrespected because they didn’t take the time to ask the spelling of my name. It felt awkward when I saw it on all the tables throughout the ballroom, to say the least. I asked, “Please make sure that you introduce me as Susan because I’ve never been called Sue.” The initial impression was sticky for an instant, but they quickly made it right. The correction was shared and everything turned out fine. Even an innocent and unintentional name error can impact your first impressions. Making a joke about it once I was on stage was a light-hearted way to confirm my real name.

To make a positive first impression, where is the best place to wear a nametag? Since we shake hands with our right hand, placing your nametag on the right side of your body will make it quickly visible for the best eye contact. Within a few inches of your collar bone and right shoulder will provide greater visibility even when you are sitting down.

Wearing Nametags- On Others I enjoy reading nametags and calling people by their names before we have officially met or been introduced. It provides an instant icebreaker. Walking up to someone and saying, “Hi Brenda! I’m Susan!” creates a quick connection that might not have happened were her name not displayed.

Business Cards “Do you attend events where business cards are exchanged in a networking environment? My friend Brian Haugen is a networking ninja. His gregarious personality and love for people have enabled him to easily win friends and influence people. He has a lot of tips, but one of his best is regarding how to best handle business cards. When I asked him for his thoughts on being an effective networker, he shared that there is an art to how to receive someone’s business card with respect and interest. He continued by saying, “When someone hands you their card, take a moment to hold it, read it, repeat their name and then make a comment or ask a question. And make notes on their card to help you remember the exchange.” This small action communicates you are genuinely interested and want to remember them.

Too often when people hand us their cards, we quickly slip them into our pockets or purses without giving notice to what it says. Subliminally, it tells the other person that we don’t care or are not interested. Take a moment to demonstrate your interest; this will help your newfound relationship be off to a good start. Small actions can make a significant impact!

Have you ever met a new person and within seconds forgotten his or her name? It can be embarrassing, can’t it? Many people will laugh, brush it off, and say, “I simply can’t remember names!” But you should take remembering seriously.

To remember people’s names, use usual Imagery—Connect the name with a mental picture that will remind you of that person. If his name is Barry, think of berries. If her name is Cheri, imagine her drinking cherry punch.

To remember people’s names, Pay Attention—Minimize distractions and focus on what they are saying. Making a concerted effort to concentrate will help you improve your memory.

Make a Connection to remember people’s names, —Connect their name or a feature on their face with something you already know. This connection will help anchor their name in your mind for future recall.

To remember people’s names, “Write it Down! —Whether you write their name down on the back of a card, a receipt, a handout, or in a notebook, this simple act will help you remember.

To remember people’s names, wash, rinse, repeat—Repeat a person’s name upon introduction, throughout the conversation, and as you bid farewell. Try it both in your mind as well as out loud. Avoid nicknames unless otherwise invited.

The Words You Think “Your thoughts lay the foundation for your life’s experience. Are you utilizing your thoughts for your highest good or are they harmful to you and others? Are your thoughts building you up or tearing you down? Notice the quality of your words and ask yourself these questions.

The directive we have so often heard, “Change your thoughts, change your life,” is indeed based on the power of words. The key to your happiness, well-being, and interactions with others begins, continues, and concludes with the nature and quality of the words you hold in your mind as thoughts. Make them work for your highest good.

If you want to attract greater success, prosperity, health, and to enjoy more fulfilling relationships, craft your speech to affirm and manifest them.

The Words You Write “Few things scream ‘unprofessional’ faster than a poorly written letter or resume filled with errors, misspellings, misuse, and negligence.

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Review and reread your work before you hit send, post, or publish. Thankfully, many of the social media channels allow you to edit what you have created after they have been posted. However, there will be times when what you send out will be un-retractable. In some cases, they are there forever. So choose your words wisely!

Even with my focused intention to be eloquent and reflect perfect grammar, syntax, and punctuation in my writing, I still flub up occasionally. Thank heavens for spell check, auto-correct, and the brilliance of my amazing editor Elizabeth Dixon. None of us is perfect, but our editing needs to be as thorough as possible if we hope to make a great impression.

Having a second set of eyes to review what you do is an effective practice. Sometimes you will be so close to your own work that your blinders will cause you to miss tiny details which can create huge errors, and reflect poorly on your intelligence and expertise.

As a professional speaker and author, excellent grammar is crucial in my profession. Without the proper use of words and language, I would lose credibility and respect.

A fast way to get a clear understanding of yourself and others is through personality a profile assessment. Many companies and hiring managers administer these tests to ensure that personalities are well matched to positions. They also help build dream teams to optimize the combinations of strengths and complementary qualities among their people.

Understanding a wide range of personalities will help improve your communication, connection, and engagement not only at work, but in your relationships at home, in life, and in love.

I am sharing this wonderful information with the caveat that I am not promising, endorsing, guaranteeing, judging, or predicting any outcomes for you. I’m simply providing you with tools which I have enjoyed and hope you will too!

Mary Kay Ash, the founder of the Mary Kay Cosmetic empire, taught her teams that most people have a sign hanging around their necks that says, “Make me feel special.” Answer that need in others through nurturing words, deeds, and actions, and you will be amazed by the ease with which people respond to you. What can you do to make other people feel special?

In our digital world today, handwritten notes are an “old school” way to make people feel important. Email is easy and Facebook birthday messages are now the norm, however, taking that extra step makes your efforts extra special. Whether it is a thank you note, birthday greeting, or a card of congratulations, taking the time to extend this personal consideration makes a person feel like you care. Be the surprise in someone’s day and make them feel important.

How's your humor? What can you do to have more humorous lines to use in the right place at the right time? I highly recommend it! Laughter is the best medicine indeed. Not only will you enjoy the experience yourself, but the people around you will enjoy the entertainment.

So, what if you are not naturally funny? Don’t get discouraged. Do your research, gather ideas, and find your fun. Seek ways to laugh. Not only will doing this provide you with new material for making a great first impression, but laughter will bring you personal delight and satisfaction. Putting a smile on someone’s face is one of the best gifts you can deliver.