Never use pressure to close a deal or to unduly influence a customer’s decision
Always put the client’s needs above your own
Provide objective and timely advice to customers
Tactfully tell customers no when their demands or expectations cannot be met
Follow up with customers after the conclusion of a sale
Keep an eye out for other AMA Playbook blog posts that highlight how to set the performance bar higher for these key performance review competencies: Leadership, Communication, and Creativity/Innovation. Along with Customer Service, these “Big 5” will round out your performance review template nicely. And of course for other core competency descriptors, look no farther than The Performance Appraisal Tool Kit or Paul Falcone’s bestselling 2600 Phrases for Effective Performance Reviews (AMACOM 2005).
Paul Falcone is a human resources executive in Los Angeles and has held senior-level positions with Nickelodeon, Paramount Pictures, and Time Warner. He is the author of a number of AMACOM and SHRM bestselling books, and four of his books made SHRM's prestigious "Great 8" bestseller listings over the last few years: 96 Great Interview Questions to Ask Before You Hire, 101 Sample Write-Ups for Documenting Employee Performance Problems, 101 Tough Conversations to Have with Employees, and 2600 Phrases for Effective Performance Reviews. His additional books on performance management include 2600 Phrases for Setting Effective Performance Goals and The Performance Appraisal Tool Kit. You could follow Paul on Twitter at @PaulFalconeHR and find Paul's website and blog at www.PaulFalconeHR.com.
Are you failing to motivate your team and connect with what drives them? An emotionally intelligent leader excels at cutting to the core of their employees’ problems and motivating factors. Daniel Goleman recently discussed how you can build your emotional intelligence and become more empathetic.
Does your leadership exhibit character flaws that could result in leadership derailment? John Mattone, an international keynote speaker on leadership and talent culture, explains the traits that affect leadership performance.
Do you have problems making important and difficult decisions in your role? Managers are responsible for making tough calls and leading the team in the right direction. Soren Eilertsen offers four steps that can help you make the tough decisions, so you can lead your organization to excellence.