What’s Your TONE OF VOICE Like?

By Nancy Friedman

Your Mom was right. It’s not what you say, but how you say it.

Several times while I was out shopping recently, I’ve been told things, that frankly, weren’t that bad... but the tone of voice was so wrong, I walked away not wanting to do business with that company anymore.

It reminded me of that game we played a long time ago. You take one sentence and emphasize each word one at a time every time you say the sentence. Something like this:

• "I" love my job.
  
• I "LOVE" my job.
  
• I love "MY" job.
  
• I love my "JOB."
  

You can take most sentences and do that. Point being, the way we emphasize and use our tone of voice means a whole lot in the customer service arena. Think of all the “tones” and deliveries we can use. A few that come to mind are:

• Bored
  
• Terrified
  
• Inconsiderate
  
• Happy
  
• Worried
  
• Shocked
  
• Sad
  
• Unconcerned
  
• Angry
  
• Hurt

You can take your own sentence and use any one of the emotions listed above. And certainly you can find other emotions to use, too.

Obviously, there are various tones we don’t want to use in certain situations. Basic as this sounds, it’s a key instrument in delivering service the way most companies want to do it.

Let’s go back to the opening paragraph – and my true story. I had gone into a store and purchased an item. When the clerk told me the amount, I wrote out a cheque. He took it and looked up my account. Without even looking up at me he said, "If you're gonna write a cheque, I have to see a picture ID." The "TONE" he used was rather threatening in my perception. I’d been a customer there a long time and this was the first time I’d been asked for ID. I immediately made a decision not to return there any more.

There were several ways he could have told me he needed ID. Especially since he saw from the database, which he found prior to my handing him the cheque, that I had been at that store many times before.

He could have said, "Mrs. Friedman, I see you’re on the database and shop here often. Most folks know you on sight; however, I’ve only been here three days and haven’t met everyone yet. If I can get your driver’s license this time... next time I’ll recognize you."

That’s just one way. Gosh, you even feel the difference just by reading the words. See the difference? More importantly, you could HEAR the difference I bet.

There are thousands of little basic things we do during a workweek that can, and do, tick customers off. And NOT JUST ON THE PHONE. (Remember our article on the 6 Touch Points of Communications?)

On the other hand, I went into the jewelry store the other day to pick up an item. When I said to the owner, who does know me, that I was here to pick up my watch, I could sense he seemed to blank out on my name. With a big smile he said, "Good, glad to get it. By the way, which name will that be under?" A class act.

So practice on trying to find the most positive tone with which to talk to customers. Then, practice on saying positive things. It works wonders.

Nancy Friedman is president of Telephone Doctor®, an international customer service training company headquartered in St. Louis, Missouri, specializing in customer service and telephone skills. She is a KEYNOTE speaker at association conferences and corporate gatherings and is the author of four best selling books. Call 314-291-1012 for more information or visit the Web site at www.telephonedoctor.com.

Published in Networking Today, August 2004.

Defining Your Company's Language Six Tips to Make Sure Your Company Talks "The Talk"

By Rebecca A. Morgan

To be successful in business, it's important to find common ground with your associates and partners, but it's equally important to speak a common language, even if you're all speaking English. Businesses have their own versions of business-speak, often made up of company colloquialisms, proprietary phrases, and technical terms. Without all parties involved in a decision having the same understanding of terms used, businesses can lose valuable time and money.

I recently helped the management team from Moen, Inc. find an advanced software application. The company had difficulty making the right fit for this important software. Team members had a long tenure with Moen and their language and knowledge were very company-specific. They were unable to effectively open their options beyond what they already knew so it was up to me to help them overcome these hurdles and find the right application.

Six tips how not to be separated by a common language:

1. Avoid AA ("Acronym Assumption"). Even AA can mean something different to you than to me. OK? Make sure everyone's on the same page ASAP. Spell out what acronyms stand for before use.
   
   
2. Ask new employees to note when company terminology isn't clear. Encourage them to ask for clarification and share when everyday language communicates more clearly than office jargon.
   
   
3. Develop a glossary of acronyms and terms used by your office and avoid ambiguous terminology. Distribute information to all employees and business associates.
   
   
4. When in doubt, find out. If you're unsure what someone is talking about before starting a shared project, you may end up moving in opposite directions.
   
   
5. Everything bears explanation. Reiterate and clarify all communication. Define meanings within the company and the business world you operate. Do not move projects forward without determining that all steps are clearly understood by everyone.
   
   
6. There's no substitute for clarity. Be specific by saying things such as, "When I say Sales and Operations Planning, I refer to the meeting, not the process of preparing for the meeting, nor the aftermath of the meeting."
   

Rebecca A. Morgan has been an authoritative voice in the various aspects of business operations for more than 25 years. Founder and president of Fulcrum ConsultingWorks, Inc., Rebecca has a wealth of experience from which to draw when working with her clients, assisting them in defining and executing profitable operations strategies. In addition to contributing as a weekly columnist for INC.com, Rebecca’s expertise has been tapped by many national and local publications on topics ranging from lean manufacturing to steel tariffs to B2B relationships.

Fulcrum ConsultingWorks Inc. is located at 17204 Dorchester Dr. Cleveland, Ohio 44119-1302. Rebecca may be reached at 216-486-9570 or online at www.fulcrumcwi.com.

Published in Networking Today, August 2004.

Resisting the Ring of Power

By Andrew Sobel

In JRR Tolkien's trilogy, The Lord of the Rings, there is a gold ring, forged by an evil demon, which is the centerpiece of the plot. The owner of the ring is granted near-immortality, and placing it on a finger renders the bearer invisible. The ring's immense power is a corrupting influence, however, and eventually it will overcome its owner and lead him to evil. A hobbit with a pure heart, therefore – Frodo Baggins – is chosen to carry the ring back to the volcano in which it was made, to destroy it once and for all. Only someone like Frodo, who has impeachable humility and morals, could possibly resist the ring's siren song during the long journey back to its birthplace in the land of Mordor.

Unfortunately, as times goes on even the impeccable Frodo begins to succumb to the ring's evil influence. In the end he staggers up the dreaded volcano, barely able to walk forward. As he stands at the edge of the volcano's precipice, he simply cannot bring himself to voluntarily hurl the ring into the molten lava to destroy it – the ring is taking him over. Ultimately, the ring is accidentally destroyed by the creature Golem, a former owner of the ring, who grabs it from Frodo and then falls into the incendiary core of the mountain.

In many respects, large, enduring client relationships are like the ring of power in Tolkien's masterpiece: If you don't have the highest ethical standards, and abide by strong principles of independence, you'll get taken over by the power that such large relationships can confer. The result can be self-destruction.

Take the example of Arthur Andersen and Enron. Former big-five accounting firm Andersen, now defunct as a direct result of the Enron scandal, was apparently billing $50 million a year to Enron for accounting and other professional services. By some reports, the goal at Andersen was to raise that number to $100 million a year, thereby making Enron a truly Brobdingnagian client. It now appears that as that client relationship grew larger and larger, the independence and judgment of some Andersen professionals began to diminish, to the point where they were allegedly endorsing and signing off on financial transactions that were highly suspect to say the least. It became impossible for them to say no.

The seductive, even corrupting power of large client relationships can take many forms. Can you resist it? For example: § A client might pressure a consultant to endorse a particular strategy or cost-reduction program in order to give the action a brand-name stamp of approval, or perhaps ask a lawyer to provide a letter stating that a proposed transaction is legal. Is a large fee enough to overcome your doubts, and to convince you to agree to something you're a bit uncomfortable with?

• As a client's trust in you grows, your voice carries more weight. It becomes easier to convince that client to hire you for more and more work, or to purchase other services from your company. When do you cross the line between providing your client with things that he truly needs and benefits from, and over-selling services that are marginal or could be better supplied by someone else?
  
  
• A client is considering making a move – say, an acquisition – which will double your business with that client. If he doesn't make this step, your business will dry up. No matter how independent you are, do you perhaps feel a small pull toward rationalizing the acquisition? Does this colour your thinking?
  
  
• A client treats you like royalty – you are truly her trusted advisor in your area of expertise. Your stature in the broader organization grows by the day, based on your influence at the top. Again, does this go to your head just a little bit? Do you start to enjoy the perks of guru status a bit too much?
  

I have occasionally ridden with clients on a corporate jet, and attended board meetings where my opinions seemed to carry significant weight. I have also stayed in a lot of musty motels in the middle of nowhere, having arrived after midnight in a rented Taurus that reeked of stale cigarette smoke, and then faced a skeptical audience the next morning. When I'm in the Taurus I like to daydream about the Gulfstream, and when I'm staying at the Four Seasons hotel, I remind myself that my next bed at the "Four Points" or some other absurdly-named motel may not be so cushy. I have a bit of a sense for what that gold ring feels like, and I believe that if you don't have the right attitude of humility, it can be intoxicating – that's why Golem is obsessed with getting the ring back, calling it his "Precious."

Resist the ring of power. When you have a large, lucrative client relationship, assume that you have to earn the client's loyalty and respect anew, every week and every month. At each juncture, ask these simple questions: Is this in the best interests of my client? Is my judgment in any way being affected by whether or not the decision is favourable to me and my company? Am I afraid of "rocking the boat" because the revenue from this relationship is so important? If you take the relationship for granted, become arrogant, and start putting your own agenda ahead of your clients' interests, then the very reason clients were attracted to you in the first place will disappear rather suddenly.


Andrew Sobel is the leading authority on client relationships and the skills and strategies required to earn enduring client and customer loyalty. He is coauthor of Clients for Life: How Great Professionals Development Breakthrough Relationships (Simon & Schuster). He can be reached at (505) 982-0211 or by e-mail at andrew@andrewsobel.com www.andrewsobel.com

Published in Networking Today, August 2004.

Seeing Eye To Eye

By Janet Christensen

I am fortunate enough to be writing this article in Cabarete, Dominican Republic. The Dominican Republic is a wonderful country, alive with sights, colours, sounds, music, and a tantalizing blend of people. It is also a third world country where the hydro goes out frequently, and the local residents struggle to have things that we so often take for granted, such as adequate housing, quality medical care, and food on the table.

A feature of the local economy is the street and beach vendors. These vendors are not as intrusive as ones I have encountered on some other islands. However, it is impossible to walk down the street or sit on the beach without being approached by someone selling, among other things, CD’s, watches, shoes, jewelry, timeshares, or asking if you want a taxi or ride on the back of a motorcycle. The best one is the guy we have seen several times with one size twelve running shoe. His niche market is the amputee with one big foot. My surprise was being approached several times to see if I want my hair braided – my hair that is about one inch long at its longest part and spiked out. It is tempting to have it done just to see what they would do!

This is not my first visit to the Dominican Republic, so I knew what to expect. My husband and our friend were here a week ahead of me and they claim that they were not approached until I arrived. What do I have that they don’t, besides the obvious biological differences? They are both nice guys, although they probably exude the frugal windsurfer look here. Both of these guys encounter and successfully deal with people of all ages and types in their work. It became apparent that my invitation to approach me resulted from making eye contact. For the innocent tourist, eye contact sends the signal that you are open to buy, buy, buy!

One of the cornerstones of effective communication is making eye contact. When we make eye contact with someone, we acknowledge his presence and send a signal that we are open to communicate with him. When I am speaking to a large audience, I make a point of making eye contact with people to establish a personal connection. For me, making eye contact with someone also honours his or her value as a person, whether or not we speak. I am one of those people who smiles at strangers as we pass on the street.

In Western society someone who does not make eye contact may be considered to be shy, evasive, shifty or dishonest. Anyone who has tried to talk to a child (or an adult) who refuses to make eye contact knows how frustrating that can be and that it sends the message “I’m ignoring you.” In today’s business world where the importance of networking and making personal connections is emphasized, we are encouraged to stand tall, smile, and make eye contact with people. Our choice to make eye contact, or not make eye contact, sends very important signals, even before we open our mouths to speak.

We are now living in a world where much of our communication occurs by phone, e-mail, or in other ways that do not require face-to-face contact. When we do have that opportunity to connect in person, face-to-face, it becomes more important to acknowledge each other and lay the groundwork for effective communication. Making eye contact facilitates this. In doing so, you value both the other person and yourself. You send the message that you are present and open to communicate and you invite the other person to also be present and communicate.

For my part, I have decided that it is more important for me to make the eye contact with the locals here and appreciate their individuality. And I have learned to say with a friendly smile, “no, gracias.”

Janet Christensen passionately inspires potential as a professional speaker, Passion Map facilitator and writer. She can be reached through her company Unlimiting Potential at (519) 434-5397 or toll free 1-888-779-3061 fax (519) 434-8344 email info@janetchristensen.com Web site www.janetchristensen.com. Published in Networking Today, August 2004.

No Lay-Offs for 145 Years

By Barbara Bartlein

While many companies have down-sized, right-sized, or re-engineered their work force in recent years, Northwestern Mutual Financial Network has never had a reduction in force. No lay-offs and no downsizing – even during the depression. Named one of “American’s 50 Best Companies to Sell For” in 2003 by Selling Power Magazine, and ranked among the “100 Best Companies to Work For” by Fortune Magazine in 2004, NMFN has very little turnover among its workforce of 4600. Employees come to Northwestern and they stay. Often for their entire career.

With 350 offices and over 7,900 representatives across the United States, Northwestern has consistently had the highest available ratings for financial strength from Standard & Poor, Moody’s Investors Services, FitchRatings and A.M. Best. It currently has over 3 million life insurance policy owners with more than 4.7 million policies. It has enjoyed tremendous growth and continues to be one of the most prominent insurance companies in the world.

In a recent interview with Edward Zore, President and CEO, he identified several factors related to the past and continued success of NMFN. He suggests the following for long-term success:

• Discipline and focus. Identify the areas that offer an opportunity to excel and keep getting better at them. Pay careful attention to what works and do more of that. Avoid areas that are not the focus of the organization and keep the spotlight on the core business. Sometimes it is more important to know what opportunities to pass by than identifying new business.
  
  
• Add value. Don’t succumb to the whims of the marketplace and the lowest denominator. Keep the focus on the long term not just a quarterly profit. Long-term growth is strategic with careful planning. Bring high value to all that you provide to your customers and they will be loyal to the company and tell others. There is no better advertising than an enthusiastic customer.
  
  
• Do the right thing. While there is plenty of work for attorney drafting contracts and agreements, Zore feels strongly that your word still has to be your bond. If you say something, follow through. You have to live up to your commitments and reflect integrity in everything you do. Treat people fairly and be proud of what you provide and how you do it.
  
  
• Recruit the best people you can find. Be very selective over who joins the organization and make sure that the qualities of the individual align with the company. Be clear of what the organization needs and bring in new employees that can fill these needs. Hire the very best people and make sure they complement, not duplicate, the talent you already have.
  
  
• Remember, you are where you are because of where you are. Success is partly the individual and partly the circumstances. Don’t let arrogance cloud your opinion of yourself and your talents. Nobody gets where they are by themselves. Make sure that you give back and mentor others who are on their way up. We all drink from wells we didn’t dig and sit in the shade of trees we didn’t plant.
  
  
• Always keep learning. How far you go in life is directly dependent on your openness to new information. Teach classes at the local university, read books that are not in your field and attend professional seminars. Research on reading habits by Penguin Books reports that half of all Americans never read another book after high school and 40% of men say they never read books. Successful people do what others are unwilling to do.
  

Remember, if you are not the lead dog, all the scenery looks the same.

Sign up for Barbara's FREE email newsletter at www.barbbartlein.com.

Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com. Published in Networking Today, August 2004.