Interact With Your Team
Many managers are skeptical that such a simple line of inquiry can produce an information of value. The trick is to consider all possible performance consequences from the point of view of your members.
For example, members may appear unresponsive to customers’ inquiries or requests for assistance for very different reasons.
Members may not mind occasionally being criticized for being rude to customers on the phone if they know a large part of their performance evaluation is based on how fast they respond to customers. Consequently, they may rush through phone inquiries, cut off customers in the middle of discussion, or be overly abrupt in their responses. Another explanation may be that members are afraid of giving the wrong answers to customers because they lack necessary information or because they feel that you are very controlling about the types of information given out by your team.
Over the next week, take a look at the performance consequences that you’ve put in place for your team. Keep in mind that whenever you make major changes in your performance expectations, you have to follow suit with corresponding changes to your performance conse¬quences. Finally, test your assumptions against input provided from your members or other managers who have seen you interact with your team. Try to remain open to their suggestions, even if it means changing your management style.