http://www.nytimes.com/2013/07/27/nyregion/in-lieu-of-money-toyota-donates-efficiency-to-new-york-charity.html?_r=0
Sent from my iPad
Hospitality Quality and Simple Usable Solutions
Thursday, August 1, 2013
Friday, July 19, 2013
HA
Check out this application on the App Store:
 | Hospitality AssuredThe App Garden Ltd Category: Business Updated: 10 Jul 2013 |
| iOS Applications |
| Please note that you have not been added to any email lists. Copyright © 2013 iTunes S.à r.l. All rights reserved |
Monday, June 17, 2013
Time name 25 most influential management books
www.time.com/time/specials/packages/completelist/0,29569,2086680,00.html
Download the official Twitter app here
Download the official Twitter app here
Tuesday, June 11, 2013
Monday, May 27, 2013
Saturday, May 25, 2013
Phase 3: Analyze | Six Sigma TV
Great videos
http://six-sigma.tv/category/six-sigma-dmaic-tools/six-sigma-analyze-tools/
Sent from David Wood
www.david-wood.co.nr
http://six-sigma.tv/category/six-sigma-dmaic-tools/six-sigma-analyze-tools/
Sent from David Wood
www.david-wood.co.nr
Saturday, April 6, 2013
Sunday, March 31, 2013
A Social Media Toolkit for Admissions | Higher Ed Live
This post is purely for my MBA students studying Six Sigma this semester.
This is a background video which might suggest some DOE strategies for this semesters problem.
A Social Media Toolkit for Admissions | Higher Ed Live
http://higheredlive.com/a-social-media-toolkit-for-admissions/
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Sent from Zite, available for free in the App Store.
A Social Media Toolkit for Admissions | Higher Ed Live
http://higheredlive.com/a-social-media-toolkit-for-admissions/
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Sent from Zite, available for free in the App Store.
Sent from my iPhone
Friday, March 29, 2013
HEAT complaint handling method
Hear: The first step is to listen to the customer. Hear them out. Don’t interrupt. Sometimes a customer just wants to vent. Of course, other times they have a real problem that needs solving. Try to listen for cues about what’s really bugging them. Is it the problem with their meal or their room? Or is it that they are now running late? If the real problem is time, then that takes a different twist to your solution; you have to solve the problem fast.
Empathize: Empathy is defined as the ability to imagine oneself in another's place and understand the other's feelings, desires, ideas and actions. Over the years, I have found the best way to do this (and teach team members how to do it) is by naming the emotion. You have to articulate to the customer what they are feeling and validate it. “I understand how you feel, I’d be frustrated too.” Or, “I completely understand and if that happened to me, it would make me very upset.” By naming the emotion, expressing understanding and placing yourself in the customer’s place, you begin the process of diffusing the situation.
Apologize: This is a big one, and easy. It goes like this: “I’m sorry.” It can be that easy. Unfortunately, many line-level team members tend to take this sort of thing personally and feel apologizing for something they may not have had any control over to be uncomfortable. My advice: Get over it. Nobody said it was your fault. We aren’t blaming you, so apologize already. To be more powerful, add a little of empathy. “I’m sorry for the inconvenience this has caused you. I’m really very sorry this happened.”
Take action: Going from apology to taking action should be seamless. The very next sentence out of your mouth should be what you’re going to do about the customer’s complaint. The customer deserves to know what is going to happen next and what they can expect. The foundation to most customer complaints is the disconnect from what was expected and what actually happened. This is your chance to reestablish an expectation and deliver on it. Taking the appropriate action can only be done if you really hear the problem, fully understand the customer’s feelings and combine it with a sincere apology.
Empathize: Empathy is defined as the ability to imagine oneself in another's place and understand the other's feelings, desires, ideas and actions. Over the years, I have found the best way to do this (and teach team members how to do it) is by naming the emotion. You have to articulate to the customer what they are feeling and validate it. “I understand how you feel, I’d be frustrated too.” Or, “I completely understand and if that happened to me, it would make me very upset.” By naming the emotion, expressing understanding and placing yourself in the customer’s place, you begin the process of diffusing the situation.
Apologize: This is a big one, and easy. It goes like this: “I’m sorry.” It can be that easy. Unfortunately, many line-level team members tend to take this sort of thing personally and feel apologizing for something they may not have had any control over to be uncomfortable. My advice: Get over it. Nobody said it was your fault. We aren’t blaming you, so apologize already. To be more powerful, add a little of empathy. “I’m sorry for the inconvenience this has caused you. I’m really very sorry this happened.”
Take action: Going from apology to taking action should be seamless. The very next sentence out of your mouth should be what you’re going to do about the customer’s complaint. The customer deserves to know what is going to happen next and what they can expect. The foundation to most customer complaints is the disconnect from what was expected and what actually happened. This is your chance to reestablish an expectation and deliver on it. Taking the appropriate action can only be done if you really hear the problem, fully understand the customer’s feelings and combine it with a sincere apology.
Wednesday, March 27, 2013
Article: How Google Is Using People Analytics to Completely Reinvent HR
How Google Is Using People Analytics to Completely Reinvent HR
http://www.tlnt.com/2013/02/26/how-google-is-using-people-analytics-to-completely-reinvent-hr/
Sent via Flipboard
Sent from my iPhone
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