Training & Resources
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Section 3 Training & Resources MFSP Training and Orientation Manual Page 1 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager Table of Contents Human Resource Department Training Facilitated Training Topics Available Through MFSP Manager Other Training Options External Opportunities Second Language Training (SLT) through Distance Learning (DL) Pilot Project Resources Library Resources Books: Videos CDs COMMUNICATIONS FamilyForce Directors Page Promotional Materials Electronic Etiquette Communication Tone DMFS Communications Dealing With a Difficult Member of the Community Running Effective Meetings Stages Of Group Development Process of Change Other resource documents High Five Package Youth Leadership Camps of Canada Book of Activities for Summer Camp MFSP Training and Orientation Manual Page 2 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager 3 3 3 3 5 6 6 6 7 8 9 9 9 9 10 13 14 19 20 21 22 22 22 HUMAN RESOURCE DEPARTMENT TRAINING Occupational Health and Safety – on line training (HR will provide details) Confidentiality – ½ day mandatory Harassment Prevention Training ½ day – mandatory *in the fall, after all new employees are in place, the HR Manager will visit all locations to facilitate these trainings Labour Relations – 1 day CFPSA mandatory for managers/supervisors, however rarely available in Europe HR Hiring Package Review for managers only FACILITATED TRAINING TOPICS AVAILABLE THROUGH MFSP MANAGER CFPSA Overview and MFSP Organizational Structure Parameters for Practice e-business: Funding Application, Service Delivery Agreement and Quarterly Reports – Calculating Payroll – Reading and Understanding Financial Statements Program Planning Marketing and Promotion Conducting Needs Assessments Personality Dimensions Emotional Intelligence Interpersonal Communications and Conflict Management (coming soon) OTHER TRAINING OPTIONS First Aid/CPR Culture Shock – Social Worker Gudrun MacKinnon, head of the translation department is a qualified Mediator and MBTI Personality Assessment Facilitator. She is also qualified to administer the Strong Interest Inventory. EXTERNAL OPPORTUNITIES Learning and Career Centres: Online Learning/Courses through DNDLearn: accessible to all DND Employees and CF Members. To gain access to the site, there is a specific form for users in countries other than Canada. The form is to be filled out, signed, and returned to: Ross Maclachlan Phone: 613 541-6000 ext: 3708 E-Mail: MacLachlan.RD@forces.gc.ca Fax: 613 541-6908 MFSP Training and Orientation Manual Page 3 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager Free Online Courses: ☺The PowerPoint FAQ &☺PowerPoint 2000 Tutorial. Both sites are useful to have bookmarked if you use PowerPoint in your job. Just click the links to access the content. Courses at Other Learning Organizations: Canada School of Public Service (CampusDirect-see below), The Knowledge Exchange (seems to be IT software with very specific uses, unsure if cost involved) Canadian Defence Academy (www.ontariolearn.com ): e-learning through a number of Ontario community colleges (cost recovery basis? On own tab?) CampusDirect: CFPSA employees are eligible to take for FREE an entire catalogue of courses including: Some of the tools available to you include free online courses, links to e-learning resources, a notepad for you to record your ideas and reminders and a calendar where you can track your activities. You will also have the opportunity to purchase learning products from MFSP Training and Orientation Manual Page 4 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager SECOND LANGUAGE TRAINING (SLT) THROUGH DISTANCE LEARNING (DL) PILOT PROJECT For a number of years now, NPF employees have been able to access on-line language training of French and English through service provider Rosetta Stone (RS). Since the launch of our revised Official Languages policy, we are happy to report that we have been experiencing progressively more activities related to OL. We have noted an increased demand for language training from employees whose position requires the use of both official languages and those who have personal interest and career aspirations. As a result, we have decided to review and analyze various options for distance language training to ensure that we maximize the second language training and that the product we use meets your needs as a learner. We are happy to inform that effective 01 April, we will be transitioning from Rosetta Stone and introducing a new solution for distance second language training - the Learning Research Development Group (LRDG) and their programs Pour l’amour du français and For the love of English. The LRDG programs are computer-based and include self-directed learning accessible to all employees as well as self-directed with tutoring support for those employees who must attain the language profile of their position as specified in their Second Language Training Plan (SLTP). Just like RS, the programs will be accessible from CFPSA network computers as well as home computers. Any questions may be directed to the Official Languages mailbox at olo@cfpsa.com. From your Internet computer: DVD based 1. For self-study, log on to: http://www.lrdgportal.com/cfpsa/selfstudy.asp and complete the online Registration form. Once completed, you will be prompted to take the online Placement test. You will need 15 – 20 minutes to complete the test. Upon completion, you will be advised of a suggested module number as your starting point for your learning 2. For self-study with tutor support, log on to: http://www.lrdgportal.com/cfpsa/tutorsupport.asp Once completed, you will be prompted to schedule your oral assessment in order to determine your module starting point. The assessment should take maximum 20 minutes depending on your FSL proficiency level. 3. A DVD will be shipped to the address provided in your online Registration Form. You should receive the DVD within 5-7 business days. 4. An access code will be emailed from accounts@lrdgonline.com to you allowing you to upload one module at a time from the DVD. 5. Most importantly enjoy, have fun and bonne chance! Any questions may be directed to the Official Languages mailbox at olo@cfpsa.com. MFSP Training and Orientation Manual Page 5 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager RESOURCES Brochures available from DMFS at no cost: Family Care Plan Mission Information Line MFSP Family Handbook Student Deployment Journal My Mom is a Soldier A Father to be Proud Of Joey’s Mom is Going Away CFPSA Brochures CFMAP Brochures SLT Class Resources Deployment Stress ReUnion Stress Requests to be made through MFSP Manager Note: Some of these are no longer available in hard copy format, only electronic copy. LIBRARY RESOURCES Books: The Irresistible Offer A Practical Approach: Measuring Program Outcomes Attitude: Radiating Possibility Leadership: An Art of Possibility Fish! Overcoming the Five Dysfunctions of a Team Trainer's Warehouse Book of Games The Balanced Scorecard The 22 Immutable Laws of Marketing Death by Meeting The Five Dysfunctions of a Team Perfect Phrases for Presenting Business Strategies Effective phrases for Performance Appraisals Sing a Rainbow The Monk who sold his Ferrari Leadership Wisdom Who will cry when you die The Greatness Guide The Greatness Guide Book 2 Daily Inspiration Family Wisdom Mark Joyner United Way of America Groh Productions Groh Productions Charthouse Learning Patrick Lencioni Elaine Biech Kaplan Norton AL Ries & Jack Trout Patrick Lencioni Patrick Lencioni Don Debelak James E. Neal Jr British International School Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma MFSP Training and Orientation Manual Page 6 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager Living Your Colors Colour Savy Follow Your True Colors to the Work you Love Success Manifesto Joy of unusual achievement Manage Your Time, Master Your Life workbook The Cure for Fear Mega living! 30 Days to a perfect life The Mastery Manual Volume 2 How to become an Extraordinary Human Being The Mastery Manual Enjoy the Journey podcast workbook Daily thoughts on greatness Conflicts in the Workplace MFSP Europe Policies: Volume 1 MFSP Europe Policies: Volume 2 HR HR Labour Relations Emotional Intelligence in Action The EQ Edge The Emotional Intelligence Workbook Emotional Intelligence Skills Assessment: Facilitator's Guide Conflict Resolution for Managers and Leaders The Leader Who Had No Title A survival guide for working with humans The saint, the surfer and the CEO Discover your destiny Perfect Phrases for performance reviews Training from the back of the room The new Encyclopedia of ice breakers Military Writing Dealing with the irate customer Tom Maddron Geary & Bulstrode Kalil Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Kantola Productions N/A N/A N/A N/A N/A Hughes, Patterson & Terrell Stein & Howard Hay group Stein, et al. Wiley & Sons Robin Sharma Graham Scott Robin Sharma Robin Sharma Max & Bacal Bowman McLaughlin & Peyser N/A Kantola Productions Videos Leadership: An Art of Possibility: Radiating Possibility 7 Humor Habits for workplace wellness Managing People: Key Skills for Great Managers Longer lasting learning Be Prepared to LEAD Dining for Success Everyday Creativity Building a Feedback- Positive Organization Preventing Burnout in Your Organization People-First Management How Leaders Boost Productivity Groh Productions Paul Huschilt Kantola Productions Video Arts Kantola and Toastmasters Johanne Blake & Terry Pthers Dewitt Jones David Bradford & Scott Brady Christina Maslach Daniel P. Amos John P. Amos MFSP Training and Orientation Manual Page 7 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager Why don't we naturally Make Good Decisions? What Drives Phenomenal Success The People Side of Great Business How Great Decisions Get Made How Great Companies Achieve Extraordinary Results with Ordinary People Avoiding the Workforce Crisis Time Management The Team Approach Supervising for Quality Be Prepared for Meetings The ARTS of Criticism…Giving and Taking Breakthrough Listening Motivating Your Employees Performance Coaching Conflicts in the Workplace Dealing with the Irate Customer Thinking Into Results Deployment Signature Series Be The Difference Ron Howard Colleen Barrett Libby Sartain Don Maruska Charles O'Reilly III Tamara Erickson Kantola Productions Toastmasters & Kantola Toastmasters & Kantola Toastmasters & Kantola Kantola Productions WisdomWare Learning Company Kantola Productions Kantola Productions Kantola Productions Kantola Productions Sandy Gallagher & Bob Proctor Esquimalt MFRC National Defence CDs Sing a Rainbow Manage Your Time, Master Your Life A Simple formula for extraordinary relationships The Energy Explosion How to Craft a world -class life The Cure for Fear Extraordinary Leadership Meditation for Elite Performers Meditation for Elite Performers Volume 2 Greatness Guide Shine in the World The Monk who sold his Ferrari The Leader who had no Title Bruce live in Las Vegas British International School Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Robin Sharma Bruce Christopher MFSP Training and Orientation Manual Page 8 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager COMMUNICATIONS FamilyForce Directors Page https://www.familyforce.ca/sites/mfspeurope/EN/pages/default.aspx Promotional Materials (under development) Electronic Etiquette (cell phones, voice mail, e=mail, telephone) do’s and don’ts. Telephone – clarity, tone, use names, respect, identify self, smile, confirm, chewing gum, carry on two conversations. Voice Mail – make msg up to dage, concise, tone, background noise, message that goes on and on, identify self, prepare to leave msg. Cell Phones – Turn them Off. E-Mail - Blind carbon copies, salutation and closings, caution when using abbreviations, unsolicited e-mail, prioritize, virus protection, don’t use as a crutch, it is an appropriate medium, work related, may be misinterpreted, don’t send in haste, not private. Misspelled words Misuse of capital and small letters Bad grammar Missed words Abandon electronic manners Takes away from the professionalism and the strength of the email Sign of respect and that you care Be brief Use spell check Read over the –mail before hitting the send button Choose your words carefully (tone is often misinterpreted in short, abrupt e-mails) Be aware of your audience Avoid e-mail jargon Don’t use email as a cop out (nasty notes instead of confronting . This only creates bitter feelings and causes more damage Respond within 24 hours (sign that you value people’s time) MFSP Training and Orientation Manual Page 9 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager Only cc the appropriate person Too easy to hit send to all (volume of messages is getting overwhelming) Keep email to work related topics (no jokes, Most common gripes about e-mail: People expect responses to soon People don’t respond soon enough Frequently misspelled words o missing words Bad grammar Use of e-mail lingo Tone easily misinterpreted Jokes over e-mail are annoying Many users don’t like mass e-mail and unsolicited commercial e-mail Some users don’t like attachment files tacked onto e-mails Tips Don’t be too personal If you are angry or upset, write your e-mail but don’t sent it. Save it for a while, then go back to it with a clear head If you e-mail is urgent, make sure to say so in the subject heading Write workplace e-mails like you would internal memos or correspondence You can simply address people by their first names in e-mail or you can say “Dear so and so”. Ending the letter has similar rules. You can just put our name or say something like, Best Regards Don’t’ write in all caps, this is translated as shouting Communication Tone Part 1: Keeping Your Cool and Choosing the Right Words A versatile writer can write the same thing using a variety of tones. But all business e-mail writers must be able to control the tone of their writing so their e-mail messages will have the results they intend. WHAT IS TONE? Tone is the quality in your writing that reveals your attitude toward your topic and reader. Tone comes from your choice of words, the structure of your sentences, and the order of the information you present. WHY IS TONE SO IMPORTANT IN E-MAIL WRITING? Because e-mail lacks the formatting of print, and the body language of in-person communication, the words themselves carry more feeling. And because e-mail messages are read quickly, an inappropriate tone can distract your reader and obstruct your message. MFSP Training and Orientation Manual Page 10 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager It's easy for e-mail writers to let their tone slip from professional to edgy or sarcastic. E-mail emboldens writers to express thoughts they would never say to a reader's face. And e-mail is written quickly then sent. Most e-mail writers don't review their messages as carefully as they should. When they do review messages before sending, they're looking at the content, not the tone. But tone is important. A flippant tone that the reader doesn't find funny can damage a relationship as well as progress on a company project. The best advice in setting the tone for your business e-mail is to write in a tone that is closest to the way you would speak to your reader in person. KEEP COOL Your mother probably told you that if you can't be nice, don't say anything at all. When writing e-mail, if you can't be nice, wait. Wait an hour if you're irritated, an afternoon if you're angry, and a day if you're furious. For many reasons, it's never appropriate to lose your cool in e-mail: E-mail is easily forwarded so the recipient can share your e-mail hissy fit with lots of readers Flames beget flames. If you use an angry tone in e-mail your reader will probably answer in anger. While the tone escalates, the work isn't getting done and a colleague or client is lost. Your employer owns your e-mail. It's not yours and it's not private. Don't write in a tone you'd be uncomfortable sharing with your boss. USE WORDS CAREFULLY Remember that well-chosen words create a personal, professional tone in e-mail. You can't rely on emoticons - such as this smiley : - ) - or abbreviations, BTW for by the way - to set the tone in your email. Choose words because they carry meaning to all readers, some of whom may not understand emoticons or abbreviations. Being a cool and careful writer will go a long way toward assuring that the tone of your message is cordial, but professional. Part 2: Writing to Control Tone Your tone becomes apparent to your reader with your first words-- your greeting (hi there or dear colleagues)--and your last words-- your signature (Sam Smith, Customers Relations Manager or The Custom Relations Department). How you order information, and how you structure your sentences in the body of your message reinforces your tone. MFSP Training and Orientation Manual Page 11 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager CHOOSE AN APPROPRIATE GREETING AND CLOSING The greeting in your e-mail establishes your relationship to your reader. Most writers of business e-mail begin their messages with "Hi" or "Hello" followed by the recipient's first name: "Hello, Fred." Some writers begin the message with the first name only. "Dear" is still an acceptable greeting in e-mail, not merely a vestige of outdated "print" culture. If you're writing an e-mail message to a group, use the group name in the greeting. Don't begin your message "Hi, guys" or "Everybody." Though this extremely casual greeting may sound friendly, it is actually just vague. Try "Dear Leadership Team" or "Hello, Interns." A more specific greeting sets a focused tone to the message and lets readers know right away who the message is for. Do write a closing for your message. Beside making it easier for your reader to find the end of the message, the closing seals the tone and serves as a final reminder of the main point or requested outcome. Try an action-oriented closing such as "Thanks for sending me the proposal draft," or "I'll call you on Tuesday to schedule the meeting." Or go for a gracious closing: "Thanks for your help," "Best regards," or "I look forward to meeting you." ORDER INFORMATION TO MAINTAIN A PROFESSIONAL TONE The beginning of an e-mail message sets the tone and emphasizes content for the message. Set a direct tone by communicating the most important information first. But what if the most important information is bad news: a cut in funding, a rejected application, the immediate transfer of the hardestworking person in the department? Will leading with the bad news damage your tone?The answer is no. Even when the main point of the message is bad news, you must lead with it. Burying the bad news somewhere in the middle or end of the message is harmful; readers may miss it or misinterpret its importance. USE PERSONAL PRONOUNS To make your e-mail writing personal, address your reader directly. Use the pronoun "you." Write: "You may use the Executive Health Club on weekends." Avoid: "Employees may use the Executive Health Club on weekends." Use the pronouns "I" and "we" when referring to yourself or your organization. Write: "I discovered that our mail room clerks were throwing away most of the promotional fliers." Avoid: "It was discovered that most of the promotional fliers were being thrown away."Write: "Because you used the MFSP Training and Orientation Manual Page 12 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager product incorrectly we will not refund your money." Avoid: "Mannheim Manufacturing cannot refund your money because the product was used incorrectly." WRITE IN THE ACTIVE VOICE Active voice makes your e-mail tone clearer and more direct. Active voice makes the "doer" in the sentence clear. When you write in the active voice your e-mail tone won't sound bureaucratic the way passive voice does.Write in the active voice: "We will gladly provide funding and materials just as soon as the foundation accepts your proposal. Avoid passive voice: "Funding and materials will be provided promptly when the proposal has been accepted." We all know that the volume of e-mail we answer each day makes it difficult to write each message thoughtfully and attend to the tone of the language we choose. But if we want our messages to achieve our goals, we must set the tone in e-mail just as we do when we speak.Just let Humpty Dumpty be your guide, quoted here by Lewis Carroll: "When I use a word," Humpty Dumpty said in rather a scornful tone, "it means just what I choose it to mean--neither more nor less." DMFS Communications *All communications (electronic and otherwise) to and from DMFS will be funnelled through the MFSP Manager/DMFS Field Operations Manager *The MFSP Manager has regular teleconference calls with the DMFS Field Operations Manager DMFS Field Operations Manager conducts monthly teleconference information sessions. Directors are encouraged to participate. The meetings are held the second Tuesday of every month at 0900 Eastern Time, 2:00pm Central European Time MFSP Training and Orientation Manual Page 13 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager DEALING WITH A DIFFICULT MEMBER OF THE COMMUNITY It is easy to work with people you like, and it is even easier to work with people who like you. But that's not always the case. Sooner or later, you'll have to deal with a difficult customer. Difficult customers come in a wide variety. There are those whose personality rubs you the wrong way. They may not be difficult for someone else, but they are for you. And then there are those who are difficult for everyone: Picky people, know-it-alls, egocentrics, fault-finders, constant complainers, etc. Every CMFRC staff can list a number of the types. But perhaps the most difficult for everyone is the angry one. This is someone who feels that he or she has been wronged, and is upset and emotional about it. These people complain, and they are angry about something you or your Centre did. There are some sound business reasons to become adept in handling an angry member of the community. Not only are there benefits to your CMFRC, but you personally gain as well. Become adept at handling angry member of the community, and you’ll feel much more confident in your own abilities. If you can handle this, you can handle anything. While any one can work with the easy people, it takes a real professional to be successful with the difficult ones. Your confidence will grow, your poise will increase, and your self-esteem will intensify. On the other hand, if you mishandle it, and you'll watch the situation dissolve into a community conflict and upset people. You may find yourself upset for days. So, how do you handle an angry, complaining member of the community? Let's begin with a couple tools you can use in these situations. 1. RESPECT. It can be difficult to respect a person who may be yelling, swearing or behaving like a two-year-old. I'm not suggesting you respect the behavior, only that you respect the person. Keep in mind that 99 times out of 100 you are not the object of their anger. You are like a small tree in the path of a swirling tornado. But unlike the small tree, you have the power to withstand the wind. What is the source of your power? Unlike the complainer, you are not angry, you are in control, and your only problem at the moment is helping him/her with his/her problem. If you step out of this position, and start reacting to the customer in an emotional way, you'll lose control, you’ll lose your power, and the situation will be likely to escalate into a lose-lose for everyone. So, begin with a mindset that says, "No matter what, I will respect the complainer." 2. EMPATHY. Put yourself in their shoes, and try to see the situation from his/her perspective. Don't try and cut him/her off, don't urge them to calm down. Instead, listen carefully. If someone is angry or upset, it is because that person feels injured in some way. Your job is to let them vent and to listen attentively in order to understand the source of that frustration. When you do that, you send a powerful unspoken message that you care about him/her and his/her situation. Often, as they come to realize that you really do care and that you are going to attempt to help them resolve the problem, they will calm down on their own, and begin to interact with you in a positive way. Here's how you can use these two tools in an easily-remembered process for dealing with angry customers. MFSP Training and Orientation Manual Page 14 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager CRACK THE EGG Image that you have a hard-boiled egg. The rich yellow yolk at the center of the egg represents the solution to the customer's problem, the hardened white which surrounds the yolk represents the details of the customer's situation, and the hard shell represents his/her anger. In order to get to the yolk, and resolve the situation, you must first crack the shell. In other words, you have got to penetrate the customer’s anger. Then you've got to cut through the congealed egg white. That means that you understand the details of the customer’s situation. Finally, you're at the heart of the situation, where you can offer a solution to their problem. So, handling an angry community member is like cutting through a hard-boiled egg. Here's a four-step process to help you do so. 1. LISTEN. Let's say you stop to see one of your regular customers. He/she doesn't even give you time to finish your greeting before he/she launches into a tirade. At this point, about all you can do is LISTEN. And that's what you do. You don't try and cut him/her off, you don't urge him/her to calm down. Not just yet. Instead, you listen carefully. And as you listen, you begin to piece together their story. When you have the basic story. Hopefully, after this gush of frustration, there will be a pause while he/she comes up for air. More often than not, once the customer has had an initial chance to vent their rage, it's going to die down a little, and that's your opportunity to take step in. Even if they started calming down on their own, there comes a moment - and I can almost guarantee you'll sense it - to help calming them down. Try something along the lines of: "It sounds like something has gone wrong, and I can understand your frustration. I'm sorry you're experiencing this problem. Let's take a look at the next step." Try to calm yourself first, and then to acknowledge their feelings. Say, "I can tell you're upset..." or, "It sounds like you're angry..." then connect to the customer by apologizing, or empathizing. When you say something like "I'm sorry that happened. If I were you, I'd be frustrated, too." It's amazing how much of a calming effect that can have. Remember, anger is a natural, self-defensive reaction to a perceived wrong. If there is a problem with your Centre’s process or service, some frustration and disappointment is justified. This is so important, let me repeat it. First you listen carefully and completely to them. Then you empathize with what their feeling, and let him or her know that you understand. This will almost always calm them down. You've cracked the shell of the egg. Now, you can proceed to deal with the problem. MFSP Training and Orientation Manual Page 15 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager Some words and phrases actually inflame a situation rather than diffuse it. How many times have you told someone to 'calm down' only to find them reacting badly to the comment? Some phrases/words to avoid You must be mistaken I can't help you or I don't know Calm down or don't shout That's never happened before Watch your body language and tone of voice. If you show boredom, talk to your associates when dealing with a customer or adopt a patronizing tone of voice, then there is the chance that this will also inflame the situation. 2. IDENTIFY THE PROBLEM. Sometimes while the angry customer is venting, you'll be able to latch right on to the problem because it's clear-cut. Something is broken, or, or he/she thinks a promise has been broken. But sometimes in the middle of all that rage, it's tough to comprehend the bottom-line issue. This is a good place for some specific questions. Ask the customer to give you some details. "What day did he expect, when exactly was it promised. What is his situation at the moment?" These kind of questions force the customer to think about facts instead of his/her feelings about those facts. So, you interject a more rational kind of conversation. Think of this step of the process as cutting through the white of the egg to get to the yolk at the center. It's important, when you think you understand the details, to restate the problem. You can say, "Let me see if I have this right… Is that correct?" He/she will probably acknowledge that you've sized up the situation correctly. Or, they may say, "No, that's not right" and then proceed to explain further. In either case the outcome is good, because you will eventually understand his situation correctly, and have them tell you that "Yes, that's right." And at that point you can apologize. Some people believe that an apology is an acknowledgment of wrongdoing. But you can appreciate and apologize for the customer's inconvenience without pointing fingers. Just say, "Mr/Mrs ?????, I'm sorry this has happened." Or " Mr/Mrs ?????, I understand this must be very frustrating. Let's just see what we can do fix it, OK?" 3. AVOID BLAME. You don't want to blame the person by saying something like "Are you sure you understood correctly?" This will just ignite their anger all over again because you are questioning their credibility and truth-telling. And you don't want to blame your CMFRC. Never say, "I’m not surprised, it's been happening a lot." Or, "Yes, we have a lot of new staff." In general, you AVOID BLAME. Which is different than acknowledging responsibility. For example, if you know, for a fact, a mistake has been made, you can acknowledge it and apologize for it. "There's a problem here with our performance. I can't change that, but let me see what I can do to help you out because I understand how important your project is." MFSP Training and Orientation Manual Page 16 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager 4. RESOLVE THE PROBLEM. Now you’re at the heart of the egg. You won't always be able to fix the problem perfectly. And you may need more time than a single phone call. But it's critical to leave the irate customer with the understanding that your goal is to resolve the problem. You may need to say, "I'm going to need to make some phone calls." If you do, give the customer an idea of when you’ll get back to him: "Later this afternoon." Or "First thing in the morning." Then do it. Make the phone calls. Get the information. Find out what you can do for this customer and do it. Then follow up with the customer when you said you would. Even if you don't have all the information you need, call when you said you would and at least let them know what you've done, what you're working on and what your next step will be. Let the customer know that he/she is important to you, that you understand their frustration, and that you're working hard to get things fixed. Use the tools of respect and empathy, and the "crack the egg" process, and you'll move your professionalism up a notch. If your answer is 'yes' then it's easy to give a positive first response: Yes, I can do that No problem If you're not sure or your answer is a maybe, then try: Let's see how I can help you I can look into that for you If your answer is 'no' then try: What I can do is... Always try to help Don't 'dead-end' a customer by saying I can't do anything Not my problem He/she isn't here Give solutions, options, or alternatives, always telling your customers what is possible, not what you can't do. Don't tell yourself that it's not your problem and there's nothing you can do about it. Look at what needs to be done to correct the problem. And if it isn't within your job scope to deal with this problem, then make sure that it is passed to the person who is able to deal with it. And then feedback to the customer that this is what you've done. Remember to follow up If you have to break a promise to a customer, then feedback to the customer the reason; be up front and open about why you've failed to deliver. Do what you've agreed to do, by the time you've said and you're guaranteed a happy customer. Having completed the task, check with your customer that they're happy. Give them a call, send them an e-mail, etc. Give them the opportunity to feedback. MFSP Training and Orientation Manual Page 17 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager And if you can't meet an agreed deadline let them know and give them the reason why. Agree a new deadline. Keep your customer up to date as to what is happening and why. Remember, feedback is a two way process. Actively seek feedback Actively seek feedback on how we're performing. Make it easy for our customers to express an opinion. Don't presume that if we have no complaints that we're doing it right. If we don't give our customers a chance to complain, they may walk away without giving us the chance to put things right. If that happens we won't know there's a problem. And remember feedback isn't always negative - it's not only our way of finding out we are doing it wrong, but also our way of finding out we're doing it right. You are a key person All of us have a part to play in providing good customer service. It's a team effort and every one's contribution counts. Remember, any one of us might be the only contact a customer has with the CMFRC and they will judge the whole organization on that one person's performance. MFSP Training and Orientation Manual Page 18 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager RUNNING EFFECTIVE MEETINGS The People Side of Meetings 1. Unite the Group a. Chair does not take sides – let off steam in bringing in the non combat participants b. Stick to the facts – no opinions 2. Keep everyone focused a. Stay alert b. Keep a hand on the wheel c. Test comprehension – ensure contributions are understood d. Paraphrase and check back for understanding 3. Mobilise the group a. Build a decision – bringing every one to chip in b. Check all possible contribution - Protect the weak, control the loud c. Record ideas d. Build up on ideas, don’t knock them down The Mechanical Side of Meetings 1. Plan meetings in advance – what is it intended to achieve? List objectives 2. Prepare an agenda : a. List items as a brief for others; b. Three types of items: information (progress reports, debriefs,), discussion (what shall we do? new direction, product, procedures…), decision (how shall we do it?); c. Sequence items and allot time appropriately - identify connections between items d. Circulate pertinent information prior to meeting. 3. Inform attendees 4. Control the discussion: a. Structure discussions in stages: evidence, interpretation, decision and action; b. Ensure facts are available and understandable; c. Ensure everybody contributes. 5. Record the minutes: a. Summarise and record decisions and action points; b. Write down the names of people responsible for actions Roles of Meetings: Sharing information and solving problems to increase speed and efficiency of decisions and plans – revision, updates, discussions, creativity Environment to test, strengthen, refine, shape decisions and plans Sense of belonging to an organisation – Group identity Self Positioning – collective aim and individual contribution – status arena Commitment to decisions and plans – all for one, one for all! – greater authority MFSP Training and Orientation Manual Page 19 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager STAGES OF GROUP DEVELOPMENT Stage 1: Forming Individual behaviour is driven by a desire to be accepted by the others, and avoid controversy or conflict. Serious issues and feelings are avoided, and people focus on being busy with routines, such as team organisation, who does what, when to meet, etc. But individuals are also gathering information and impressions - about each other, and about the scope of the task and how to approach it. This is a comfortable stage to be in, but the avoidance of conflict and threat means that not much actually gets done. Stage 2: Storming Individuals in the group can only remain nice to each other for so long, as important issues start to be addressed. Some people's patience will break early, and minor confrontations will arise that are quickly dealt with or glossed over. These may relate to the work of the group itself, or to roles and responsibilities within the group. Some will observe that it's good to be getting into the real issues, whilst others will wish to remain in the comfort and security of stage 1. Depending on the culture of the organisation and individuals, the conflict will be more or less suppressed, but it'll be there, under the surface. To deal with the conflict, individuals may feel they are winning or losing battles, and will look for structural clarity and rules to prevent the conflict persisting. Stage 3: Norming As Stage 2 evolves, the "rules of engagement" for the group become established, and the scope of the group's tasks or responsibilities are clear and agreed. Having had their arguments, they now understand each other better, and can appreciate each other's skills and experience. Individuals listen to each other, appreciate and support each other, and are prepared to change pre-conceived views: they feel they're part of a cohesive, effective group. However, individuals have had to work hard to attain this stage, and may resist any pressure to change - especially from the outside - for fear that the group will break up, or revert to a storm. Stage 4: Performing Not all groups reach this stage, characterised by a state of interdependence and flexibility. Everyone knows each other well enough to be able to work together, and trusts each other enough to allow independent activity. Roles and responsibilities change according to need in an almost seamless way. Group identity, loyalty and morale are all high, and everyone is equally task-orientated and people-orientated. This high degree of comfort means that all the energy of the group can be directed towards the task(s) in hand. Stage 5: Adjourning This is about completion and disengagement, both from the tasks and the group members. Individuals will be proud of having achieved much and glad to have been part of such an enjoyable group. They need to recognise what they've done, and consciously move on. Some authors describe stage 5 as "Deforming and Mourning", recognising the sense of loss felt by group members. MFSP Training and Orientation Manual Page 20 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager PROCESS OF CHANGE MFSP Training and Orientation Manual Page 21 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager OTHER RESOURCE DOCUMENTS High Five Package Youth Leadership Camps of Canada Book of Activities for Summer Camp MFSP Training and Orientation Manual Page 22 Updated 2012 If you discover an error or feel something should be added to the manual, please advise MFSP Manager
