WORK EFFECTIVELY WITH
CUSTOMERS AND
COLLEAGUES
D1.HRS.CL1.18
D1.HOT.CL1.01
D2.TCC.CL1.01
Slide 1
Subject Elements
This unit comprises three Elements:

Communicate effectively

Establish and maintain effective relationships with
colleagues and customers

Work in a team.
Slide 2
Assessment
Assessment for this unit may include:

Oral questions

Written questions

Work projects

Workplace observation of practical skills

Practical exercises

Formal report from supervisor.
Slide 3
Element 1:
Communicate effectively
Slide 4
Communicate effectively
Performance Criteria for this Element are:

Relay information in a clear and concise manner using
appropriate communication techniques

Use language and tone appropriate to a particular
audience, purpose and situation, taking into account the
relevant factors involved

Use active listening and questioning to
facilitate effective two-way communication
with others.
Slide 5
Communicate effectively
Performance Criteria for this Element are:

Identify potential and existing conflicts and seek
solutions in conjunction with all involved parties

Complete routine workplace documentation accurately
in a timely manner.
Slide 6
Communicate effectively
When working in the hospitality industry, there is a need to
communicate with both customers and colleagues.

What is a colleague?

What is a customer?

Who are all the colleagues and
customers you communicate with?
Slide 7
Who do you communicate with?
Depending upon the enterprise or specific situations,
customers and colleagues can include:

Workmates

External customers and clients

Members of other tourism and
hospitality industry sectors

Individuals or groups such as
consultants and committees.
Slide 8
Who do you communicate with?

Government agencies and private organisations

Local residents

Visitors

Media

State guests and their entourage
Slide 9
Where do you communicate?
Communication may take place in many locations
including:

In an office environment

Back of house

Front of house

Reception areas.
Slide 10
Where do you communicate?

On tour

On site

At an event

Using a phone.
Slide 11
Types of communication
Basic communication options include:

Verbal

Written format

Non-verbal

Use of an interpreter.
Slide 12
Effective communication
To help ensure your communication is polite, professional
and friendly, the following tips will assist:

Follow all establishment policies

Use a person’s name where it is known

Be honest

Use ‘please’ and ‘thank you’ a lot.
Slide 13
Effective communication

Don’t interrupt

Speak at an appropriate pace and volume

Make sure your non-verbal language matches the
verbal communication.
Slide 14
Language and tone
When communicating with others it is vital to make sure
that the language and tone is appropriate to the nature of
each individual communication.

What is appropriate language?

What is appropriate tone?
Slide 15
Internal and external customers
All ‘customers’ to a business are important.

What is an internal customer?

What is an external customer?
Slide 16
Need for effective communication
All communication, whether verbal or written, needs to be
effective in order to demonstrate our intention to:

Meet customer and colleague needs

Deliver service and responses quickly.
Slide 17
Need for effective communication
To help achieve effective communication:

Every message must have a purpose

Messages should match the interests and abilities of
the receiver

Unnecessary words should be
eliminated

Chosen words should be within
the experience range of the receiver

Verbal messages should be clear
and concise.
Slide 18
Written communication

Use graphics or pictures

Use different languages

Easy to read

Encourages people to read it

Be available in ‘take away’ form.
Slide 19
Two way communication
Communication is ‘two way’:

Message – outgoing communication

Feedback – inbound communication.
It must be clear that the message was
understood by the receiver.
Slide 20
Communication
Communication involves sending and receiving messages
via:

Verbal communication

Non-verbal communication.
Slide 21
Verbal communication
Verbal communication includes:

Language or speech

Questioning, listening and answering.
Slide 22
Non-verbal communication
Non-verbal communication includes:

Body Language

Facial expressions

Eye contact

Gestures

Posture.
Slide 23
Communicating with customers
Communication with the customers visiting your property
is primarily aimed at providing information about:

Products

Services.
Product knowledge relates to an understanding
of both products and services.
Slide 24
Communicating with customers
It involves providing:

Answers to questions asked

Information tailored to the needs of each individual
customer.
Slide 25
Improving product knowledge

Speaking with colleagues

Attending staff meetings

Attending product launches

Speaking with customers to obtain feedback,
opinion and thoughts

Speaking with friends and family.
Slide 26
Improving product knowledge

Speaking with sales representatives

Speaking with industry representatives

Listening to, or reading, the media

Visiting other venues within the
industry to see what they are doing.
Slide 27
Types of product knowledge

General property features, services and facilities

Special features

Benefits available to customers

Disadvantages

Price.
Slide 28
Types of product knowledge

Special offers

Availability

How to purchase or order.
Slide 29
Answering customer questions
If a customer asks a question and you don’t know the
correct answer you should:

Be truthful

Apologise

Inform them you will find out the answer
to their question

Find out the information

Pass on the information.
Slide 30
Communicating with colleagues

Operational performance

Upcoming events

Products and services information

Promotional activities

Specific customers.
Slide 31
Non verbal communication
Non-verbal communication is anything other than words
that communicates a message.

The way we stand

The way we talk

The clothes we wear and the
accessories we use

Our facial expressions.
Slide 32
Non verbal communication
Five aspects of non-verbal communication:

Emblems

Illustrators

Affect displays

Regulators

Adaptors.
Slide 33
Reading body language
Kinesics
It is the art of decoding body language:

Personal space

Touching.
Slide 34
Reading body language
Orientation and posture

Standing side by side

Standing in front of someone

Sitting

Standing

Walking.
Slide 35
Reading body language
Facial expressions

What constitutes facial expressions?

What can facial expressions tell you?
Slide 36
Reading body language
Eye movement
What do each of the following eye movements tell you?

Eye contact

Looking away

Looking down

Not making eye contact.
Slide 37
Reading body language
Gestures
What do the following gestures indicate?

Pointing

Throwing up the hands in alarm

Moving the head or other body parts

Using wide and energetic gestures

Mirroring the stance of the other person.
Slide 38
Reading body language
Silence

Do you like silence in a conversation?

What does ‘silence’ tell you?

When is it good to be silent?
Slide 39
Listening
The use of questions and effective listening are keys in
nearly all effective two-way communication.

What is the difference between ‘hearing’ and listening’?

Are you are good listener?
Slide 40
Effective listening

Encourages others to fully transmit their message by
indicating our interest and concern

Ensures receiver has all the relevant facts

Improves relationships

Assists in problem resolution

Allows for proper understanding between people

Reduces many conflicts

Improves staff morale

Raises workplace productivity.
Slide 41
Types of listening
We have two listening options:
1) Active listening
 Listening only
2) Reflective listening
 Verbal feedback that ensures the channel of
communication continues clear and without conflict.
Slide 42
Active listening

Showing sensitivity to the speaker and showing all due
respect

Displaying empathy with the person speaking

Demonstrating your attention to all the non-verbal
signals you send

Not interrupting the speaker.
Slide 43
Active listening

Encouraging the other person to continue talking by
using encouraging behaviour – nods, murmurs, short
words of encouragement

Concentrating on what is being said rather than allowing
yourself to drift off while thinking of something else

Not being judgmental about the way the
speaker looks, or what they are saying.
Slide 44
Reflective listening

Paraphrase what the speaker says – sum up and repeat

Read between the lines of what is actually being said

Utilise questioning to sum up or clarify

Continue being non-judgmental

Refrain from making comments or interrupting

Continue being sensitive.
Slide 45
Questioning

What is the importance of questions?

When should you use them?

What types of questions can you ask?
Slide 46
Closed questions
Closed questions are asked in such a way as to elicit only a
‘Yes’ or ‘No’ answer.

When is a good time to use closed questions?
Slide 47
Open questions
These are questions that probe the talker for more
information and encourage them to supply further detail.
They are questions that begin with:

What

Why

How

Where

When.
Slide 48
Methods to aid effective listening

Effective listening requires practice and concentration.

Prepare yourself to listen

Become interested

Keep an open mind

Identify the main idea.
Slide 49
Methods to aid effective listening

Listen critically

Don’t get distracted

Take notes

Help where necessary

Reflect on what has been said

Keep quiet.
Slide 50
Identify potential conflict
Whenever a potential or existing conflict is identified, action
must be taken to attempt to resolve the issue.
It is never acceptable to ignore this situation and simply
hope things will resolve themselves.
Slide 51
What is conflict?
A conflict is a state of opposition between persons or ideas
or interests.

What causes conflict in your workplace:
 Between staff and customers?
 Between staff and colleagues?

What do you do about these conflicts?
Slide 52
Conflict with colleagues
Some reasons include:

Pressure of work

Lack of, or bad communication

Prejudices

Ineffective working systems

Difference in opinions

Difference in beliefs

Misunderstanding

Team member not pulling their weight.
Slide 53
Conflict with customers
Some reasons include:









Lack of, or poor, service
Expectations not being met
Dissatisfaction with the accommodation or services
Unhygienic conditions
Low comfort levels
Rowdy and unacceptable behaviour
or comments
A mistake with an account
Error in the reservation
Special requests not being adhered to
Slide 54
Conflict warning signs
Various ‘warning signs’ which may be displayed by either
another colleague or customer that can indicate that a
problem exists or is imminent.
The warning signs given by a colleague are usually quite
different to those observed in a customer.
Slide 55
Colleague warning signs

Avoids verbal and visual contact

Indulges in negative facial expressions

Makes negative remarks

Makes rude gestures or remarks.
Slide 56
Customer warning signs

Looks angry or aggressive

Appears flustered or frustrated

Contorted facial expressions

Glances around as if seeking assistance

Physically touches another guest or colleague

Becomes too loud.
Slide 57
Customer warning signs

Slamming room doors

Throwing something

Being argumentative.
Slide 58
Conflict resolution

How are conflicts resolve in the workplace?

Which conflicts are you are to resolve your self?
Slide 59
Conflict resolution techniques
Listening and discuss the conflict

Listen to what the parties involved have to say

Collect facts about the situation

Discuss specific points for better
understanding

Sends message that you are
genuine in your attempts to
resolve the situation.
Slide 60
Conflict resolution techniques
Show empathy

Show an understanding of another person’s feelings

Put yourself into the other person’s shoes

Aim to ‘take the customer’s side’

Acknowledge person’s emotions and feelings

Don’t take the matter personally

You represent your company.
Slide 61
Conflict resolution techniques
Compromise

What can we do to try to put it right?

Be flexible in your approach to the situation

Find an acceptable solution that is less than
the initially expected position

All parties involved accept the resolution
that is finally agreed on.
Slide 62
Conflict resolution techniques
Co-operating

Cooperate with the parties involved

Agreeing with the parties in a positive manner

Working with them to find a speedy resolution

You must never agree with the parties’ requests or
demands if they are not in line policies and or beyond
personal jurisdiction.
Slide 63
Conflict resolution techniques
Define the conflict

Verbally summarise the conflict

Define the key points

Write down key details to show the customer you are
taking the matter seriously

Ensure all parties involved are in
agreement with your summary

Be prepared to amend or add to
your summary.
Slide 64
Conflict resolution techniques
Develop solutions

Any solutions will depend on workplace policies and
procedures

Ask conflicting parties for suggestions on satisfactory
resolutions to the situation

Wherever possible, try to accommodate the parties’
suggestions, but accept that this is not always possible.
Slide 65
Conflict resolution techniques
Personal characteristics to handling conflict

Be assertive

Be constructive

Be well-informed

Act on workplace policies and procedures

Exercise patience

Show tolerance

Understand the total picture

Compromise

Be consistent.
Slide 66
Workplace documentation

What is ‘workplace documentation?

What workplace documentation do you complete?

What is the purpose of workplace documentation?
Slide 67
Purpose of written documentation
When identifying your purpose, determine first:

Key message you want to give your reader

Action you want your reader to make in response to your
written communication.
Slide 68
Written documentation
Types of common workplace written documentation
includes:

Letters

Memos

Faxes

Emails.
Slide 69
Written documentation
Each department will have their own specific
documentation.
What documentation is prepared for the following
departments?:

Food and Beverage

Front Office.
Slide 70
Written documentation
Food and Beverage documentation

Reservations

Menus

Banquets

Conferences

Financial documents.
Slide 71
Written documentation
Front Office documentation

Activity Sheets

Registration Cards

Guest Accounts

Customer Surveys and complaint forms

Currency exchange documents

Payment forms, vouchers, letters and receipts.
Slide 72
Element 2:
Establish and maintain effective
relationships with colleagues and
customers
Slide 73
Communicate effectively
Performance Criteria for this Element are:

Meet both internal customers’ and external customers’
needs and expectations in accordance with
organisation standards, policies and procedures and
within acceptable time frames

Assist to resolve workplace conflict and manage
difficulties to achieve positive outcomes

Use formal feedback and informal feedback to identify
and implement improvements to products, services,
processes or outcomes for both internal customers and
external customers.
Slide 74
Communicate effectively
Performance Criteria for this Element are:

Handle complaints positively, sensitively and politely in
consultation with the person/s making the complaint

Maintain a positive and co-operative manner

Use non-discriminatory attitudes and language when
interacting with customers, staff and management
consistently.
Slide 75
Meeting customer needs
As a staff member, it is your role to fulfil the needs of all
stakeholders of the business.
This includes both the ‘internal’ and ‘external’ customer.
Slide 76
Internal customer
An ‘internal’ customer is anyone who is associated with the
provision of services to customers.
In summary this includes:

Management and staff of the organisation

Suppliers and contractors who provide
services to your organisation.
Slide 77
External customer
An ‘external’ customer is anyone who receives the products
and services provided by the organisation.
In summary this includes:

Customers who enjoy the ‘offerings’ at the
venue

Customers who enjoy the ‘offerings’ that
are supplied to them, at a location not at
the venue.
Slide 78
Internal customer needs

Knowledge

Skills

Training

Equipment

Time

Appropriate allocation of work

Support

Fairness.
Slide 79
Identifying internal customer needs

In meetings, whether at a departmental or senior
management level

In staff briefings at the start of a shift

During a shift as needs arise

In staff debriefings at the end of a shift

Through comments in handover
documents between shifts

Through emails, memos and
telephone calls.
Slide 80
External customer needs
Generic customer needs

Value for money

‘Offering’ reflecting what was advertised

Expectations met or exceeded

To feel respected

To feel welcomed

To be served by friendly staff.
Slide 81
External customer needs
Generic customer needs

To be dealt with in a prompt and courteous manner

To receive assistance when necessary

To be in comfortable, clean surroundings

To feel remembered and recognised

To be heard and understood.
Slide 82
External customer expectations
Customers have perceived expectations of what level of
service they expect when visiting a venue arising from:

Past visits

Advertisements and promotional messages

Competing hotels

Industry standards

Comments from family, friends
and colleagues

Price charged for the offering.
Slide 83
Specific target market needs
Each target market in your business has their own unique
needs.
What are the needs for the following market segments:

Business

Women

Family

Leisure

Elderly

Groups.
Slide 84
Identifying external customer needs
Staff must be proactive and try to anticipate the needs of
customers where possible.
This can be achieved through:

Observation

Asking questions

Putting yourself in the shoes
of the customer.
Slide 85
Special needs customers
Customers who come to us with special needs may be
categorised as:

Disabled

Unable to speak local language

Having other special needs.
Slide 86
Special needs customers
Disabled customers

Don’t ignore them

Treat them the same way as other customers

Greet them warmly and in a genuine and friendly
manner

Make an offer of assistance in relation to what you can
offer or do for them

Don’t assume you know what they want

Ask questions and listen to the responses

Talk to the disabled person initially and then to their
support person if there are difficulties.
Slide 87
Special needs customers
Customers who are unable to speak local language

Use gestures

Prepare multi-lingual documents and signs

Employ bilingual staff.
Slide 88
Special needs customers
Overseas customers
People from different countries have their own needs.
What needs do the following markets have:

American

German

Jewish.
Slide 89
Resolving workplace conflict
Regardless of how smooth the operations of a hospitality
operation runs, with endless interactions and actions taking
place on any given day, at times things may not go to plan
and conflicts arise.
Slide 90
Resolving workplace conflict
Workplace conflict can be defined as any conflict that takes
place in a workplace.
This could be between:

Staff at all levels of an organisation including line staff,
supervisors and managers

Staff and suppliers

Staff and customers

One customer and another customer.
Slide 91
Resolving workplace conflict
A conflict normally will exist where a person feels:

A product or service is not as expected

Their opinion, advice, customs or beliefs are more
appropriate than that of another person

They were not treated in a fair, helpful or polite manner.
Slide 92
Resolving workplace conflict
When trying to resolve workplace conflict:

Consider every conflict as important

Try to handle the conflict as soon as
possible

Every conflict has a solution

Try to approach the experience in a positive manner

Try to look at the situation in a factual manner

Be flexible in your approach to reach a suitable solution

Involve both parties

Be diplomatic and sensitive.
Slide 93
Feedback
Every complaint or conflict identifies a flaw in some aspect
of an organisation’s operations and delivery of service.
Feedback, often through complaints, provides a platform
towards improvement.
Slide 94
Collecting feedback
Formal Feedback:

Customer comment cards

General Manager cocktail parties

Interviews and follow up calls

Meetings

Performance reviews.
Slide 95
Collecting feedback
Informal Feedback:
This information may come in the form of ‘gossip’ or
‘through the grapevine’. However it is the provider of the
largest amount of feedback.

General discussion

Observations.
Slide 96
Handling complaints
Regardless of how successful your organisation is,
complaints will always arise.
Complaints can come from:

Staff

Management

Customers

Owners

Suppliers

General public.
Slide 97
Scope of authority
Most staff are given guidelines as to what action they can
take in the workplace without having to get special
permission from management.
The scope of authority may relate to:

Their ability to act on behalf of the venue

Their authority to spend money on behalf of the venue

Their authority to act in given situations.
Slide 98
Organisational policies
These policies, when handling complaints, may address
issues such as:
 Who should deal with complaints at different levels

When management should be involved

The limits of scopes of authority

Situations under which the property will
not try to resolve a conflict

Documentation that needs to be
completed to record the complaint

Training that staff should receive
to resolve issues.
Slide 99
Resolving complaints
The following are keys to successfully resolving customer
dissatisfaction:

Listening to the issue

Offering a solution

Agreeing on a solution

Taking action

Checking with the customer

Changing any necessary
standard operating procedures.
Slide 100
Referring complaints
At times, you may need to refer a complaint to another
person.
You might simply be unable to do, or authorise, whatever it
is that is required to resolve the complaint.
Slide 101
Referring complaints
An escalated complaint
When a customer:

Becomes agitated

Is swearing, making threats or drawing substantial
attention

Is alleging impropriety, dishonesty or other fraudulent
activity on behalf of a staff member

States they intend taking legal action

Intends referring the complaint to the authorities or
media.
Slide 102
Positive and cooperative manner
When responding to conflicts and customer complaints,
regardless of what is happening and how stressful the
situation is, you must remain:

Professional

Positive

Cooperative.
Slide 103
Positive and cooperative manner
A positive and cooperative manner can help to:

Smooth over a potentially problematic situation

Demonstrate your willingness to resolve the issue

Create an initial friendly atmosphere

Maintain positive customer relations.
Slide 104
Non-discriminatory attitudes and
language
All staff must be aware of the differences that exist between
all stakeholders of the organisation.
A hospitality business is truly ‘international’ and has many
‘differences’:

Backgrounds

Beliefs

Religions

Cultures

Countries.
Slide 105
Expectations of overseas customers
Customers from other countries and cultures could have
differing views in terms of:

Customer expectations

Levels of formality and informality

Appropriate non-verbal behaviour

Communicating sincerity

Dress and appearance.
Slide 106
Strategies to meet ‘global expectations’
Culturally-based communication differences

Politeness and respect

Be formal and direct

Using the guests’ correct names
and titles, pronounced correctly.
Slide 107
Strategies to meet ‘global expectations’
Establishment organisation

Bilingual staff

Documents in different languages

Supplying food and beverages found in their home
countries

Providing news, newspapers and magazines

Having homeland music available

Selection of staff from different
cultural backgrounds.
Slide 108
Strategies to meet ‘global expectations’
Language difficulties

Speak clearly

Speak at normal volume

Avoid idiomatic language

Give the guest your full attention.
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Strategies to meet ‘global expectations’
Non-verbal communication and messages

Body language

Gestures

Eye contact

Smiling.
Non-verbal communication means different things in
different cultures.
Slide 110
Strategies to meet ‘global expectations’
Stress
Stress occurs in both customers and in staff who are
serving them.

What stresses do visitors have?

What stress do staff members have?

How can you reduce these stresses?
Slide 111
Element 3:
Work in a team
Slide 112
Communicate effectively
Performance Criteria for this Element are:

Request or provide assistance so that work activities
can be completed

Provide support to colleagues to ensure achievement
of team goals

Discuss and resolve problems through
agreed and/or accepted processes.
Slide 113
Communicate effectively
Performance Criteria for this Element are:

Recognise and accommodate cultural differences
within the team

Identify, prioritise and complete individual tasks within
designated time lines

Acknowledge and respond to feedback and information
from other team members.
Slide 114
Teamwork
Teamwork is classified as the collective actions towards a
number of people towards a collective goal.
In a hospitality or tourism organisation, no one person can
meet the needs of all customers.
It requires the collective efforts of many people to achieve
success.
Slide 115
Teamwork
Whilst each business will have a range of goals, in essence
the primary goal is to:

Provide an enjoyable experience for customers

For a reasonable return on investment

In a safe and lawful manner.
Slide 116
Team
A team is often characterised through:

Having a common goal

Working interdependently

Independent job functions

Enjoyment working

Accountability

Empowerment

Understanding the importance of teams.
Slide 117
Assistance from others
Not everyone can do everything!
On many occasions we need the assistance of others
because:

We don’t know how to do it

We don’t have the time

Others are better equipped to do it

We need more than one person to do it.
Slide 118
Assistance from others
Who can you ask for assistance?
The people you may ask to assist can vary, but will
commonly include:

Others from your team

People from other, but related, departments

Managers and supervisors.
Slide 119
Providing assistance to others
In the same way that you may need help from others, you
must be similarly prepared to render assistance to others
when it is called for.

What assistance can you provide?
Slide 120
Providing assistance to others
Why provide assistance?
The intent of helping team members is:

To ensure that team goals are achieved

To deliver excellent service to customers

To prove your commitment to the team

To encourage team members to help you when you
need assistance.
Slide 121
Providing support to others
What is the difference between providing ‘assistance’
and ‘support’?
Slide 122
Providing support to others
Support and assistance is quite similar and often the two
are interlinked.
Simply, where assistance may require you to undertake
some activities on their behalf, support may involve:

Providing guidance

Offering encouragement

Making recommendations or suggestions
for improvement.
Slide 123
Support, trust and respect

Never participating in gossip or talking negatively

Not spending time with customers who want to criticise
work mates

Not blaming any work mates

Not taking the credit for what another staff member has
done

Supporting decisions that colleagues have made

Treating co-workers in keeping with any cultural
individualities that apply to them.
Slide 124
Support, trust and respect
The key is to remain detached, stay professional and let
your actions speak for themselves:

Trust the people that merit your trust

Support those who warrant your support

Respect those who deserve your respect.
Slide 125
Discuss and resolve problems
It doesn’t matter how well thought out and prepared you
are, at times problems will arise in a hospitality and tourism
business which require your team to work together to find a
suitable solution.
Slide 126
Discuss and resolve problems
Many of the problems that occur are out of your control and
may result from:

Weather

Flight delays

Lack of supplies

Electricity problems

Emergency.
Slide 127
Discuss and resolve problems
Every organisation will have policies and procedures for
handling unexpected problems.
Where none exist, as a staff member you should:

Use common sense

Don’t panic

If a solution is clear, put this into place

If no solution is clear, seek the assistance
from the necessary colleagues

Notify management and other
staff members.
Slide 128
Cultural differences in teams
The hospitality and tourism industries boast staff from a
variety of backgrounds.
This often means you will be working with people from
different cultures.
This means you will need to recognise and accommodate
relevant cultural differences.
Slide 129
Cultural misunderstandings
Common reasons for cross-cultural misunderstandings:

Promotions and authority issues

Rostering

Interrelations between staff and sections

Interpersonal relations

Traditional nationality-based hostilities.
Slide 130
Addressing cultural misunderstandings
Action should focus on:

Providing additional information

Active listening

Acting as a mediator

Team building

Questioning

Observing body language

Seeking advice or assistance.
Slide 131
Addressing cultural misunderstandings

Creating a climate of tolerance

Implementing team building exercises

Providing training and education

Providing mediation and counseling.
Slide 132
Addressing cultural misunderstandings
Benefits from creating and maintaining a harmonious
multicultural working environment include:

Compliance with Equal Opportunity requirements

Improved levels of goodwill and tolerance

A happier workplace culture

Continuing jobs, profit and growth

Increased return rate of customers

Reduced likelihood of industrial disputes.
Slide 133
Prioritise work activities
Prioritising your tasks means that you will have to determine
which tasks are the:


Most important and should be done first
Which ones can be left until later.
Slide 134
Completing work activities

Work quickly

Practice being interrupted

Practice tact and diplomacy

Take a minute to plan and prioritise

Ask for help where required.
Slide 135
Feedback from team
From time to time your colleagues will provide you with
feedback and information. For them not to do this would
mean they are not doing their job.
This feedback and information can be:

Positive

Negative

Neutral.
Slide 136
Positive feedback
Positive feedback can involve team members passing on a
comment they have heard about your excellent service.

You should take a second or so to rejoice in such
feedback

Accept it and enjoy it because you’ve earned it

Never simply dismiss it or brush it off

Never say something like “Oh, it was nothing”,
or ‘Just doing my job’.

Thank the person.
Slide 137
Negative feedback
Take the negative feedback in the right way:

See it as an opportunity to improve

Don’t dwell on the negative message

Don’t shoot the messenger!
The keys are to:

Listen to the criticism

Determine objectively if there is truth in it

Work out how to rectify things.
Slide 138
Neutral feedback

Neutral information can occur when staff members
deliver updates or new information about what’s
happening

The result of this information is usually that you will need
to factor it into your work and the priorities you have
already set.
Slide 139
Thank you!
Slide 140