What Managing Leading, Coaching, and Motivating Styles Do Managers Adopt in Organisation - Essay Example

I. Introduction For a service oriented organization, its success is solely dependent and defined by its relationship with its existing s. Furthermore, “it takes 10 dollars of new business to replace one dollar of lost business” (Butland, 1998) thus it is important for organizations to ensure that their customers are not only happy but satisfied with their service but equally to ensure their loyalty. Service organizations therefore invest a considerable amount of resources and effort to build a customer centric company. In order to acculturate a company to be customer centric, what managing, leading, coaching and motivating style should therefore be employed by organizations in general and banks in particular? The banking industry is an industry that is built on the basis of trust. Money that is, in many instance, the life savings of clients are entrusted to the care of the banks. Banks are governed by rules to reinforce confidence that their clients’ money is protected. Banks are mandated by the government to follow these rules and transgressions are dealt with stiff penalties, including forfeiture to conduct business in extreme cases. The rules are most of the time the source of conflict between customers and the bank. These frictions, if allowed to escalate, lead to the diminished trust and confidence of the clients for the bank and when it continues to be unresolved, it will result to the withdrawal of the clients’ business from the bank. It is thus the responsibility of the bank’s customer frontlines or customer representatives to maintain, manage, and care for the bank’s clients that will strengthen and restore its trust and confidence for the bank. A customer that has the full faith and confidence for its bank is a satisfied customer who is willing to increase the volume of business and transactions for the benefit of the bank. An increase in transaction and business translates to an increase in its profitability and viability. II. Review of Literature Management in context of this paper is the provisioning of the necessary resources and giving decisions so that employees can do their job properly. The objective is to be able to convert business requirements into tangible results (Tannenbaum & Schmidt, 1958). Management style is the manner in which resources are provided and decisions are delivered to the employees to implement. This would include Managers who: makes decision and announces it; sells decision or convinces subordinate that it is the right decision; presents ideas and invite question; present tentative decision; presents problems, solicit suggestion then make decision; defines limits and ask group to make decision; permits subordinates to function within limits (Tannenbaum & Schmidt, 1958). Leadership in the context of this paper is “leadership is effectively influencing others” (Leadership tools.com, 2010) to get their cooperation to succesfully accomplish something tangible. Thus, leadership style is the manner in which a leader influence others. This would include transactional leaders and transformational leaders (Burns, 1978) . Coaching in the context of this paper refers to the development of qualities both the innate and active qualities of an individual then training the individual in the right application of those qualities to help improve performance. Coaching is therefore “unlocking a person’s potential to maximize their own performance” (Whitmore, 2009). Coaching styles include—Positive Psychology Coaching; Behavioural Coaching; Ontological Coaching; Developmental Coaching; and Integrated model. Motivation, on the other hand, is how to encourage employee to continue what they are doing despite the odds or adverse condition under which they are operating. Motivational styles include Affiliation Motive; Achievement Motive; Power Motive (McLelland, 2010). Based on the foregoing, situational interaction employing the knowledge learned in management, leadership, coaching and motivation as leverage could vastly improve the current drive of the bank to be customer driven or focused. By and large, it is the view of this research that all styles are beneficial in certain situations if not a combination of all styles is more effective. By discerning what is applicable or the combination thereof would greatly enhance the customer experience. It is also reasonable to apply the concept of continual improvement as specified in most ISO framework to ensure that the level of maturity of the organization evolve with the needs of its customer (International Organization for Standards, 2005). By tracking and being intimate with the needs of the customer, the organization would be able to adopt to the level of sophistication required by the customer in its expectation of the organizations level of service. III. Methodology A questionnaire was developed for each of the target groups (please see index). Due to the sensitive nature of the information that may be divulged in the interview the name of the person interviewed will remain anonymous. The name of the bank will also remain anonymous to protect whatever trade secret in customer care, strategy and direction of the company that may be divulged during the interview. Within the same organization, this author was able to conduct individual face to face interviews aided by the questionnaire for the specific target groups during their break time. The target demographics include four bank tellers, their supervisor, three customer care representatives, their supervisor and the customers of each of the bank tellers and customer representatives. The customers were interviewed while they were waiting for their transaction to be completed by the teller or the customer representative of the bank. In total, the interview yielded sixteen data sets that will be analyzed using simple groupings. No specific statistical methodology will be used due to the small demographics. It was revealed that over the years, a number of customer focus drive was tried by the bank, while some were successful to a certain degree others failed miserably. This would include making all employees even those not in customer service a customer care representative. This resulted for some departments to lose focus in its actual jobs. The drive also gave conflicting versions of the process due to the fact that various departments in the bank have different imprimatur as far as the operating priorities are as it relate to policies. The bank has also undergone significant transformation over time that resulted to additional departments. These include the creation of a customer care department, big account customer care, and strategic sector customer care. The move was to provide more focus to the requirement of each sector to ensure that all their needs are met. Although significantly successful, the additional operating expense became higher. The bank as intimated by the supervisors has an existing drive to be customer centric. They also recognize the value of their customers and the potential they represent. The bank has revealed that it is aware of the ideal model of the best type of customer. The bank’s internal tag lines for customer centricity are “A customer who is Happy attracts other customers, Customers who are satisfied patronize more service, and Customers who are loyal are partners in development”. However their customer centric strategy is only geared towards informing their team leaders of the Bank’s drive. Although it is apparent that the supervisors are educated on the type of management, leadership, coaching, and motivational styles they are not well versed on how to apply it effectively. Therefore the focus of this thesis is to recommend the following: The interview revealed that the bank should use a combination of all the management, leadership, coaching and motivating styles. It is noteworthy that there is no perfect formula that can be applied to all types of employees because each employee is diverse as their background could be. Therefore they should train or educate their team supervisors on all aspect of the techniques and styles existing in the industry. In addition, their supervisors should also be trained in situational management, leadership, coaching and motivation. This will ensure that the supervisors are aware of when to apply what on a specific type of employee. In addition, the employees should be trained in all aspect of customer care and the styles that they can use. Aside from customer care strategies, the employees should also be trained in customer profiling and demographic analysis. In conclusion, the employees should also be trained in situational interaction that would enable them to apply the correct strategy to the right type of customer. The employees should be resilient to adjust to the personality, needs and requirements of its clientele as may be necessary but without compromising the regulatory rules and policies. Further research and field work interview is needed in other banks to confirm the findings in this thesis and more importantly, to determine the best type of formula or combination on the right management, leadership, coaching, and motivation styles to use to develop a customer centric organization in the banking industry. IV. Discussion Banks in general face a number of challenges that could break its fragile relationship with its clients. This would include the diminishing interest rate or the capacity of customer’s money to earn more within the banking sector. Another challenge is the worldwide scandals and meltdown being attributed to some banks. And the most important is the stringent government regulatory requirements that turn-off potential customers and existing customers. The tedious process of verification and counter-verification of a customer’s identity, signature, balance and other controls meant to protect the interest of all parties take more than fifty percent of the customer’s stay in the bank. This translates to a prolonged waiting time for other customer’s queued to be attended by the bank’s customer representatives or the tellers themselves which takes up forty five percent of the customer’s time in the bank premises. With the existing low interest rates, banks in general as articulated earlier rely solely on their clients trust and confidence in order to stay in business. Thus in addition to the recommendation in training and retooling, the following modifications in its drive is likewise recommended. The very first part of the recommended process in acquiring and maintaining new customer is through advertisement that highlights the experiences of their current clients and referrals from existing customers. The second part of the process is to make the very first encounter of the new client pleasant and meaningful that is something to remember. The third part is to make sure that every encounter from thereon will be built on top of the positive experience of the previous encounter. The strategy is projected to build the confidence and trust capital of the bank on the customer. This trust and confidence capital should be able to enjoin the customer to recommend the bank to as many friends and acquaintances in the long run. But in the short term, encourage the customer to use or rely on as many banking services of the banks as possible. Declaring that an organization is customer focused does not make a company automatically customer centred. Providing the organization information on how to be customer focused does not necessarily guarantee that the information will be translated to knowledge that will be applied. Having initially introduced the concept will not make the organization to continually practice or apply the knowledge, thus another drive to ensure that the organization mature and learn over time a process called continual improvement in customer service have to be institutionalized. Conducting a survey or encouraging customer to give feedback not only give the customer a feeling of being a partner instead of being merely a customer equally provides an avenue for the customer to express any feeling of frustration instead of ventilating exasperation in full view of other customers. The survey and feedback can be used by the organization as a mechanism to improve its services and correct operational problems which hamper or prevent customers from experiencing satisfaction. The survey can also be used in determining the best approach to adapt and adopt in enforcing regulatory requirements that is normally the source of aggravation amongst the bank’s customers. A happy and satisfied customer brings in more business. These types of customers not only encourage their friends and acquaintances to patronage the services or products of the organization, they also act as the marketing arm that has no cost. These types of customers become the living testament and example of the organization’s great service. Personally happy, loyal and satisfied customer develops a deeper tolerance and allowance for simple mistakes committed by the organization. For larger issues, they tend to give more understanding and forgiving than any regular customers. These are the customers who stay loyal no matter what adverse publicity is circulated in the different forum or media. However, happy, loyal and satisfied customers are not created overnight and akin to any relationship, this unique connection is developed by the customer care representative of an organization. The bond is formed from the very first engagement or the very first time the customer purchase a product of the organization. In order for the bond to strengthen, each encounter should be better than the last if not consistency in the service or product quality. V. Conclusion There is no perfect combination of management, leadership, coaching and motivating styles that can develop a customer care representative that will nurture the ideal customer who is a happy, loyal and satisfied customer. Customer care representatives like customers are a diverse group of individuals each with distinct personality. The organization however can educate itself and be discerning and emphatic of what a potential customer care representative needs to develop and grow into the best customer care that can convey and cultivate relationship that will nurture the ideal customer. The organization in turn should arm its potential customer care representatives of all the knowledge, techniques, and styles in making customers happy, satisfied and loyal. In the same vein, the organization should also invest in training its potential customer care representatives on how to discern or perceive what customer care technique is most applicable to a particular client. Being customer focused or centred without an operating framework of how it can be achieved is an empty catch phrase of organizations that will be counterproductive in the end. Customer surveys or feedback is a great source of information that should be encouraged in any company. The survey will enable the company to be kept abreast on current market trends and the level of customer sophistication. Armed with such information, it will be relatively easier for the organization to adopt the appropriate styles. However, there are two constants in customer care—being honest and truthful with all the information that is allowed and mandated by law for the customer to know, and be firm in the enforcement of legal requirements that needs to be adhered to. Being truthful is not only a good policy to enforce but it is legally mandated for organization to be forthright. Enforcing legal requirements is a tedious task but it is a necessary task to protect both the customer and the organization. The key guaranteeing favourable business relationship is in the delivery of the information that will enable the customer to gravitate towards staying as a loyal customer or leaving as an unhappy and dissatisfied customer. Index Questions: For the customer care representative: 1. How do you develop your relationship with your client? Using the formula developed by the company I look at the customer and decide the best approach for the customer I consistently use the formula I develop myself I don’t develop any relationship with them 2. What do you do when confronted with a government regulatory requirements that conflicts with your client’s need? I ignore the requirement and attend to the needs of the client I become firm and patiently explain the importance until I win the client over. I just go to the next customer, and dismiss the customer who doesn’t want to comply I go to my supervisor and let him decide 3. What management style of your superiors encouraged you to be customer centric? He permits me to grow after he defines the limits of my function He solicits my suggestion before making a decision. He just gives me direction and I comply His democratic process of letting the group decide 4. What leadership style of your superiors encouraged you to be customer centric? Transformational – it was a long process wherein he motivated, and instructed me on what I need Transactional – It is a continuous learning process, wherein we talk whenever he sees the need for it He just leaves me alone to do my own thing 5. What Coaching style of your superiors encouraged you to be customer centric? He encourage me by providing positive feedback and focusing on the positive He changes my attitude and behaviour in the way I work He basically let me do my own thing, when I commit mistakes he corrects them He follows a framework in developing my habits and the way I interact He follows all of the above in no particular order 6. How does your superior motivate you? He announces all my achievements and let everybody know it He provides incentives for a job well done My good job enabled me to train others and be their team leader Question for the Customer: 1. Are you satisfied with the service of this bank? Yes No 2. Are you happy with the service of this bank? Yes No 3. Did you acquire other products or services from this bank? Yes No 4. Will you recommend this bank to your friends? Yes No 5. Do you think this bank will be affected by the financial meltdown being experienced in other countries? Yes No 6. Are you satisfied with the level of service your customer care representative have provided? Yes No Question for the Supervisor: 1. What management do you use to make your employees customer centric? I define the limits of their function and then I let them grow Consultative wherein I solicit their suggestion before making a decision Autocratic I just make a decision and I expect them to follow it Democratic I let the group decide by consensus 2. What leadership style do you use to make your employees customer centric? Transformational – Develop, motivate, and instruct them at the onset Transactional – I talk to them when there is a need for it I just leave them alone 3. What Coaching style do you use to make your employees customer centric? I focus on the positive to encourage them to have positive thinking attitude I focus on their attitude and behaviour I focus on his strengths and advantages I develop their habits and the way they interact I follow a combination of the above 4. What motivation style do you use? Affiliation – If they perform well I make sure everybody knows it Achievement – If they perform well I reward them with incentives Power – If they perform well I let them coach others 5. Do you have a formula on how your employees become customer centric? Yes No We are considering to have one 6. Do you have a training program that teaches your employee on how to be customer centric? Yes No We are considering to conduct one Reference Butland, G. (1998, November 30). Why Do CRM? Maintaining Customers vs. Attracting Customers. Retrieved January 4, 2011, from morebusiness.com: http://www.morebusiness.com/running_your_business/marketing/d911853922.brc International Organization for Standards. (2005). ISO/IEC 27001:2005. Retrieved December 15, 2010, from ISO International Organization for Standards: http://www.iso.org/iso/catalogue_detail?csnumber=42103 Leadership tools.com. (2010). Step 2: History of Leadership. Retrieved January 6, 2011, from Ten steps to leadership development: http://www.leadership-tools.com/leadership-definition.html McLelland, D. (2010, October 28). Three Motivational Styles. Retrieved January 7, 2011, from Break Out of the Box: http://www.breakoutofthebox.com/motivation.htm Tannenbaum, R., & Schmidt, W. (1958, March-April). How to Choose a Leadership Pattern. Harvard Business Review Vol. 36 , pp. 95-101. Whitmore, J. (2009). Coaching for Performance. London: Nicholas Brealey Publishing. Read More