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Casual Articles - A Team That Gleamed
Let me teach you the unethical gambits that people can use to get you to sweeten the deal. Unless you're so familiar with them that you spot them right away, you'll find that you will make unnecessary concessions just to get the other side to agree with your proposal. Many a salesperson has had to endure an embarrassing interview with a sales manager who can't understand why he made a concession. The salesperson tries to maintain that the only way to get the order was to make the concession. The truth was that the buyer out maneuvered the salesperson with one of these unethical gambits.There's no point in getting upset with the person who uses these unethical Gambits. Power Negotiators remember to concentrate on the issues and think of negotiating as a game. Unless the individual is Mother Theresa, he or she is simply doing what he or she is on this planet for, which is to get the best possible deal from
2. Both Helpdesks were in different parts of the Call Center. A couple of analysts from both Helpdesks switched desks in order to familiarize each other with systems.
3. Management was very supportive of the transition and realized that there was a learning curve during the transition.
4. There were two analysts from both Helpdesks called Helpdesk Advocates, who were the liaison between the analysts and management. Both Advocates communicated the analysts’ concerns to management.
5. Clients were in
Is it actually possible to use the same formula the mighty Google uses, to create your own compelling sales copy?It is, and today I'm going to let you in on the very powerful secret they use, so you can do exactly that.Let me start by sharing a little story with you.A while ago, Eric Schmidt, the CEO of Google, responded to a comment made by another exective who was asking how to foster a sense of innovation in your IT staff, without letting them run wild.Schmidt, who is a very sharp guy, said... actually..."We prefer to let them run rampant!"He then explained, "The most clever ideas don't come from the leaders, but rather from the leaders listening and encouraging and kind of creating a discussion -- wandering around trying to find new ideas."In fact, Google encourages their engineers (the geeks who come up with all the new "Google Tricks") to spend 20
Does this plan initially sound like an enormous task? Does it sound impossible? Not if you were lucky enough to have been on such a dynamite team like mine.
In 1997, I started working at the Ameritech Advertising Helpdesk, which was supporting Yellow Pages Salespeople, Artists and Data Entry from Michigan, Indiana, Ohio, Illinois and Wisconsin. When Southwestern Bell Corporation acquired Ameritech in 1998, procedures started to change. Ultimately, The Ameritech Advertising Helpdesk became the SBC Yellow Pages Helpdesk and we were to support clients not only in the five-state Great Lakes region, but clients in other regions in which SBC resided. SBC had Yellow Pages clients in the east in Connecticut, in the middle of the country in Missouri and Kansas, in the southwest in Oklahoma and Texas and in the west in Arizona, Nevada and California.
There were two Helpdesks: the Helpdesk who supported clients in the Great Lake region and the Helpdesk that supported clients in the eastern, middle, southwestern and western regions. The Helpdesk supported clients 24/7 during the weekdays, a part of Saturday and was on call for Sunday. The Great Lakes Helpdesk had about seven to eight dayshift personnel, two afternoon people and one mid-nighter. The eastern, middle, southwestern and western region Helpdesk had about eight to ten personnel that worked different hours from 7 a.m. until 10p.m. eastern time.
The grand plan was to combine both Helpdesks and have all of the analysts versatile in all of the applications in order to support clients from all of the 13 states. For example, most of the analysts who supported clients in the Great Lakes region had never worked with VMS systems, but were very familiar with systems like the Remedy Helpdesk software. Conversely, most of the analysts who supported clients in the eastern, middle, southwester and western U.S. had been trained on the VMS systems, but had never worked with Remedy.
Being in Information Technology, one may get used to systems and applications going wrong. It seems that in too many instances, techies are troubleshooting and fixing systems.
So, how did combining operations go without sacrificing customer service?
1. It was about a six-month plan, which started around February 2002 to gradually adjust analysts from both Helpdesks. One analyst from each Helpdesk was trained for several months before supporting clients in all 13 states.
2. Both Helpdesks were in different parts of the Call Center. A couple of analysts from both Helpdesks switched desks in order to familiarize each other with systems.
3. Management was very supportive of the transition and realized that there was a learning curve during the transition.
4. There were two analysts from both Helpdesks called Helpdesk Advocates, who were the liaison between the analysts and management. Both Advocates communicated the analysts’ concerns to management.
5. Clients were inf
On February 16, 2006 the Health Insurance Portability and Accountability Act was finalized, and enacted. This law is designed to establish national standards for all health care transactions, and to ensure the security and privacy of all health related information. The motivation behind this law is to improve the performance, and efficiency of our health care system. This type of reform has created a need for qualified individuals who can utilize the tools of this legislation, and assure full compliance, and maximum reimbursement. It would therefore be a prudent move for health care facilities to employ such individuals in order to avoid mistakes that could have dire consequences.The proliferation of medical knowledge following World War II brought about an explosion of diagnostic, and treatment procedures. As a result, there became a need to organize, and standardize all these developing technologies
There were two Helpdesks: the Helpdesk who supported clients in the Great Lake region and the Helpdesk that supported clients in the eastern, middle, southwestern and western regions. The Helpdesk supported clients 24/7 during the weekdays, a part of Saturday and was on call for Sunday. The Great Lakes Helpdesk had about seven to eight dayshift personnel, two afternoon people and one mid-nighter. The eastern, middle, southwestern and western region Helpdesk had about eight to ten personnel that worked different hours from 7 a.m. until 10p.m. eastern time.
The grand plan was to combine both Helpdesks and have all of the analysts versatile in all of the applications in order to support clients from all of the 13 states. For example, most of the analysts who supported clients in the Great Lakes region had never worked with VMS systems, but were very familiar with systems like the Remedy Helpdesk software. Conversely, most of the analysts who supported clients in the eastern, middle, southwester and western U.S. had been trained on the VMS systems, but had never worked with Remedy.
Being in Information Technology, one may get used to systems and applications going wrong. It seems that in too many instances, techies are troubleshooting and fixing systems.
So, how did combining operations go without sacrificing customer service?
1. It was about a six-month plan, which started around February 2002 to gradually adjust analysts from both Helpdesks. One analyst from each Helpdesk was trained for several months before supporting clients in all 13 states.
2. Both Helpdesks were in different parts of the Call Center. A couple of analysts from both Helpdesks switched desks in order to familiarize each other with systems.
3. Management was very supportive of the transition and realized that there was a learning curve during the transition.
4. There were two analysts from both Helpdesks called Helpdesk Advocates, who were the liaison between the analysts and management. Both Advocates communicated the analysts’ concerns to management.
5. Clients were in
We have come a long way from the time when only professionals could replicate CDs and DVDs. With the advent of blank media and the technology to duplicate it or burn it, almost anyone can now make their own CD. The ability to place digital media on a disc has changed how we both use and view this type of media today. It has taken only a few years for CDs to take over the spot once exclusively held by cassettes. Video and music cassettes are becoming dinosaurs before our very eyes. In time, our children may even view them like we used to view vinyl records and 8-tracks!But where do you find CD and DVD replication and packaging services? Any large city worth it’s salt will have these types of duplication services. It is also very easy to find companies on the Internet that do this kind of business, and in fact, specialize in it. The world of CD and DVD duplication is wide open with many options for business
The grand plan was to combine both Helpdesks and have all of the analysts versatile in all of the applications in order to support clients from all of the 13 states. For example, most of the analysts who supported clients in the Great Lakes region had never worked with VMS systems, but were very familiar with systems like the Remedy Helpdesk software. Conversely, most of the analysts who supported clients in the eastern, middle, southwester and western U.S. had been trained on the VMS systems, but had never worked with Remedy.
Being in Information Technology, one may get used to systems and applications going wrong. It seems that in too many instances, techies are troubleshooting and fixing systems.
So, how did combining operations go without sacrificing customer service?
1. It was about a six-month plan, which started around February 2002 to gradually adjust analysts from both Helpdesks. One analyst from each Helpdesk was trained for several months before supporting clients in all 13 states.
2. Both Helpdesks were in different parts of the Call Center. A couple of analysts from both Helpdesks switched desks in order to familiarize each other with systems.
3. Management was very supportive of the transition and realized that there was a learning curve during the transition.
4. There were two analysts from both Helpdesks called Helpdesk Advocates, who were the liaison between the analysts and management. Both Advocates communicated the analysts’ concerns to management.
5. Clients were in
Ask Latinos in America what they really long for, and a great number will answer, “Ser impresario.”The literal translation is, “To be an entrepreneur.” But in Spanish, the words convey a much deeper meaning. They carry undertones of a longing for independence and personal autonomy. The dream of upward mobility. Overall, a sense of “finally making it.”Latinos have a special affinity for business because of our cultural heritage. We are friendly people, which makes us outgoing enough to create strong relationships. We’re brave and willing to take risks. And we are willing to work very hard to get ahead. All three are essential for entrepreneurs.How is being a Latino entrepreneur different than being an Anglo, Asian or African American entrepreneur? The answer requires a look at the factors that set our culture apart. Each contains both a gift and a challenge.Family Focus
Being in Information Technology, one may get used to systems and applications going wrong. It seems that in too many instances, techies are troubleshooting and fixing systems.
So, how did combining operations go without sacrificing customer service?
1. It was about a six-month plan, which started around February 2002 to gradually adjust analysts from both Helpdesks. One analyst from each Helpdesk was trained for several months before supporting clients in all 13 states.
2. Both Helpdesks were in different parts of the Call Center. A couple of analysts from both Helpdesks switched desks in order to familiarize each other with systems.
3. Management was very supportive of the transition and realized that there was a learning curve during the transition.
4. There were two analysts from both Helpdesks called Helpdesk Advocates, who were the liaison between the analysts and management. Both Advocates communicated the analysts’ concerns to management.
5. Clients were in
“I will do anything to stop this project and I expect you to do the same!” The young lady sitting before me in tears, reporting that to me, worked for the IT Director who was in charge of the systems integration for a project we were leading. She didn’t work for me, she worked for him and he reported to me ‘dotted line’ as they say today.We were part of a high tech company and the decision had been made, based on my recommendation, to outsource the primary warehouse of this fast growing $11 billion outfit. It was a culture clash of gigantic proportions. My team was brought in from the outside to drive change. Inside, they were all used to the best of everything.My first order of business was to slash operating costs in the logistics function. In the warehouse in question they were spending over $300,000 a year, are you ready for this, cleaning the warehouse. It wasn’t that big, a high rise facility
2. Both Helpdesks were in different parts of the Call Center. A couple of analysts from both Helpdesks switched desks in order to familiarize each other with systems.
3. Management was very supportive of the transition and realized that there was a learning curve during the transition.
4. There were two analysts from both Helpdesks called Helpdesk Advocates, who were the liaison between the analysts and management. Both Advocates communicated the analysts’ concerns to management.
5. Clients were informed that both Helpdesks were in the process of being combined and to please be as understanding as possible during the transition.
6. Every analyst was receptive to any question from other analysts. Every analyst was in the same boat – so to speak. Every analyst knew that he or she would have questions about systems in which he or she was not as familiar. How every analyst handled any question from a coworker would reflect the way in which he or she would be treated when he or she had a question. It was the human nature aspect.
7. Every analyst had a desire to learn.
8. Every analyst had a willingness to train
9. If an analyst could learn one system, he or she could learn other systems.
10. Every analyst was a team player. Although there were folks who had years and even decades of experience on some systems, no one was too good to help out any analyst who had never worked with a particular system. The fact that every analyst was cooperative during the transition made it an enormous success.
This is what I personally learned from the experience:
1. Teamwork is not about individuals. When a client’s problem was solved, it was the whole Helpdesk that triumphed.
2. When superstars play as a team, the team will ultimately win. Every member of the team was a superstar who played as a team and we ultimately won in transitioning both Helpdesks.
3. Every analyst proved that they could parlay their knowledge and translate that language to other analysts and clients.
4. Perception and reality may be two completely different things. I knew very little about the folks at the other Helpdesk. When I got to know them, they were as wonderful as the folks whom I already knew at my own Helpdesk.
5. Teamwork is all about dealing with people. What you make of your relationships is up to you.
6. It is amazing what a team can do when it is up to the challenge. My team only had a certain amount of time to transition its operations and we did it!
7. Sometimes just a desire to learn can make the difference between success and failure.
8. Investment in relationships with people is invaluable with a rewarding rate of return.
9. Random acts of kindness
10. You can actually appeal to people’s better nature and not just their self-interest.
Everyone involved displayed so much cooperation and willingness to train no matter how many times they were asked a question. Everyone involved during the transition should be very proud that they were part of that awesome period and it is something that they can take with them anywhere else they go. All of us were a part of a group that needed to implement the greatest effort of teamwork or we were not going to make the
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