Imagine a scenario where a customer satisfaction rep drops the ball on an account. The sales person, who worked tirelessly to secure the deal, needs to backtrack to save the deal. The customer is frustrated, they want to pay less. A group message is started with all of the parties (except the customer) in copy. The Leader says “customer satisfaction rep, I think it’s best you don’t engage with this customer anymore, and here’s why…” It’s stressful, people are mad, and someone needs to be held accountable.
It’s important for leaders to demonstrate decisiveness and strength at times. They must be able to create and hold accountabilities, and be perceived to be able to punish as well as reward. That said, a skilled leader never publicly humiliates — causing someone to lose face in front of others.
Nothing erodes the trust, morale, or psychological safety of a team more than a leader who publicly humiliates. And, a leader who engages in that way may believe they’re sticking up for the sales person. I argue no.
The sales person, who may have worked hard and may be frustrated, is on the same team as your customer satisfaction rep. They don’t want to see people hurt. They don’t benefit from seeing someone shamed on their account. In fact, it may cause the sales person to think twice before making a mistake — thus eroding morale, trust, and psychological safety.
The better path is to strategically leverage “negativity” and re-affirm the mission. Here’s how it might play out.
(In a Direct Message) Leader: Customer Satisfaction Rep A (Person A), when you did (insert behavior) the customer became upset and distrustful of our product. Don’t do that. Next time, you’re in this scenario, use (insert approach) instead. If you do that, you’ll be able to produce (insert benefit) here.
(In a Direct Message) Leader: Sales Person A (Person B). I am so sorry that I dropped the ball on your deal. I identified the mishap, addressed the issue in our process, and it won’t happen again. I know you work hard on these deals, and it’s important to me, and all of us, that our sales team is successful. Thanks for you partnership.
(In a Group Message) Leader: Person A, Person B, and I spoke. Thank you for the quick connects. I identified the issues in our process. We fixed (insert what you fixed). Here’s what’s happening next… Also, Person A and I discussed our account management strategy going forward and here’s how we’re going to pivot.
This approach is more collaborative, positive, and seeks to build people up. It places the go-forward first. The leaders real strength is realized — the strength to take the hit personally and not publicly shame their team.
Special Note
- If you’re working with teams that may be locally in countries where losing face is a major offense, it’s even more important for leaders to demonstrates restraint.
- The space between stimulus and response is the space where you get to decide who and how you are. Don’t discount that time.
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