From Disgruntled to Champion - How to Turn an Unhappy Client Into Your Best Customer
It’s a salesperson’s worst nightmare- the phone call that comes in from a disgruntled customer. Not only does it create extra work for you, but it cuts into your valuable selling time. But believe it or not, this is actually a tremendous sales opportunity and a chance for you to become a hero. Here’s how to make this situation work for you:Empathize With the ClientThough it may be difficult to keep a tight lip, just listen and let your customer vent. Listening allows you to determine what the customer is really angry about. Is it the actual problem that is causing his rage or is it how your customer looks to his superiors? Determine what the customer is really asking for and figure out how to deliver the solution. If higher level management needs to be addressed, this creates an opportunity for you to set up a meeting and establish a relationship. If your customer’s business is being impacted, then you need to take quick action to find a resolution.Establish a Plan of ActionEscalate the issue within your company and make sure it gets into the right hands within your customer service organization. Explain the urgency of the situation and request that the parties involved give you updates along the way. Schedule meeting times or conference calls throughout the day to give them specific deadlines and keep things moving. If you don’t receive the expected updates, call them and push for resolution. Not only does this keep the pressure on, but it allows you to be the liaison for the customer. Be sure to update your customer on the progress at every step of the way.Move up the Food ChainSet up a meeting with your customer contact and his superiors. Bring in your own management and use this opportunity to show everyone involved how you are going to take action. Outline the plan for resolution and commit to updating everyone involved as your progress toward res

Are Your Financial Decisions Becoming Stale? Here are 3 Fresh Tools to Help!
There are many tools advertised to assist managers make better decisions. One of the most efficient ways to make a positive impact on tired decisions is to develop more options. More options will definitely help you make better decisions since you have more choices available. The 3 tools listed below are some of the most popular and easy to use.Are you ready? Let's do it.Fresh Tool #1. Random InputThis is the simplest of all creative thinking techniques. It is widely used by advertising agencies, new product teams, rock groups, playwrights, IT developers and many others. This tool was developed by Dr. Edward De Bono in 1968 but has been plagiarized and borrowed since then, often by folks who don't really know how to use it.One way to use this technique is to compile a list of 60 words (e.g. tiger, nose, hamburger, plane, molecule, rubbish, dog, shoes etc). When you need a random word glance at your watch and note the seconds reading. Use that number to get a word from your list. We then use one of these words that has no connection with the situation and hold them both together. The mind is very powerful at linking these seemingly unconnected ideas together.In Dr. De Bono's book "Serious Creativity" he offers the following illustration:"Cigarette" linked with "Traffic Light". "Within a few seconds this led to the idea of printing a red band around a cigarette some distance from the butt end. This band would serve as a 'danger zone'. If you stopped smoking before you reached the band, your smoking would be safer (because the last part of the cigarette is more harmful)."This also led to the idea of putting seeds in the butt of the cigarette so that when it was thrown away in a garden or park, flowers would grow out of the butt end.Do you feel that you have completely run out of ideas and your usual ways no longer work well? Does it seem impossible to get new ideas? Put in a r

The BRAVO Formula
According to Jerry Weissman in his book, “Presenting to Win,” there are over 30 million PowerPoint presentations given every day. Unfortunately, these presentations are not captivating or memorable. Thus, a lack of presentation training in America is creating a business culture that abuses presentation software and the art of public speaking. Let’s get back to the basics and adopt something I like to call the BRAVO formula.“B” is for Bold Boldness is about taking ownership. It’s about being courageous. You need to take control and own your content. No faking is allowed. The harsh reality is that faking it will not work in the public speaking arena. Audiences are far more perceptive than you think. Here are a few tips to help make sure you don’t come across as a faker:Start strong It sounds straightforward, but it is harder than it sounds. By taking a strong initial stance, it shows that 1) you are credible, 2) you are passionate, 3) you have a game plan. Be creative with your approach, and stay away from humor. It can get you in trouble.Don’t memorize Most public speaking amateurs make the big mistake of memorizing their presentations. This can be deadly, especially when questions arise during the middle of your presentation. Memorization kills spontaneity and your conversational ability. Stay away from it.Become an expert Creating credibility is the most important component of presentations. If you can’t create trust, don’t even bother walking on stage. So how do you build trust? Simple. Provide evidence. Show statistics, graphs, charts – anything to help solidify that you know what you are discussing. Proceed with caution though – there is a gray line between too much and too little information.Faking it may work in other areas of life, but it doesn’t work in presentations. Don’t be a faker. Take ownership and be bold.ive “best practice” and applying it as a commodity), bureaucratic and toothless performance improvement initiatives and poorly thought-out IT implementations, have not led to improved results and reduced costs. As a mindset, KM attaches importance to knowledge and identifies the value of knowledge at different levels. As a framework, KM facilitates knowledge access and transfer, which helps change behaviors and improve decisions. Knowledge management systems support healthcare workers in using available knowledge to develop organizational learning. This learning assists the employees in critiquing a compilation of practice ideas and successfully designing a customized “Best Practice” for the organization. A good KM system can help staff create and exploit new knowledge. It is capable of driving decisions, change and improvements to all levels of the organization. And, in this era of escalating costs and declining reimbursements, an effective KM system is virtually essential to a healthcare organization’s process improvement and cost reduction strategies.

Hospitals can be isolated places, which make it tough to gather ‘knowledge’. The clinical side has the measurable research and knows the outcomes, but the operational side of the hospital lacks this information. Consider this example. A hospital’s operational staff may be well aware of the increased benefit to changing one of its products used for patient care management. Nevertheless, the staff struggles when it comes to demonstrating the cost/benefit to administration and to the physicians. A KM system offers a hospital staff access to strategies and contacts so they can learn how others have successfully carried out similar situations.

Can We Talk?

Hospital staff is willing to share their knowledge with others in the field, although it’s often done informally, such as networking at a convention or conversations with internal and external peers. Effective KM systems capitalize on these opportunities.

How does a KM system change behaviors and improve decisions? One hospital department is concerned with retaining staff, especially in light of the current nursing shortage. Typically, the manager struggles with the staffing issues alone or relies on a few peers within the department. Yet, what if the manager could connect with a peer internally and solicit his or her advice, even though this employee works in an unrelated department? The insight and perspective from an “outsider” may be very useful. How about contacting peers at other facilities? An effective KM system would facilitate ‘experience sharing’ among people struggling with staffing issues. It also archives the solutions brainstormed from the interaction to use as a basis for growing the collective knowledge of the group. This information is then readily accessible the next time a hospital manager (within the hospital or from another facility) faces retention issues.

Another method hospitals typically use to gain knowledge is gathering ideas from a multitude of experts, as is done when attending a conference or a convention. Yet, how is that information disseminated throughout the hospital or healthcare organization if only two employees attended the convention? If it is difficult to share and build ideas within one department or even throughout one hospital, how can anyone expect cross-hospital exchanges to prove fruitful? Obviously, it is more difficult to share information when individuals are not physically together and even more complex when the individuals are employees of different healthcare organizations. The benefits of sharing such a huge reservoir of knowledge are colossal. Technology is a must in these cases.

Knowledge Management ≠ Information Technology

Effective KM cannot be thought of, nor treated, as simply another exercise in information technology. Unfortunately, due to the access and distribution enhancements technology provides, healthcare administrators often have a distorted view of a KM system as an information technology system or as a solution that needs to be applied. While technology enhances sharing and information exchange, even the most technologically advanced KM system will not solve every dilemma. The keys to a successful KM implementation are:

· Identify the knowledge to exchange and distribute

· Determine how knowledge will be managed

· Match technology and resources appropriately to the culture and needs of the organization

Another fallacy about KM is that “knowledge” can be reduced to documents and then warehoused in a computer database for people to access as needed. The improvement resulting from a KM system comes from personal interaction, the sharing of experiences, taking action and recording the results, growing collective knowledge of a group and building new knowledge from the experiences of others. Technology based solely on warehousing knowledge “documents” or best practices are not successful in driving change and improvement in the organization.

It takes resources beyond technology to manage knowledge effectively. Group interactions must be facilitated, results must be archived and reinvested in the knowledge pool and management actions and change must be supported by the organization. Effectively managing and leveraging knowledge in an organization cannot be abdicated to the IT system.

Apply Thoughtful Technology

Organizations have a habit of buying the latest, greatest KM system on the market, if for no other reason than because others have done the same. Yet, elaborate systems that aren’t called for tend to breed reluctance. Does the hospital or healthcare organization really need the latest and greatest? When analyzing the implementation of a KM system, first determine what is really necessary to meet the hospital’s needs. For instance, take the simple suggestion box. Are the employees making practical suggestions or snide comments? Is the suggestion box readily accessible? Does the hospital culture encourage suggestions and incorporate them into the organization’s routines? If so, this is a working and useful KM system. This is when technology can really enhance the system by extending its reach and providing a historical warehouse of implementations. But, when the suggestion box isn’t used appropriately, then having the latest, greatest, technologically advanced computer suggestion box won’t improve anything. Once again, an organization requires a “learning” culture to value the collaborative learning obtained through KM systems.

Some organizations overcome these obstacles by using technology as a tool instead of as a solution. Technology can enhance knowledge exchange by providing multiple access models (interactive events and data warehouses) and widespread distribution of new and innovative ideas. Thoughtful abstracting and archiving of events and documents enable managers to actively apply lessons learned by others and applies knowledge to their daily work.

Managing Competing Expectations of Users and Administrators

Unless it fills some need and is easily accessible in one’s daily routine, a KM system will probably be ignored. Healthcare runs at a hectic pace and staff needs to spend as little time as possible navigating a KM system to obtain useful information. Administrators will not support KM efforts unless they see demonstrated results. Consider the following criteria when weighing the pros and cons of a KM system:

· What is the organization’s purpose for the KM system?

· Where is the existing knowledge?

· How is the kno

ith internal and external peers. Effective KM systems capitalize on these opportunities.

How does a KM system change behaviors and improve decisions? One hospital department is concerned with retaining staff, especially in light of the current nursing shortage. Typically, the manager struggles with the staffing issues alone or relies on a few peers within the department. Yet, what if the manager could connect with a peer internally and solicit his or her advice, even though this employee works in an unrelated department? The insight and perspective from an “outsider” may be very useful. How about contacting peers at other facilities? An effective KM system would facilitate ‘experience sharing’ among people struggling with staffing issues. It also archives the solutions brainstormed from the interaction to use as a basis for growing the collective knowledge of the group. This information is then readily accessible the next time a hospital manager (within the hospital or from another facility) faces retention issues.

Another method hospitals typically use to gain knowledge is gathering ideas from a multitude of experts, as is done when attending a conference or a convention. Yet, how is that information disseminated throughout the hospital or healthcare organization if only two employees attended the convention? If it is difficult to share and build ideas within one department or even throughout one hospital, how can anyone expect cross-hospital exchanges to prove fruitful? Obviously, it is more difficult to share information when individuals are not physically together and even more complex when the individuals are employees of different healthcare organizations. The benefits of sharing such a huge reservoir of knowledge are colossal. Technology is a must in these cases.

Knowledge Management ≠ Information Technology

Effective KM cannot be thought of, nor treated, as simply another exercise in information technology. Unfortunately, due to the access and distribution enhancements technology provides, healthcare administrators often have a distorted view of a KM system as an information technology system or as a solution that needs to be applied. While technology enhances sharing and information exchange, even the most technologically advanced KM system will not solve every dilemma. The keys to a successful KM implementation are:

· Identify the knowledge to exchange and distribute

· Determine how knowledge will be managed

· Match technology and resources appropriately to the culture and needs of the organization

Another fallacy about KM is that “knowledge” can be reduced to documents and then warehoused in a computer database for people to access as needed. The improvement resulting from a KM system comes from personal interaction, the sharing of experiences, taking action and recording the results, growing collective knowledge of a group and building new knowledge from the experiences of others. Technology based solely on warehousing knowledge “documents” or best practices are not successful in driving change and improvement in the organization.

It takes resources beyond technology to manage knowledge effectively. Group interactions must be facilitated, results must be archived and reinvested in the knowledge pool and management actions and change must be supported by the organization. Effectively managing and leveraging knowledge in an organization cannot be abdicated to the IT system.

Apply Thoughtful Technology

Organizations have a habit of buying the latest, greatest KM system on the market, if for no other reason than because others have done the same. Yet, elaborate systems that aren’t called for tend to breed reluctance. Does the hospital or healthcare organization really need the latest and greatest? When analyzing the implementation of a KM system, first determine what is really necessary to meet the hospital’s needs. For instance, take the simple suggestion box. Are the employees making practical suggestions or snide comments? Is the suggestion box readily accessible? Does the hospital culture encourage suggestions and incorporate them into the organization’s routines? If so, this is a working and useful KM system. This is when technology can really enhance the system by extending its reach and providing a historical warehouse of implementations. But, when the suggestion box isn’t used appropriately, then having the latest, greatest, technologically advanced computer suggestion box won’t improve anything. Once again, an organization requires a “learning” culture to value the collaborative learning obtained through KM systems.

Some organizations overcome these obstacles by using technology as a tool instead of as a solution. Technology can enhance knowledge exchange by providing multiple access models (interactive events and data warehouses) and widespread distribution of new and innovative ideas. Thoughtful abstracting and archiving of events and documents enable managers to actively apply lessons learned by others and applies knowledge to their daily work.

Managing Competing Expectations of Users and Administrators

Unless it fills some need and is easily accessible in one’s daily routine, a KM system will probably be ignored. Healthcare runs at a hectic pace and staff needs to spend as little time as possible navigating a KM system to obtain useful information. Administrators will not support KM efforts unless they see demonstrated results. Consider the following criteria when weighing the pros and cons of a KM system:

· What is the organization’s purpose for the KM system?

· Where is the existing knowledge?

· How is the kno

treated, as simply another exercise in information technology. Unfortunately, due to the access and distribution enhancements technology provides, healthcare administrators often have a distorted view of a KM system as an information technology system or as a solution that needs to be applied. While technology enhances sharing and information exchange, even the most technologically advanced KM system will not solve every dilemma. The keys to a successful KM implementation are:

· Identify the knowledge to exchange and distribute

· Determine how knowledge will be managed

· Match technology and resources appropriately to the culture and needs of the organization

Another fallacy about KM is that “knowledge” can be reduced to documents and then warehoused in a computer database for people to access as needed. The improvement resulting from a KM system comes from personal interaction, the sharing of experiences, taking action and recording the results, growing collective knowledge of a group and building new knowledge from the experiences of others. Technology based solely on warehousing knowledge “documents” or best practices are not successful in driving change and improvement in the organization.

It takes resources beyond technology to manage knowledge effectively. Group interactions must be facilitated, results must be archived and reinvested in the knowledge pool and management actions and change must be supported by the organization. Effectively managing and leveraging knowledge in an organization cannot be abdicated to the IT system.

Apply Thoughtful Technology

Organizations have a habit of buying the latest, greatest KM system on the market, if for no other reason than because others have done the same. Yet, elaborate systems that aren’t called for tend to breed reluctance. Does the hospital or healthcare organization really need the latest and greatest? When analyzing the implementation of a KM system, first determine what is really necessary to meet the hospital’s needs. For instance, take the simple suggestion box. Are the employees making practical suggestions or snide comments? Is the suggestion box readily accessible? Does the hospital culture encourage suggestions and incorporate them into the organization’s routines? If so, this is a working and useful KM system. This is when technology can really enhance the system by extending its reach and providing a historical warehouse of implementations. But, when the suggestion box isn’t used appropriately, then having the latest, greatest, technologically advanced computer suggestion box won’t improve anything. Once again, an organization requires a “learning” culture to value the collaborative learning obtained through KM systems.

Some organizations overcome these obstacles by using technology as a tool instead of as a solution. Technology can enhance knowledge exchange by providing multiple access models (interactive events and data warehouses) and widespread distribution of new and innovative ideas. Thoughtful abstracting and archiving of events and documents enable managers to actively apply lessons learned by others and applies knowledge to their daily work.

Managing Competing Expectations of Users and Administrators

Unless it fills some need and is easily accessible in one’s daily routine, a KM system will probably be ignored. Healthcare runs at a hectic pace and staff needs to spend as little time as possible navigating a KM system to obtain useful information. Administrators will not support KM efforts unless they see demonstrated results. Consider the following criteria when weighing the pros and cons of a KM system:

· What is the organization’s purpose for the KM system?

· Where is the existing knowledge?

· How is the kno

st and greatest? When analyzing the implementation of a KM system, first determine what is really necessary to meet the hospital’s needs. For instance, take the simple suggestion box. Are the employees making practical suggestions or snide comments? Is the suggestion box readily accessible? Does the hospital culture encourage suggestions and incorporate them into the organization’s routines? If so, this is a working and useful KM system. This is when technology can really enhance the system by extending its reach and providing a historical warehouse of implementations. But, when the suggestion box isn’t used appropriately, then having the latest, greatest, technologically advanced computer suggestion box won’t improve anything. Once again, an organization requires a “learning” culture to value the collaborative learning obtained through KM systems.

Some organizations overcome these obstacles by using technology as a tool instead of as a solution. Technology can enhance knowledge exchange by providing multiple access models (interactive events and data warehouses) and widespread distribution of new and innovative ideas. Thoughtful abstracting and archiving of events and documents enable managers to actively apply lessons learned by others and applies knowledge to their daily work.

Managing Competing Expectations of Users and Administrators

Unless it fills some need and is easily accessible in one’s daily routine, a KM system will probably be ignored. Healthcare runs at a hectic pace and staff needs to spend as little time as possible navigating a KM system to obtain useful information. Administrators will not support KM efforts unless they see demonstrated results. Consider the following criteria when weighing the pros and cons of a KM system:

· What is the organization’s purpose for the KM system?

· Where is the existing knowledge?

· How is the knowledge transferred?

· Who will have access to the system?

· How will access privileges vary among staff members?

· How will each department use the system?

· How will ideas be exchanged, in-house exclusively or with other organizations?

· What is the structure of the KM system? Will it just create directories of experts or will it also create active learning communities (active learning)?

· What amount of support will be required at each level?

· How user-friendly is it?

It never serves an organization to design a system with all the fancy bells and whistles, just for the sake of having slick features. Create a KM system consistent with the way the hospital staff will use it. If the purpose is to inspire employees to think ‘outside the box’, systems can be designed to facilitate this. The best way to manage competing expectations is to understand it all upfront. The healthcare industry, especially, does not have the bankroll to pay for underutilized features.

Key Components for A Successful KM System:

1. Fulfills organizational goals. A KM system structured around an organization’s goals will support the efforts of employees to reach these goals. John Ager, Team Coordinator of the Endoscopy Department for Sentara Healthcare Systems, located in Virginia Beach, Virginia, has participated in monthly teleconference calls with colleagues nationwide. “It is part of my hospital’s goal to do benchmarking. This hospital is very strong on sharing information and the previous methods were not effective. Prior to the teleconference calls, we were doing phone communication, which was difficult at best. Now we have set scheduled times on a monthly basis and we just recently picked up using computer-based knowledge.”

2. Addresses social networks. If employees feel like they belong to a particular group, then they are more likely to share successes and failures with that group. Sharing failures is especially beneficial to a knowledge management system since people tend to learn more effectively when they’re told/shown what not to do. Develop knowledge communities or communities of practice (COP’s) around functional and clinical topics. Orchestrate events where staff can share experiences (especially failures) without fear of censure.Collective history of a social network is important. The background information from all participants in a COP builds a shared, historical base, which solidifies commitment to the group process and increases exchanges. “I’ve really enjoyed the participation,” says Ager. “It has really helped me get a better picture of the field I’m in because I’m actually having a one-on-one immediate interaction with somebody as opposed to the old process where you’d have a fixed set of questions you’d e-mail to them. Then, you’d try to call them to get answers or they would fax their answers back to you. It wasn’t as clear and concise. This is ongoing and I like the immediate and personal response back,” explains Ager.

3. Archives existing knowledge. Create historical records by categorizing and abstracting knowledge gleaned from interactions. Make it easy for users to locate relevant learning. Ager uses his KM system to share documentation prior to the actual teleconference with the other participants. They use spreadsheets and data management for references when talking on the telephone. “I’ve found this aspect beneficial because as we are talking, I’m able to look at the information firsthand and it spurs questions for me too,” says Ager. Additionally, all participants receive e-mail summations of the teleconference (created by the KM system coordinator). Call topics are based on the suggestions and questions introduced in previous teleconferences. If one facility has a specific question, the coordinator will request examples related to this question from all participants, summarize the information and then forward it to all facilities.

4. Facilitates “new” knowledge. Knowledge comes from many sources including knowledge forums, conference calls, research articles, surveys, and opinion polls. Encourage participants to exchange ideas and share experiences, challenges and successes. Most people are not able to develop an action plan simply by reading or analyzing data. Rather, they are more inspired by talking and exchanging ideas. According to Ager, “Participating in the teleconference calls is one of the best ways of sharing information that I’ve been exposed to in the last nine years since I’ve been working for this facility. It’s given me real time data and real people to talk to. Issues constantly change. At one point, staffing was a priority at several of the facilities and because we shared information, other facilities implemented the shared ideas when it was the right time for them. It’s easier than looking at a piece of paper with raw data on it wondering what to do with it.”

Moving Forward

The explosion of information technology and its instant accessibility have created powerful solutions for the healthcare business. Healthcare must invest its resources and technology wisely. A carefully considered and well-resourced KM implementation will enable organizations to leverage data, knowledge and experience to improve patient care and lower healthcare costs. Why ‘reinvent these conversations’ when they’ve already taken place countless times? KM systems designed to serve an organization’s goals, and built to foster social interactions that encourage the exchange of knowledge, will assist organizations in revolutionizing healthcare.

Sidebar: Keys to Generating New Knowledge Use these ideas when designing a KM system:

· Create Communities of Practice (COP)

· Moderate COP processes to extract learning

· Make continuous learning available

· Determine how successes are shared and how failures are communicated

· Analyze failure for future learning

· Generate, abstract and categorize historical knowledge records

· Provide multiple access paths for participants