Best Recipes Ever

Category: Communication Skills Training

  • Great Leadership – Taking Difficult Decisions

    Teresa May quoted in a recent press conference on the reaction to the Brexit plan that has just been signed by all 27 member states – “Great leadership is not about taking the easy route, it is about making difficult decisions.”  Putting Brexit aside – I hear a sigh of relief?   This quote is at the heart of what effective leaders are faced with on a regular basis – that self questioning and draw of the easy route, which we all know rarely delivers, or taking that difficult decision which one knows will meet opposition, denial, ridicule and even refusal.

    Peter F. Drucker the management guru, once said, “Whenever you see a successful business, someone once made a courageous decision.”

    Making that difficult decision takes courage to stand in the face of adversity and keep moving forward, despite your inner self reminding you that there is an easier route, which may leave you unscathed, (probably not in Theresa May’s case!), but completely dissatisfied with yourself.  In other words, not living your own truth.

    Currently in South Africa enjoying the beauty of the landscape, the birds and wild life, knowing that underneath all this is a very rocky and unstable government.  The new temporary president, Cyril Ramaphosa is walking the tight rope through the land reform, and the demands of the opposition who believe it is reasonable to take away and redistribute land from farmers who have bought and worked their land, in some cases for generations, to African communities in those areas, for no compensation. Ramaphosa has looked for common ground in the negotiations and has signed off on the land reform. However, with a caveat that land cannot simply be removed from farmers, there has to be a system to request the land and process that transition, with the goal of ensuring it stays productive in supplying food for the South African people.  Did Ramaphosa take the easy route, or that difficult decision?

    Mandala walked the tightrope throughout his life, bringing liberation to the people of South Africa.  He did not stop to blame those who created the apartheid regime, he simply kept his goal in mind and moved peacefully and assertively forward towards his goal, making those decisions that had to be made despite lack of support from many his own ANC members. Eventually it all paid off with the end of apartheid, with liberation for all and a new beginning for South Africa.  Did it take courage and dedication to live his vision?  Did he have to make difficult decisions? I believe there can be no more difficult a decision to take than committing yourself to life imprisonment to serve the greater good of your people.

    Being a leader takes courage, it takes courage to make the decisions that have to be made, knowing very often that it will not please many of your followers.  However, firstly taking a decision is important, and making that decision work through a plan of action, communicating that plan to others and keeping the ship on course to overcome barriers to change, whilst inspiring followers to embrace that change, bringing about something new, different and exceptional.

    What lies ahead for Theresa May, the British government and people is going to take great courage and leadership to drive forward on the decision to leave the EU, to keep “Britain Great” and move into a new history.

  • Does your employee appraisal process need an appraisal?

    “The most basic problem is that performance appraisals often don’t accurately assess performance.” – W. Edwards Deming (Founding Father of Total Quality Management)

    We traditionally rely on employee management performance systems / performance appraisals to give feedback to our employees. In most organisations this is a yearly ritual after having completed the statutory probation period. If you are lucky, it might be twice yearly. How do manager’s typically view this? Do they look forward to spending valuable and productive time with an employee listening to how they feel they have performed and opening up discussion if for some reason it differs from the manager’s view. Or does the manager provide a monologue of feedback according to the question and rating on the form in some kind of awkward manner in the hope that the employee firstly understands and secondly agrees with what is being said. If the manager orients towards the autocratic style, what the employee thinks or agrees with is probably highly irrelevant. The box gets ticked, and the employee goes back to what they were doing muttering on the way about the “BS” that he or she has just been subjected to.

    I remember many years back when my then manager called me at a random time when I was travelling home from work on a Friday, having been away on the job since the previous Sunday afternoon to give me my appraisal. “Give” was the appropriate word as 10 minutes later after listening to him, he ended the monologue with “Have a good weekend.” My emotions? Disbelief, disappointment both of which later developed into anger due to the shear disrespect I had been shown for working 12 hours a day, 5 days a week while living in a hotel and eating pub grub or take aways for the entire week. Was he interested in my thoughts, questions or comments? Definitely not! The fact that he did not even have the respect to organise the call in a proper way giving me time to prepare myself. Perhaps that was what he was afraid of? It’s no surprise therefore that I managed a year before departing for greater things.

    What does the employee think about the performance management system and their appraisal? Is this recognised as an opportunity to talk openly about what they are doing and how they feel they are doing or is it something that they dread knowing that their point of view will likely be ignored or brushed off like a piece of dust on a dark-coloured jersey?

    Every organisation needs a method of understanding how an employee is doing, how they are feeling about their current role and what it is they are interested in growing into. After all this is the foundation to succession planning and can help not only the department manager, but the employee, HR team and General Director in a smaller operation saving large sums of money on search and recruitment fees.

    The best performance appraisal is one that is no surprise to the employee because they have received ongoing feedback, both positive and negative as and when required, making the formal “meeting” almost a summary of their performance and an opportunity to open up discussion around future plans and to agree a way forward to assist that employee to grow and develop their potential to be ready to assume a new position as and when it appears.

    Information gained from such a conversation has much more value to enable for succession planning and facilitate an understanding of the positions that will need recruiting in the future, linking to HR planning. It also provides information for the manager to ensure that he/she takes an active interest in his/her employees, organising and delegating accordingly to facilitate learning, helping to keep individual employees engaged and motivated as well as loyal. The latter being especially important at this time when there is a shortage of people in the market. Learning and development that cannot be facilitated through delegation of skills, role rotation and so on might need to be addressed by organised learning through courses that meet the specific skills need whether face-to-face, virtual or through specialised digital courses. Again, knowledge gleaned from the appraisal process is fed into HR or Learning and Development to enable yearly budget planning for company employees’ training and development needs according to demand for particular skills courses whether it be leadership, communicating with customers, delegation or computer skills.

    There is a standard approach to conducting appraisals that any manager needs to know, but there are also critical skills to conduct a performance appraisal effectively, including:

    • The ability to ask questions that develop open discussion and probe to understand fully and clearly.
    • The ability to listen effectively not only to the answers, but tone of voice and body language behind those answers.
    • To use appreciative enquiry to build trust, respect and openness in all aspects of the conversation.
    • To lead the discussion in a positive manner that includes all aspects of performance, while not being afraid to address issues in performance where the employee is not performing at their best.
    • To help the employee identify how they can improve their performance through invitation to help them find their own answers.
    • To encourage engagement of the employee to want to improve where required while at the same time motivating change in performance in skills and areas that require it.
    • To be open and honest.
    • To not be afraid of receiving feedback as the employee’s manager in how your style of leadership for this person could be improved to build a trusting relationship.

    Giving feedback to develop and improve performance is a skill required of any manager and leader. Them making light of the process could be an indication that they themselves do not have the necessary skills to feel comfortable and confident appraising others who are under their responsibility, or it could simply be that the senior management themselves under value this process, encouraging their subordinates to adopt the same attitude.

    “A performance appraisal that is conducted effectively leads to greater employee morale, higher productivity, creating a positive culture and improved overall performance and effectiveness of an organisation.” –  Kumar Parakala, global business leader

  • Are your employees not performing because they are suffering from poor or lack of sleep?

    According to the National Sleep Foundation “more than 40 percent of adults experience daytime sleepiness severe enough to interfere with their daily activities at least a few days each month – with 20 percent reporting problem sleepiness a few days a week or more”.

    A goods nights sleep and the preparation for sleep is as important as preparing for a meeting, warming up before running a half marathon or delivering a major strategy to improve company performance.  “As many as 30 percent or more of U.S. adults are not getting enough sleep,” says Dr. Twery.   PhD, Director of the National Center on Sleep Disorders Research.  Chronic sleep loss and sleep disorders are estimated to cost the American nation as much as $16 billion in healthcare expenses and $50 billion in lost productivity.

    The consequences can be severe. Drowsy driving, for example, is responsible for an estimated 1,500 fatalities and 40,000 nonfatal injuries each year. “It’s actually quite serious,” says Daniel Chapman, PhD., MSc, at the Center for Disease Control and Prevention (CDC). “Drowsy driving was implicated in about 16 percent of fatal crashes and about 13 percent of crashes resulting in hospitalization.”  Dr. Chapman says sleep is as important to health as eating right and getting enough physical activity.  Furthermore, research is beginning to attribute the lack of sleep, as with poor diet and lack of physical activity, with weight gain and diabetes.

    For adults, the way you feel while you’re awake depends in part on what happens while sleeping. During sleep, the body is working to support healthy brain function and maintain physical health. On-going sleep deficiency can raise the risk for some chronic health problems, but it can also affect how well we think, react, work, learn, and interact with others. Therefore, it is realistic to think that poor sleep is going to lead to trouble making decisions, solving problems and controlling emotions, as well as an increase in mistakes which results in re-work and therefore lowered productivity.

    Sleep hygiene is one of the essential pillars to good health and personal performance whether you want to excel at sport, at your job or in some other way.   Sleep helps the brain function correctly.  During sleep the brain is preparing for the next day, by creating pathways to improve learning and remembering. Good sleep also helps us in making decisions, to be focused and creative.  When waking in the morning, the mind and body should be ready to face the day, feeling refreshed, energized and alert with no signs of brain fog, heaviness or confusion.

    On a physical level, sleep is responsible for repair of body cells as well as effective functioning of the immune system.   The immune system defends the body against foreign and harmful microbes and relies on sleep to stay healthy. On-going sleep deficiency may lead to the inability to fight common infections and therefore each time the flu or a cold goes round the work place it affects the same people who have weakened immune function and therefore unable to fight off common infections thus leading to absenteeism in the workplace, due to sickness.

    Perhaps this impacts those that drive heavy machinery and work in high-risk areas.  By nodding off” they could compromise their own safety and the safety of others, not only causing human injury, but also damage to machinery, and the building itself.

    How does the leadership in your organisation coach, educate and counsel those that may be suffering from poor sleep quality or lack of sleep?  What systems are in place to enable workers to follow a healthy lifestyle encouraging great sleep?

  • Conflict Management

    What is Conflict Management?

    I was looking at the term  “conflict management” the other day and realized that it is often used interchangeably with “conflict resolution”.  The difference, however is that the concept of conflict management is based on a premise that not all disputes end in resolution.  Additionally, conflict management is the practice of identifying and handling conflict in a sensible, fair and efficient manner.  Therefore, in summary “conflict management” is any collection of actions, responses, processes, and/or systems that help manage, improve, or prevent the deterioration of relationship dynamics.

    A part of effective leadership is conflict management.  When parties involved cannot resolve the dispute, leaders use strategies to manage the dispute and acknowledge the differences.  Conflict management brings awareness to the parties in a dispute of their options.  It allows examination of their own assessments, to communicate their feelings and to choose options that avoid defensive or aggressive reactions.

    Words to the Wise

    We often think that other people see the world in the same way as we do, and overestimate the degree to which they understand our approach and actions.  As leaders of ourselves and of others, it is important that rather than making assumptions, we ask for clarification.

    Be willing to take the first step in opening up the conversation.  The fear of rejection may lead to closed body language and lack of eye contact, which may be perceived by the other person inaccurately.  Go out of your way to make eye contact, and open up the conversation constructively.

    Skills for Managing Conflict

    Various skills are utilized in managing conflict:

    1. Open Communication (questioning openly, active listening, reflecting, feedback and focus)
    2. Establish Ground Rules to ensure the discussion is constructive and productive
    3. Confront Current Issues – not the people and not the past
    4. Use Listening Skills – for both logic (content) and feelings (emotions).  Listen to understand – paraphrase, repeat, summarize to check understanding.
    5. Keep Emotions in Check and be aware of the emotions of the other party.
    6. Use humour to relieve tension (when appropriate)

     

    Linda Tropp, Ph.D Director of Psychology of peace and violence concentration at the University of Massachusetts, Amherst, USA

  • Do Financial Bonuses Enhance Performance?

    I read with interest the article in a recent Sunday Times (Business section) “Bosses:  Is the Party Over?” by Ben Laurance.  The article was about Neil Woodford of The Woodford Patient Capital Trust, who after many years of paying bonuses to his fund managers has decided to scrap them altogether.  Woodford is compensating his team members with a rise in base pay.  The question is “Will these actions enhance or discourage performance”?

    Woodford  believes there is very little correlation between bonus and performance, which can lead to short term decision-making and wrong behaviours.

    In the banking and larger finance industry, bonuses are common place and one could argue expected, particularly by senior members of staff.   Benefits to the organisation for paying bonuses, apart from the supposed incentivisation is to focus team members to the goals and if the incentive is well thought through and set within achievable limits, financial targets will be achieved and perhaps even over achieved.   Thus, driving company growth and market share.

    What are the down sides of bonuses?  Large bonuses as seen in the banking and financial sectors experienced reckless behaviour by individuals who were taking huge risk chasing their bonuses with little regard for the stability of the bank or institution.  This is when the EU stepped in to limit bonuses for bankers to no more than double the base pay.  Research on the impact of this move by Irem Tuna of London Business School and Anya Kleymenova of the Booth School of Business in Chicago, suggest that this move did indeed reduce risk-taking.  However, at the same time turn over of executives in financial firms increased.  It is not clear if this is the only factor for this apparent negative spin off.

    The article by Ben Laurance focuses mostly on well paid executives in the finance world, but this question is still relevant to all industries and positions.  What is the solution to ensuring a company is able to recruit good people, and give an incentive to firstly do a good job and secondly remain focused to the goal, without taking undue risk as well as working effectively within a team if this is required?

    I am of the belief that poorly designed bonus schemes will drive poor performance of individuals and teams.  In my time and with personal experience, I have seen many situations where the financial incentives for one department, usually sales, creates problems for other departments who have to deliver what was promised, irrelevant of timing and other specifications of the sale.   This has the effect of creating tension, driving poor communication and teamwork as well as resentment, leading to de-motivation.    In addition, poorly set targets can have the adverse effect if the targets are set too high or too low.  In the first instance, giving up before the person has even started and in the second not trying particularly hard which again means teamwork suffers at the expense of the few.

    Some of the most effective bonus schemes I have seen and worked with have had a balance between quantitative and qualitative targets, for example financial targets and targets around positive customer feedback or decreasing customer complaints and some team goals that encourage all team members to communicate effectively and work together whilst also focusing on their own personal goals.  This means the company/team shines as a whole and not just an individual or group of individuals.

    The last question I will leave you with is “Can we solely attribute performance or non performance to a bonus scheme?”  Surely leadership plays a part in creating the right environment for effective performance in meeting department and company goals whether financial or otherwise?  It would be interesting to analyse Mr Woodford’s leadership style.

  • A Lesson from Authentic Service

    “The authentic self is the soul made visible.” – Sarah Ban Breathnach

    On a recent holiday, I stayed in a Marriott hotel perched above one of the great wonders of the world. The setting was breathtaking—spacious rooms, restaurants, a golf course, gym, pool, spa. On paper, it ticked every box.

    But as most seasoned travellers know, a hotel is never just about the facilities. The most memorable experiences are created not by architecture, but by people.

    It’s easy to imagine the alternative. Sitting poolside, unable to get anyone’s attention for a simple drink. Being greeted at reception with a frown that makes you feel like you are a nuisance. A beautiful desk, a vase of flowers, and a seamless check-in system mean nothing if the person behind the counter makes you feel unwelcome.

    This hotel was the opposite. Every staff member I encountered was warm, professional, and—above all—genuine. Conversations weren’t scripted, smiles weren’t forced. Each interaction felt human, genuine, and intentional.

    It struck me that this kind of service doesn’t happen by chance. It reflects something deeper: leadership that fosters authenticity throughout an organisation.

    Why Leadership Shapes Culture

    There’s a saying: “The fish stinks from the head down.” But the reverse is true as well: if the leadership is healthy, principled, and value driven, that spirit flows through the entire organisation.

    I never met the General Manager of that Marriott, but I could sense their influence. Staff felt empowered to be themselves, trusted to take initiative, and encouraged to treat guests not as transactions but as people.

    That is the hallmark of authentic leadership: setting a tone where people don’t just perform duties, they live the values of the organisation.

    What Do We Mean by Authentic Leadership?

    Harvard Business School defines authentic leadership as a “style built on integrity, accountability, and principle-driven decision-making. Authentic leaders are guided by an inner compass, not by short-term expedience.”

    This style of leadership builds trust, fosters approachability, and improves team performance. It creates organisations where people feel safe to bring their full selves to work.

    Harvard Business Review research shows that authenticity in leadership leads to tangible benefits for employees, including:

    •    Better relationships with colleagues

    •    Higher levels of trust

    •    Greater productivity

    •    A more positive workplace environment

    While authenticity may sound like a “soft” quality, its impact is measurable. It boosts morale, retention, and results.

    Characteristics of an Authentic Leader

    Harvard highlights several traits:

    Mission-driven – they know what they stand for and why.

    Self-aware – they understand their strengths, weaknesses, and values.

    Committed to growth – they strive to improve themselves and others.

    Disciplined – they pursue excellence consistently.

    Trust-builders – they earn faith by acting with integrity.

    To the Harvard characteristics, I would add a few more qualities:

    Openness – they recognise contributions, making people feel valued.

    Consistency – their behaviour aligns with their words.

    Accessibility – they connect on the shop floor, not just in the boardroom.

    Supportiveness – they focus on people’s strengths, not just weaknesses.

    Emotional intelligence – they understand and manage emotions, both their own and others’.

    Authentic leaders are not afraid to show vulnerability. They acknowledge when they fall short and allow others to fill the gaps. They understand that true teamwork is not about one person having all the answers, but about creating a space where each individual can shine impacting performance of the whole team.

    The Impact of Authenticity

    When leaders create this kind of environment, the effects ripple outward. Employees feel valued, supported, and trusted. They take pride in their work. They learn from mistakes without fear of blame. And as a result, performance improves.

    Authenticity is not about perfection. It’s about respect, fairness, and openness. When things go wrong—as they inevitably do—authentic leaders treat setbacks as growth opportunities, fostering resilience, creativity, and motivation across the team.

    The outcome is not only happier employees but stronger organisations. Productivity rises, relationships deepen, and the culture becomes one of deep trust, positivity and a happy environment to be a part of.

    Shackleton: A Case Study in Authentic Leadership

    Few leaders illustrate authentic leadership better than Sir Ernest Shackleton. His legendary Antarctic expeditions are remembered not just for their daring but for the way he led his men through extraordinary challenges.

    Shackleton’s leadership was deeply people-centred. His values, shaped by his upbringing, guided his decisions. He rejected rigid hierarchies, treated everyone with fairness, and established routines that created stability in uncertain conditions.

    He led by example. He never asked of his men what he wouldn’t do himself. He built strong one-to-one bonds with each crew member, understanding their individuality and helping them reach their potential.

    In moments of crisis, Shackleton remained visible and optimistic—even when he harboured private doubts. He worked tirelessly to keep morale high and spirits strong. He encouraged teamwork, watched for signs of strain, and supported those in need.

    Above all, Shackleton took responsibility. He held the big picture in mind, while also being present in the smallest of details without being seen to micromanage, undermining trust. His authenticity inspired loyalty and respect that carried his men through impossible odds.

    His legacy endures as one of the clearest examples of authentic leadership in action. His approach is one of easy adoption with desire to lead effectively, while understanding yourself and others, as well as demonstrating a high degree of emotional intelligence

    Why Does this Matter in Business Today

    George Kohlrieser, in his book "Care to Dare", puts it succinctly:

    “If your starting point is that people are a cost to be minimised, your organisation might survive but it won’t thrive. But if you fundamentally believe human beings are valuable … you will achieve results in a way that also elevates the contribution and value of the human beings inside your organisation.”

    This perspective is vital in today’s world of work. Employees are no longer motivated solely by pay. They seek meaning, purpose, and belonging. They want to know that their contributions matter.

    Authentic leaders create these conditions. They act as “secure bases”—sources of safety, inspiration, and encouragement that allow people to take risks, innovate, and grow.

    When leaders operate from authenticity, even difficult decisions are received with more understanding. Trust cushions the blow. People may not always agree, but they believe in the fairness and integrity of the process.

    Final Reflections

    My holiday stay referred to earlier reminded me that authentic leadership isn’t an abstract theory—it shows up in the smallest details of everyday service. It’s in the smile that feels genuine, the conversation that isn’t scripted and the sense that people enjoy coming to work every day.

    The General Manager’s leadership approach was written into every interaction that not only I had, but other guests as well. Personnel willingly went beyond expectations, enjoyed interacting with guests and demonstrated a complete understanding of the necessity for teamwork. I got the feeling that no none wanted to be the weak link.

    And that is the real lesson: authentic leadership transforms not just organisations but experiences. It turns service into connection, compliance into commitment, and work into meaning.

    In a world that often feels transactional and rushed, authenticity stands out. It builds trust, inspires loyalty, and drives results—not by demanding more from people, but by bringing out the best in them. In other words rather than being bottom line focused which often forces robot-like behaviour and service, it is people focused and, in this way, the bottom line is taken care of through a happy, thriving empowered workforce.

    So how important is authentic leadership? In my view, it is not just important—it is essential.

    Note:

    *“Secure base is a person, place, goal or object that provides a sense of protection, safety, and care and offers a source of inspiration and energy for daring exploration risking taking and seeking challenge.”

    References:

    George Kohlreiser, Care to Dare, 2012

    Shackleton’s Way, Margot Morrell and Stephanie Capparell

    https://online.hbs.edu/blog/post/authentic-leadership

  • Are Bots Really The Best Option?

    With the ever-advancing fast pace of technology, more and more customer support functions are being taken over by bots.

    WHAT IS A BOT?

    As defined by www.Techterms.com, “A internet bot, also known as web robot, www robot or simply bot, is a software application that runs automated tasks (scripts) over the Internet. Typically, bots perform tasks that are both simple and structurally repetitive, at a much higher rate than would be possible for a human alone.” 

    There are many types of bot, the most common being Web Crawlers, Chat Room Bots, and Malicious Bots.

    Bots are becoming ever more popular for small and large businesses alike. While they have some clear benefits, do they really outweigh the negatives?

    Do bots provide the best customer service?DO BOTS PROVIDE THE BEST CUSTOMER SERVICE?

    Why do we think that a robot can do the job of a person in areas of customer interaction?

    Perhaps I am the dinosaur here?   The impact of using a bot in place of a human has some advantages certainly, but also many glitches, not to mention inabilities.

    A bot cannot answer anything that is non standard.  In my experience there are few customers that want to be classed as “standard”.  Certainly, there are questions that customers ask that are common to many customers and these can easily be handled via search or frequent questions on the same web page.

    However, non-standard questions, which for me seem to be the norm, cannot be addressed by a programmed robot.  In fact, what ends up happening is a deep frustration on the part of the customer who spends a great deal of time chatting with Philip, the bot, who is chatting to lots of other customers at the same time.

    Ultimately, you find ‘Philip’ either gives you an unsatisfactory answer that does not address the question because he does not understand it in the first place, or you stop the chat out of shear frustration due to slowness of response. 

    THE POSSIBLE IMPACTS

    Has anyone stopped to assess the impact of these so-called improved steps on:

    • Customer satisfaction?
    • Loss of customers due to lack of human contact?
    • Whether or not the customer’s issue was addressed?
    • Whether or not the customer’s issue was resolved?

    It seems to me that evaluation of the use of a bot is done from a cost effective position only.  However, I will be glad to stand corrected on this point.

    What drives a company to use bots?WHAT DRIVES A COMPANY TO USE BOTS?

    Bots are becoming ever more popular for small and large businesses alike. While they have some clear benefits, do they really outweigh the negatives?

    Asking the question in another way – Why do company’s wish to avoid or be uncontactable by its customers? There are several answers that I can think of:

    • Companies want to avoid a training cost that is inevitable to ensure excellent customer service.
    • Companies don’t want to invest in hiring and training management who lead the support team.
    • The operators, support team etc. are afraid of customers’ questions because firstly perhaps they do not know the answers to the questions asked and secondly do not know how to get the answers.
    • The companies believe their own product and service to be perfect and therefore there is no reason for customers to contact us.
    • The customer is not a priority or important, therefore why have personnel to provide a service to the customer.

    There are probably many more answers to this question.  However, just looking at these possibilities is both scary and thought provoking at the same time. 

    CUSTOMER SERVICE BUILDS LOYALTY

    Is it just me who wants to talk to a person because I believe in the human ability to solve the issue they are faced with, and if not able to, can at least share some empathy to your dilemma or difficulty?

    Perhaps I need to think differently about customer service and how I work with my customers to train team members – team leads, managers and leaders to inspire and drive excellent service in their teams. This is both enjoyable and essential to building customer loyalty and therefore business sustainability.

    ARE WE LOWERING OUR EXPECTATIONS?

    My expectations of banks, airlines, suppliers, shops and similar businesses, is one of excellence; of genuine interest in the client and customer base. I also expect these businesses to have the ability to communicate effectively, irrelevant of the issue, and have the desire to resolve the issue, provide the answers and ensure that the customer is overall satisfied.

    Are we really expected to accept mediocrity because a bot can only do what a bot is programmed to do? In other words a bot can only deal with issues that fall within the area of bot-expertise.  On either side of this expertise it is necessary to have human skills.

    Bots are becoming ever more popular for small and large businesses alike. While they have some clear benefits, do they really outweigh the negatives?

    Are we lowering our expectations?

    THE BENEFITS OF HUMAN CUSTOMER SERVICE

    In drawing a parallel to the current level of bot-expertise, you can say that humans have the same issue if untrained.  In any event, a human can respond and express empathy, respond at a normal pace of conversation and through human logic and expertise suggest a suitable way forward.  A human customer service expert can also be proud of what they do, how they do it and of the company that they work for.

     

    Rachel ShackletonRachel Shackleton is an entrepreneur who owns and manages Green Key Personal Development and Green Key Health. Working with local and multinational organisations, she is a public speaker and trainer in the spheres of leadership, communication and customer excellence. She ensures sustainable productivity and profitability through healthy self-management and leadership practices, ensuring a focused and successful workforce.