¿Cómo puede capacitar a su equipo para ofrecer valor a los clientes?

Fully empowering employees is the key. During 17 years of restaurant ownership my key message to all employees from the first day of hire was: when you are fully trained you're going to be able to run this restaurant by yourself. It's inspiring to an individual to know that you are going to actually pay them to learn. Make sure all staff are rewarded to succeed as a group, that everyone is on board to help train up new employees, and make sure they work all shifts as part of training to fully understand how the work they do impacts others.

Value Proposition in Action: To Inspire and Empower Your Team: • Believe deeply in your company's mission and ensure your team does too. • Integrate the company's core values into daily operations. • Regularly tie trainings back to company values to nurture culture. • Make value proposition a lived experience, not just a statement. • Host annual trainings, making the team active participants. • View the company as a manifestation of the business vision. • Address team's concerns and passions for purposeful career growth. • Guide them to consistently deliver value to customers. Remember: Your value proposition is both what you offer and how you operate. Make it clear, live it daily, and ensure your team does the same.

Defining a very clear value proposition and connecting it with the purpose , is the first step that will help in building a customer centric culture ,, as a leader be very clear and specific ... Help them understand a clear "What & Why"..

Most important part is to understand what exactly is value according to your customer! The problem is we tend to add layers of service and features to our product assuming that that would enhance the value for the customer. However, very rarely we actually look at it from customers view point. As a result, we land up adding ‘value’ that the customer doesn’t want. Hence it makes sense to invest some time and effort to identify and define what the customer really considers as ‘value’. For this to happen, understand what ‘job’ does the customer wants to get done by hiring your product/service. The value has to be related to that job. Hence the focus is not the customer but the job that the customer wants to get done.

I told my team that if you got beaten in doing your job, that will make you stronger. Because a boxing world champion is not only the one who can hit hard, but also the one who can take a hard hit on the face.

Our team knows that their job is to facilitate a conversation as opposed to a presentation. As a framework, I teach my team to use a script structure of - 2 statements and a question. This way they know that their job is to always get back to the customer's perspective and gather quick feedback For example. (Two statements) Our team has found that visual diagrams can communicate far more than bulleted text or spoken descriptions of a situation. Visual representation allows our teams to work with clients to see if they see the situation differently or if our perceived orientation of a situation is correct. (Question) - Has anyone ever used a diagram to explain a situation and immediately you could understand what they were communicating?

I agree, being clear from the start, but to me this is not hard hitting. It's a process that takes time. Some quicker than others. It's building trust, connection and making people feel valued. This brings the best out in others and in turn they do the best for others and customers.

The first step is to clearly communicate the value of the organization that is the "VISION" so that it can be well understood by the employees. By this all deliverables will be tailored to the goal and within a short while the purpose of the company will be achieved.

Regardless of any industry that you’re selling in, selling value is about finding the best benefits for your customer and helping them realize those benefits through your product and/or services. Helping employees understand that they’re not selling items but they’re selling memories, conveniences, peace of mind, pride, comfort, etc, helps inspire them to seek to understand their customer at a deeper level, not just what do they want but why they want it. This is the fun part of sales in my opinion. People get bored taking transactions. Finding out what makes people tick and their motivations for the projects is exciting. When employees are excited to work, customers are excited to work with them.

Value propositions should be quantifiable if can't be quantified then they should be clearly qualified in terms of metrics. To empower the team the other two key parts also includes processes and technology tools that help in making the cycle automated and output key insights as well as measure outcomes.

This is one of the most important things to do. Infact I just completed an analysis of close to over 2000 customer feedback from the company I work for and it's so clear to me what our customers expect from us. This feedback needs to reach the sellers so that they can evolve to stay relevant.

In the car business, I take pleasure in empowering our service and parts teams since they represent the initial point of contact with our customers. I value the autonomy of our staff as it enhances their credibility with our clientele. I prefer to establish clear guidelines for allowable discounts, reducing the need for them to seek my approval for every instance. They are already aware of our monthly objectives, which enables them to proactively work towards achieving them. Each completed transaction brings them closer to reaching their goals. And when objectives are met. All team members are rewarded!

Empowering team mates begins with sharing the vision/goal. Let them know where we are headed. Then provide the knowledge and education neccessary to the associate. The confidence will fall in place with positive and constructive feedback, the team member will begin to be decisive and confident in their role and it will be conveyed through guest interaction. Empowerment is a process not a switch you just turn on. The employee has to feel safe that they are trusted in their role and decision making.

It's easy to get tunnel vision on scripts or power points/deck presentations. But in intimate business conversations, it's only a tool to bring about or surface a conversation or perspective. When ever preparing for a large pitch, we will bring many different teammates forward to understand how best to position ourselves based on what we know about a client's requirements? Do we need to highlight speed? How about our flexibility? Perhaps it's our consistency between projects/checkpoints? Without gathering perspective from those on the ground, an ivory tour/executive fly-by can do more damage than good. It's something we teach our teams to take very seriously

I love sharing feedback, but encourage the team to share this too. Understanding we all have different strengths helps to work as a collective, share ideas and suggestions. Constructive feedback is certainly a gift.

Once, after a significant product update, I insisted on having engineers join customer feedback sessions. It wasn't common practice, but the results were eye-opening. Engineers heard firsthand about customer pain points. The result? More empathetic engineering solutions that resonated strongly with user needs.

For Empowering your team's first step it is important that you trained your team thoroughly with a clear vision and goal to achieve. With high self confidence, passion to ensure success for both internal and external customers.colleborate together for reaching each and everyone's next level success and long term lending relationship.

While working on a software improvement project, I initiated monthly reviews where engineers could directly hear customer feedback. The experience was transformative. Engineers began to understand the "why" behind their tasks, leading to naturally improved solutions that thrilled customers.

Empower your team to take decisions , don't get them trapped in mails , approvals etc ...let them take the ownership and responsibility to ensure ability to serve , solve and delight customers

My number 1 tool for building leaders is when a direct report brings an issue or problem, to respond with, "What do you think we should do?" It's a crazy Jedi mind trick where immediately the teammate stops and has to think. It's an amazing moment to watch someone go from being a messenger to a problem solver. Then, they usually come up with an acceptable solution and now instead of taking orders, they own and implement their own ideas and take responsibility for the solution end to end. On top of that, it can help leaders avoid decision fatigue and allows teammates to begin to step up and own their scope and domain.

First, you may need to push some people out of their comfort-zone. Let them know that if they make a mistake it'll be fine and can be resolved. It's also worth noting that your team member may do things differently than you. Let them - even encourage them. I've often told team members that they can do X how ever they want. If they seem unsure I'll explain how I would do it but ultimately urge them to execute their plan to their thought process (after all, I dont have the best way to do everything). Dont forget to follow up and recap with them to get their view of how it went. Ultimately though delegating not only benefits you, but also the employee. Give them a way to stand out and prepare themselves to move up within the organization.

With great foundations you can certainly build autonomy. It's one of my teams biggest strengths. But it's important to be clear and transparent to everyone in what you're looking for so everyone has opportunities. In the past I would delegate to certain people, unconsciously alienating others. Now we get volunteers, it's normally the same people, but the response is better and everyone feels included

When delegating, I suggest establishing the communication/reporting protocols for the process/responsibility, for example having managers send weekly reports that show how well each of their assigned areas are doing. 1:1 meetings or such may be necessary in order to teach and support with newly delegated responsiblities, however, be cautious to avoid micromanagement that would send a message of distrust and undermine the purpose of delegating. If micromanagement is frequently required and the situation does not improve, then the original delegation assignment may not be working, and you should be open to revisiting and optimizing delegated assignments.

Delegating authority and responsibility also builds their confidence and leadership skills to be empowered to move on to more growth!

In one project, I recognized a team member showing great initiative and offered them the responsibility to lead a critical process. Not only did they exceed expectations, but they also exhibited capabilities we hadn't seen before. Delegating isn't relinquishing control; it's an investment in your team's growth.

I recognized a high-performing engineer with a knack for problem-solving. I tasked them with overseeing a sub-project, complete with budget and timeline responsibilities. Not only did the engineer thrive, but the team also reached unprecedented efficiency levels. The key takeaway? Empower your team, and they'll exceed expectations.

First off, TRUST your team - let them make decisions without breathing down their necks. Make sure everyone knows their job and what they're responsible for. Remember: no one likes confusion. Don't be coy about providing the necessary tools and training needed to get the job done and check in with them regularly to share your vision. What are your expectations? Be honest. Always encourage your team to speak up... you might learn a thing or two from them. And never forget to give credit where it's due. When they do great things, make sure everyone knows about it.

I'd add in that rewarding and recognizing it's great. Some people need it more than others, some may not want it much (but they still enjoy it from time to time). Dont forget that motivation isn't always about praise or positivity. At times you need to be firm and hold people accountable for their actions to whatever degree is required. Letting poor behavior or performance not be addressed is also diminishing for those who are trying and doing the right thing. You dont have to make corrective actions public, but they need to be addressed or it can undo all your kind words and rewards just the same.

We use a type of gratitude wall. Encouraging everyone to share and it's visual. Everyone has their feedback there for customers and colleagues alike. It has a great impact in those reading ut as well as writing it. I've seen a positive impact on mental health with it too.

After a successful quarter, instead of a generic congratulatory email, I organized a recognition event showcasing each team member's contributions with specific examples. The level of engagement after the event skyrocketed. Recognition fuels motivation more than many realize.

After a milestone achievement, rather than traditional monetary rewards, I opted for personalized tokens of appreciation. I gave each member a book aligned with their career interests. This personal touch skyrocketed team morale and further nurtured our culture of learning.

Mistakes - silly to say but encourage them! One of the best ways to learn is by mistakes. Build your teams confidence in being able to make a mistake and be open about it. It can probably be fixed and does not need consequences. Unless there is a safety issue or policy states such, let it go and let it be a lesson learned. I've watched employee's do something that I knew was going to be wrong but let them do it anyways as they'll learn so much more by doing vs me telling them. I dont have a problem with mistakes as long as it does not happen over and over again (because then we have a different problem).

As an example in practice, the airline industry will be more lenient to those who self-report their mistakes; this allows the airline to be aware of problems and learn from them before disasters occur (we hope). When disasters do occur, they must be investigated and learned from. In the I.T. world, this is often done by way of retrospectives, where lessons learned & opportunities for improvement are tracked, and then communicated with the team. It is critical that retrospectives not be turned into personalized blame sessions, which would inevitably offend and cut off communication that is essential to learning and innovation. Therefore, any discipline for egregious actions should be handled separately, as per company policy.

The most powerful tool I have employed to build teams that achieve the amazing: Asking the question, "What do you think?" When asked, with genuine interest, it helps people realize they are essential, their thinking matters and the company cannot achieve greatness without their contributions. It encourages people to form their own opinions. It orients your team toward collective responsibility for your success. It builds their belief that you’re in this together. It raises the confidence of the team and gets the ball rolling. Additionally, this question unearths ideas or approaches that might have never been heard or discovered otherwise. It allows your entire organization to feel empowered to overcome challenges and innovate.

On a complex project, we encountered a roadblock that traditional methods couldn't solve. I encouraged the team to brainstorm creative approaches. We implemented a solution that became a best practice for future projects. Sometimes, innovation springs from adversity.

Cross functional collaboration has to be driven top down to make it more effective. It is equally important to understand the key business requirements and then prioritize it accordingly from a cross functional lense with a common objective of revenue increase, cost saving , process optimization or operational efficiency. Making this process like a recurring cadence gives good transparency across functions.Something that I have tried and tested.

I can't stress how important this is to me. I've worked with departments who had blinders on and only focused on what impacted them. Nothing else mattered. I take pride in learning various roles/functions so I can better understand how it all ties in to make more sound decisions for the company, ensure my team is educated so that they understand why things happen certain ways, the list goes on. Ultimately bridging the gap and bringing in transparency creates awareness and cohesion that is truly refreshing. Also, please dont be the gate keeper when your team can't talk to other departments without you knowing or visa versa. It ties back to the 3rd step, empower and encourage. They'll keep you in the loop and your team will become stronger.

To effectively collaborate, teams must be trained or modeled how to think like the other teams. How does empathy across departments show up? What's most important to that team's metrics? How do those targets align or contrast with your own? If you don't know what the customer's targets and goals are or what your accounting or compliance or governance teams are accountable for, there's no way to know where you fit into their world. So find out! Ask what targets or metrics matter most and how your work helps them achieve their goals

In cases where there is a lot of proprietary knowledge - It is good to have a knowledge base or central repository which is maintained and shares the latest information about company products and processes for internal consumption. This can literally enable teams to be "on the same page", which may not happen with word of mouth or ad-hoc training and communications.

I initiated cross-functional meetings with marketing and finance departments to streamline our delivery process. The collaboration broke down silos, creating a holistic understanding of our value chain. Unexpectedly, this led to joint ventures on cost-saving, hitting multiple objectives at once.

Empowering your team to deliver value to customers begins with clear communication of the organization's mission and customer-centric goals. Encourage autonomy and decision-making within defined parameters, allowing team members to take ownership of their work. Foster a culture of continuous learning and provide training and resources to enhance skills. Create an environment where feedback is valued, and innovation is encouraged. Recognize and reward achievements that align with delivering customer value. Finally, lead by example, demonstrating a commitment to customer satisfaction and service excellence. Empowered teams are more motivated, creative, and capable of consistently delivering exceptional value to customers.

One big one not listed here is lead by example. I will not ask my team to do anything I am not willing to do. This could be from creating an SOW, to reviewing legal documents, to even cleaning the bathroom. I've "scolded" team members for doing work on their time off or PTO. In true spirit, when they catch me doing the same thing they happily scold me back! Be familiar with their tasks and prepared to help as needed. It's tough when you ask a manager for help but they are clueless as to how to support you. Your team will follow your lead if you set the standard and back it up just the same.

Empowering a team isn't a one-time action but an ongoing practice. Incorporate empowerment in your daily interactions and long-term strategies. In an ever-evolving landscape, the ability to adapt, learn, and improve is the most powerful skill set a team can have.