Training Teams for Better Customer Service

One of my biggest frustrations as a customer service trainer was getting managers to take ownership. Most took a "fix my people" approach. They'd ask me to facilitate a workshop and hope it would instantly lead to improved service. It rarely did. Top managers took a different approach. They... 1. Set clear expectations with their team 2. Attended the training themselves 3. Reinforced the new skills after the training. Those managers had the highest performing customer service teams. How could I convince other managers to do the same thing? One small change made a huge difference. I began meeting with managers before any training to create an action plan. The action plan had three parts: Part 1: What do participants need to do? ↳ I ask the manager to share their expectations. Specifically, what do they want participants to do before, during, and after the training? Part 2: How will the manager support this? ↳ Next, I ask the manager to describe how they will support their participants at each stage. Almost everyone comes up with solid, realistic ideas. Part 3: What do you need from me? ↳ Finally, I ask the manager what support they need from me to make it happen. The results were immediate. Most managers began taking a far more active role in developing their teams. Completing the plan is easy. It takes <1 hour to build an action plan like the sample below. Grab your worksheet here --> https://bit.ly/4jGQ6jJ

7 Ways to Upskill Your People: Tell me, and I forget. Show me, and I remember. Involve me, and I understand. In today’s fast-changing world, upskilling isn’t optional—it’s essential. Great leaders focus on developing their team’s skills for the long term. Here are 7 ways to foster continuous learning and upskilling: 1. 𝗖𝗿𝗲𝗮𝘁𝗲 𝗔 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 → Encourage curiosity and lifelong learning. → Make learning part of your team’s daily routine. 2. 𝗢𝗳𝗳𝗲𝗿 𝗧𝗮𝗶𝗹𝗼𝗿𝗲𝗱 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 𝗣𝗹𝗮𝗻𝘀 → Identify skill gaps and align training with individual goals. → Personalization boosts engagement and results. 3. 𝗘𝗺𝗯𝗿𝗮𝗰𝗲 𝗔𝗜 𝗮𝗻𝗱 𝗠𝗶𝗰𝗿𝗼𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴 → Use AI-learning platforms like Shiken AI. → Use AI roleplay, quiz generation to upskill your people. 4. 𝗟𝗲𝘁 𝗘𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 𝗧𝗮𝗸𝗲 𝗖𝗵𝗮𝗿𝗴𝗲 → Give them autonomy to choose learning paths. → Ownership fosters accountability and motivation. 5. 𝗖𝗼𝗻𝗻𝗲𝗰𝘁 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝘁𝗼 𝗖𝗮𝗿𝗲𝗲𝗿 𝗚𝗿𝗼𝘄𝘁𝗵 → Show how new skills lead to promotions and opportunities. → People are more likely to invest in learning when they see the payoff. 6. 𝗣𝗿𝗼𝗺𝗼𝘁𝗲 𝗢𝗻-𝘁𝗵𝗲-𝗝𝗼𝗯 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 → 80% of learning happens through hands-on experience. → Pair employees with mentors or rotate roles to expand their skill sets. 7. 𝗜𝗻𝗰𝗲𝗻𝘁𝗶𝘃𝗶𝘇𝗲 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 → Recognize and reward efforts to gain new skills. → Use certifications, bonuses, or public acknowledgment to keep learners motivated. Upskilling isn’t just about staying relevant It’s about empowering your people to thrive. What’s your team doing to stay ahead of the curve? Let me know in the comments below 👇 --- ♻️ Find this helpful? Repost for your network. ➕ Follow Dr Alexander Young for daily insights on productivity, leadership, and AI.

Some of my hardest lessons as a sales leader came when figuring out how to setup and run training (learn from my mistakes!) Me as a new leader: "Great we have 10 topics we want to cover... let's do 1 a week. 2.5 months later we will have covered SO much ground!" 🙃 Training was more of a "box checking" exercise. Someone shared feedback on what they wanted to learn, and it got added to the list Having one 30 or 60 minute training on any topic is never sufficient, and I did the team a disservice So what was missing? And what did I seek to add later? 👉 Focus Instead of 10 topics, we might go into a quarter with 1-2 priority focus areas. The deeper engagement on a narrower topic is not unlike narrowing your focus on a smaller set of ICP accounts This creates room for practice, follow up sessions, different voices delivering the material, and ultimately makes the content stickier 👉 Engagement from other departments Where applicable, involvement from other departments can add incredible value to your training program. For instance, when you are training on a new product category, it is valuable to: - Hear firsthand from Product how it's built - Align your training timeline with Product Marketing so that materials are ready to go as the training commences - Work with Marketing so that messaging aligns to how you can sell it and everyone has the same talking points from day 1 - Work with Rev Ops to identify a market opportunity to apply your learnings - Have Sales Enablement help prepare uses cases in your sales tech stack 👉 A system to encourage accountability Once the trainings are delivered, how do you know that the sales team was paying attention? That can take many forms: - Group activity like pitch practice - Measuring adoption through tools like Gong - Contest/SPIF to encourage initial matching sales activity - Knowledge tests in your LMS (my least favorite) 👉 Repetition There's a reason Sesame Street used to repeat episodes during the week - once wasn't enough to get the message home! While your sales team isn't full of 3 year olds, similar principles apply Bottom line: instead of thinking about any topic as a single "training", think about creating "training programs" for your team 🎓 Tying it all together for a training on "New Product A" Week 1: Product & Product Marketing introduce the new offering Week 2: Outside expert/marketing/leadership deliver the industry POV Week 3: Team gets together to identify prospects and practice the pitch Week 4: Team provides feedback on material and prospecting plans are built incorporating the training Weeks 5-8: Measuring adoption through Gong. Shouting out strong adoption and privately helping laggards identify gaps in understanding Week 6: Short contest to encourage cross/up-sell opportunity creation Week 12: Revisit/Feedback #SalesEnablement #SalesTraining #LeadershipLessons #CorrCompetencies

Have you ever been caught in a customer service situation where you didn't have all the answers? It's a common challenge that can quickly escalate if not handled properly. But what if I told you there's a simple method that can help you navigate these tricky waters with confidence? Enter the 3W method. It's a powerful framework I've developed to help customer service professionals communicate effectively when they're facing uncertain situations. Here's how it works: What we know: Share the facts you have at hand. What we've done: Explain the actions taken so far. What's next: Outline the upcoming steps. This method isn't just theory - I've seen it in action, and it's impressive. Let me share a personal story that perfectly illustrates its effectiveness. My family and I were in Austin, Texas, when we discovered our rental car had been damaged while parked with valet. Tensions were high, and my husband was understandably upset. But the young valet who handled the situation used the 3W method flawlessly, even if he wasn't aware of it. He calmly explained what they knew about the incident, what actions they had already taken, and what steps we needed to take next. The result? A potentially explosive situation was defused, and we had a clear path forward. The beauty of the 3W method is its simplicity and versatility. Whether you're dealing with a damaged car or a delayed shipment, this framework helps you: -Provide clarity in uncertain situations -Show customers you're taking their concerns seriously -Guide the conversation towards productive next steps By using this method, you're not just solving problems - you're building trust and demonstrating professionalism, even when you don't have all the answers. Remember, de-escalation isn't about making an angry customer happy instantly. It's about lowering the temperature, regaining control of the conversation, and moving towards a resolution. The 3W method is your secret weapon for achieving this. Would you be interested in more de-escalation tactics for customer service?

A few years ago I was asked by a customer to add something to my training seminar. They wanted me to educate their team on how to have difficult conversations, such as product recalls, delayed shipments etc. Ever since then, it has become a topic I cover often, and I think it's because there is a tendency to want to AVOID difficult conversations so it can be a big gap in a sales rep's skill set. Often what I see is that the sales rep will ask the manager to come in and be the bearer of the bad news, so it doesn't damage their relationship with the customer. The truth is, this doesn't work as well as they think it does. Why? Because whoever is closest to the customer is who they like best. Plus, by the time you schedule a meeting with the manager, time has passed and that's always problematic to let too much time pass. I did a bunch of research and talked to many customers and sales reps about this, and came up with a list of top recommendations for difficult conversations: 👉 Don’t Procrastinate – The Sooner the Better 👉DISARM THEM with something like: 👉 Let’s figure this out (together) 👉 Here are a few options for us 👉 I want to provide some context (use this only with your coach to help them understand what happened, not to place blame, and then NEVER blame the customer in a public setting) 👉 Bring facts, not blame, not emotion   👉 Don’t over-apologize. Do it once, in a genuine way, and be done 👉 Ask Questions- Allow Discussion 👉 Never interrupt If you can follow these recommendations, your difficult conversations will go much better, especially if they're delivered by YOU, the local sales rep. What are your tips on having difficult conversations? #sales #salestraining #marketing

Ever had a customer say, “Can you just do it for me?” It’s frustrating — and exhausting. I use 3 easy steps to create immediate customer accountability. As a CSM, you want to be helpful. But when you’re stuck doing both sides of the work, it’s a fast path to burnout… and worse, it teaches the customer that ownership isn’t required for results. Here’s the mindset shift that’s helped me reset that dynamic: 𝘗𝘢𝘳𝘵𝘯𝘦𝘳𝘴𝘩𝘪𝘱 > 𝘥𝘦𝘱𝘦𝘯𝘥𝘦𝘯𝘤𝘺 If your customer wants results, they have to participate. And it’s our job to make that clear — not just with words, but with structure. Here’s how I’ve done it: 𝟭. 𝗖𝗿𝗲𝗮𝘁𝗲 𝗮 𝘀𝗶𝗺𝗽𝗹𝗲 𝘃𝗶𝘀𝘂𝗮𝗹 Use a one-slide visual that clearly shows:  • Customer Tasks (left column)  • CSM Tasks (right column) It’s amazing how quickly ambiguity disappears when everyone sees what they’re responsible for. 𝟮. 𝗔𝘀𝘀𝗶𝗴𝗻 𝗼𝘄𝗻𝗲𝗿𝘀𝗵𝗶𝗽 𝗼𝘂𝘁 𝗹𝗼𝘂𝗱 Start with what you should own, say: “I’ll own Task A and B. Who on your team will own Task C and D?” This isn’t just project management — it’s accountability. When they name the owner, they’re more likely to follow through. 𝟯. 𝗧𝗲𝗮𝗰𝗵 𝘁𝗶𝗺𝗶𝗻𝗴 𝗮𝗻𝗱 𝘂𝗿𝗴𝗲𝗻𝗰𝘆 Reinforce them the timeline: “To go live by [date], Task C needs to be completed by [date].” Deadlines create clarity. And clarity creates action. When you do this well, the customer sees you as a partner in their success — not just a free resource to tap when things go sideways. You're not just solving a task. You're teaching them how to own the outcome. #customersuccess

When your CSM freezes on a tough call, do you blame them? I’ve heard many Customer Success leaders hesitate to use role-playing. Some feel it comes across as awkward. Others believe their teams will learn through exposure to real calls over time. But here’s the truth: observing a tough conversation is very different from being the one responsible for navigating it. Especially when a renewal is at stake or a customer clearly feels frustrated. Most teams struggle less with understanding the product and more with staying composed when a customer pushes back, questions the value, or speaks in a way that throws the team off balance. In those moments, confidence does not appear on its own. It comes from preparation. That’s why we practice regularly. It begins in onboarding and continues as part of our rhythm. We walk through real scenarios that actually show up in the day-to-day. We focus on tone, pacing, phrasing, and staying grounded when conversations get uncomfortable. When a high-pressure call comes up, I join. I stay present without taking over. If the dynamic shifts and the customer starts to dominate, I step in briefly to help reset the tone and bring the focus back to a shared direction. Then I hand the conversation back to my rep. The goal is to build capability, not dependency. After the call, we reflect together. We talk through what worked and where we can fine-tune the approach. That space, where someone can try, miss, and improve, is where real learning happens. If your team struggles when conversations get tough, ask yourself whether they’ve been given the space and structure to train for those moments or if they’ve been left to figure it out while under pressure.

Healthcare teams work in environments where every decision matters and uncertainty is constant. The most effective teams have figured out how to create spaces where people feel safe to speak up, ask questions, and acknowledge what they don't know. Start with Curiosity Strong teams approach problems with genuine curiosity. When something goes wrong, the question becomes "What can we learn?" rather than "Who's responsible?" This shift in language creates permission for honest reflection. Make Learning Visible Leaders who share their own learning moments - the cases that challenged them, the decisions they'd make differently, the questions they're still exploring - show that growth is ongoing for everyone. Vulnerability from leadership creates safety for the entire team. Protect the Voice of Doubt In high-pressure situations, the person who asks "Wait, are we sure about this?" might be saving lives. Teams that value these moments of pause create space for crucial safety checks. Design for Multiple Perspectives Pre-shift huddles, post-case debriefs, and regular check-ins ensure that insights from all team members can surface naturally. Every role brings unique observations. Respond to Mistakes with Systems Thinking When errors occur, psychologically safe teams examine the conditions that contributed rather than focusing solely on individual actions. This prevents future mistakes while maintaining trust. Teams that feel safe to voice concerns, ask questions, and share uncertainties discover innovations and improvements that more guarded teams miss entirely.

We spend months interviewing to find the “perfect” CSM… and then set them up to fail. Here’s the reality I see too often: ❗ New hires are thrown customers after 1–2 weeks. ❗ Product training is rushed or nonexistent. ❗ SOPs are thin, outdated, or missing. ❗ Leaders don’t invest the time to set expectations or coach. ❗ And then KPIs are handed down that even seasoned CSMs struggle to hit. The issue isn’t the talent, it’s the lack of enablement. But here’s the good news: you don’t need a dedicated L&D team or endless resources to onboard well. You need intention. A simple enablement plan for new CSMs (even with limited resources): 1️⃣ Onboarding Buddy - Pair new hires with an experienced CSM for shadowing, Q&A, and feedback. 2️⃣ 30-60-90 Plan - Outline clear goals and expectations for their first 3 months. (Focus on learning before doing.) 3️⃣ Product Deep Dives - Host weekly “lunch and learns” where Product, CS, or Support walks through one feature in detail. Have them shadow customer onboarding or watch recordings. 4️⃣ Playbook Starter Pack - Even if you don’t have full SOPs, document 3–5 repeatable workflows (renewals, QBR prep, escalation handling). 5️⃣ Mock Meetings – Run practice customer calls internally before they ever face a real customer. 6️⃣ Leader Time - Block weekly 1:1s focused not just on performance but on coaching, context, and confidence-building. These aren’t heavy lifts, they’re discipline and focus. If you want your CSMs to succeed (and your customers to stay), stop spending all your energy on hiring the “perfect” candidate and start spending more on enabling them once they walk through the door.