What do you do if your executives in customer support are making common mistakes?

In my personal experience, I've made many common mistakes in my early days without realizing it. If my manager hadn't acknowledged those mistakes and guided me like a mentor, I wouldn't have learned and grown. Now, when I see executives making mistakes, I believe in a constructive approach. Rather than blaming or pointing fingers, it's important to support and motivate them towards improvement. Acknowledging errors in a respectful way can lead to positive growth and development.

Affirm to the executive that, '..it is your obligation to avoid these lapses in judgement..now own up to it, admit that you made a mistake..' As far as fallout, 'Now we have to recoil or alter (this and that) plan'. Explain and remind the propagated impact on the board members, equity holders, other stakeholders. theMake it clear that 'we can't have this/these error(s) repeated. Ask why the errors occurred . To move forward, the noted commin errors require additional consultation from all levels of staff for making a solid decision packet.

If executives in customer support are making common mistakes, you can: 1. **Talk About It:** Have an open conversation about the issues. 2. **Offer Help:** Provide support and resources for improvement. 3. **Set an Example:** Lead by example in your own interactions. 4. **Monitor Progress:** Keep an eye on improvements and offer feedback. It's all about working together to make things better!

For those of you reading: This written item is excellent for reflecting and reviewing current concepts to put into practice. Awesome

If executives in customer support are making common mistakes, it's essential to address the issue promptly and constructively. Provide specific feedback in a respectful manner, highlighting the areas of improvement needed. Offer additional training, coaching, or resources to help them overcome these challenges. Encourage open communication and create a supportive environment where executives feel comfortable discussing their concerns and seeking assistance. By addressing common mistakes proactively and offering support, you can help executives enhance their performance and contribute to overall customer satisfaction and success.

Managers that create anxiety in their employees create fears and can cause productivity to drop or employees to lose focus because they know they are under a microscope. A good leader helps build their employees up not take away their confidence and esteem. If an employee has experience and understands that performing with the intentions on customer satisfaction let their voices be heard.

Dialog is essential to know what they're intending and what's their destination planned. A lucid picture must be presented, and with salient plans. Vague or murky is more than just a potential liability minefield. Plentitude of ambiguity comes with the executives' territory, but trust is paramount !

Remedial training may be best in the beginning of their tutelage. Issue a seminar in Management Development or their other variety of lacking ability. This may be a solution if you pinpoint their actual skill deficiency. Remind, even be somewhat empathetic, that the Executive function, with attendant stature, has much ambiguity with latitude from summarial assumptions. Determine if improvement occurs in overall better rounded decisions, enhanced procedures, employee and stakeholders' perceptions.

The executives along with the board of directors, share equity holders, bond holders and other stakeholders enforce and clearly maintain the overall mission. Management by customer support objectives is the primary exhortation. That the executive summarily bundle, tether or otherwise comingle series of goals and tasks should be an incremental work in process. Optimal, proven financial accounting cost effectiveness and smooth product or service delivery to customers mandatorily needs is the outcome the executive seeks. The exec drafted, adopted and implemented operational standards are essential to smooth day-in-day-out operations. Change is derived from changes in: the competitive environment, laws and regulations, and outsource issues.

Determine whether a level of misfeasance, or more serious malfeasance occurred. Always reinforce and exhort to the executive that they put the full force and effect, of every action, in writing. Let them rely and base decisions drawn from others previous documentation. If numerous mistakes are being made, they may need an audit to determine where they erroneously went wrong. Depending upon what variates you require the auditors to extract, with resultant findings, and final report issuance, use an impartial outsource. In house checking may be biased or otherwise political - too close for comfort.

Need to draw the line: Is there an organizational connectivity issue with the executive interfacing with staff in ongoing operations framework or are the foibles the executives' personal shortcomings ? If observations - often involuntarily solicited - from other staff or the customer base, are close to parity, determine if training will rectify the execs' inadequacy. Remind the executive to reach out for help, of the variety, '...just ask.'

Over the years in the corporate world have seen a collection of division management, a half-dozen or so executives scream at regular staff. Some look down their nose in an peculiarly supercilious fashion. Others give vague answers that don't even emulate those of a jaded politician. There are those who have issued repeated apologies with no solid solution. Some were unsure of themselves - gutless - with no ostensible courage of their convictions. Don't be allowing any of the above poorest examples of top brass. It's a loser for the customer base, along with the employees at all levels. This includes the budgeting, the equity- and stake- holders perceptions, and could be the public image at-large. Today, anti-harrasment statutes are there !