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Communication Climate Study page 6 i <br /> City of Mounds View <br /> on several projects, if trust is to be restored. In this situation, visible results and concerned <br /> behaviors over time will restore trust, but it will be a time consuming process. <br /> 7. Customer Focus. A customer service program needs to be developed based initially on <br /> major, recurring complaints raised by external customers. This should entail internal <br /> surveys of employees, charting frequency and type of complaint, and writing a customer <br /> service program. Further, this program should also accent the value of effective internal <br /> customer service by using the same criteria used in determining external complaints, but <br /> applying them internally. Questions needing to be asked concerning internal customers are: <br /> 0 Would you criticize an employee when a customer is present? <br /> $ Should you treat an employee in another department as if he or she were your <br /> customer? <br /> 0 Have you withheld valuable information from a fellow employee, but given it freely <br /> to an external customer? <br /> 0 Do you deal with customers more openly and honestly than you do your employees? <br /> Manager? <br /> Training <br /> • <br /> The initial proposal submitted by the consultant focused on employee development through <br /> training. The consultant believes that the training would best be done with the Department Heads, <br /> City Administrator, and administrative staff responsible for decision making and setting policy and <br /> procedure. Two options are suggested for training,they are: <br /> 0 First, a format of two full days of training offered on different days. This full-day session <br /> would address Communication Styles and Conflict Management. It would use instruments on <br /> personal profiling to assess the management styles of the Administrative Team, particularly <br /> how they delegate, manage time, deal with people,make decisions, and communicate. <br /> Further, these approaches to managing conflicts would be surveyed, analyzed, and discussed. <br /> The focus here would be how to openly deal with conflict as a dangerous opportunity with <br /> potential for positive outcomes. This one-day session could be divided into two four-hour <br /> sessions as an alternative format. The consultant would argue for the one-day plan to offer a <br /> longer session for personal contact. <br /> 0 Second, another full-day training session on Leadership and Teambuilding. This session <br /> would complement the session on styles and management by building on how we use <br /> techniques to identify leading and following patterns in team situations. Simulations would be <br /> used to reenact leadership meetings. <br /> The rationale behind the switch in emphasis from employee to administrator in training is to <br /> provide management application to leaders who can eventually model it to employees. <br /> • <br />