People enter service roles because they want to make a difference. They listen, reassure, problem-solve and calm emotion every day and over time, that same ability to care, the thing that makes them exceptional, may start to cost them. The very empathy that powers excellent service can, if left unmanaged, lead to exhaustion, detachment or burnout. Consider this as an empathy paradox: the more people care, the more they absorb, and in high-demand service environments that emotional load can quietly accumulate, possibly affecting energy, confidence or compassion itself. 

Empathy can grow when nurtured 

Empathy can be a renewable resource when carefully managed. Every challenging call, complaint or customer crisis draws from it. Without deliberate replenishment, people may instinctively protect themselves by switching off or becoming desensitised. That’s when service tone can change. Conversations may become shorter, and the warmth can fade. In other words, what we at MGI refer to as the vital People / Technical balance (requiring competence on both people and technical skills) can shift and customers feel an ‘out of balance’ experience. They may feel processed and more of a number than a person. 

The most resilient service givers develop the ability to stay calm, compassionate and confident under pressure without losing authenticity or compromising their wellbeing. This is an essential skill organisations can focus on to support their service team members.  

What sustainable empathy looks like in practice 

Across sectors such as housing, financial services, utilities and healthcare, we’ve seen the same pattern. Organisations that successfully help their people to care safely tend to share these characteristics: 

1. They recognise levels of stress and the triggers that increase stress 

Service professionals are helped to spot their own stress signals and emotional triggers early. This awareness allows them to pause, breathe and reset, using appropriate self-management actions to maintain service quality and wellbeing. 

2. They build recovery into the day 
   Micro-breaks, reflective huddles and quick debriefs after tough interactions provide small, vital moments for emotional recovery.  

3. They develop cognitive empathy rather than emotional over-immersion 
   True empathy is about appreciating the effect a situation is having on the customer and moving quickly to a constructive response – not absorbing or feeling everything the customer feels. That crucial distinction keeps empathy clear, professional and effective. 

4. Their managers recognise emotional impact 
   When leaders say, “I’m checking in to see how you are because that sounded a challenging call,” they give permission for honesty. Noticing how a call might have felt shows that caring for colleagues is “how we do things here.” 

5. They recognise strength in knowing when to ask for help 
   Taking time out, seeking support or handing over to a colleague when necessary is seen as a positive, solution-focused step in the customer journey. 

When organisations adopt this leadership approach, they build the foundations for sustaining their service teams’ wellbeing and their ability to empathise appropriately with customers. Sustainable empathy becomes a powerful organisational capability. 

Sustaining empathy 

To strengthen these characteristics, organisations can invest in: 

Training that supports wellbeing 
Equip people with tools and techniques that build self-awareness of stress levels and emotional responses, alongside practical self-management strategies. 

Training in the skills to show appropriate empathy 
Provide specific communication strategies that demonstrate empathy without becoming overly involved in a customer’s emotions or situation. 

Manager-as-coach development 
Enable managers and team leaders to support emotional health, recognise early signs of fatigue and lead learning from experience, sharing insight and good practice from challenging service situations. 

Appropriate performance frameworks 
Reward the quality of the customer experience, including appropriate empathy, rather than over-focusing on speed or volume. Recognise when service professionals apply the tools from their training effectively. 

Keeping the heart in the job 

Customer service, at its core, is an act of humanity. People remember how they were treated: the kindness in a tone of voice, the patience in an explanation, the moment they felt seen and heard. These moments of sincerity build trust and loyalty. 

To stay strong and robust, emotional connection needs structure, renewal and leadership protection. When organisations treat empathy as a renewable capability, one that can be taught, coached and embedded, they create cultures that are both kind and high performing. 

The future of great service is built on organisations where people can care with strength, listen with confidence and connect with others while staying true to themselves. Leaders who invest in this capability reduce burnout, protect wellbeing and build emotionally resilient teams who deliver engaged, empathetic service. 

Imagine empathy as a capacity we grow, fuelling people to thrive as they care for others. 

Get in touch to find out how MGI’s Mindset, Language & Actions Toolkit equips customer service teams with the skills and confidence to demonstrate and sustain empathy and emotional intelligence in their everyday roles. 

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So, how seriously are leaders and managers taking the embedding process in your organisation? 

Let’s explore a proven four-step framework that helps managers embed customer service training in a way that brings about consistent cultural change and long-term team performance improvement to see if there are any gaps. 

1. Learn the skills and use them: Build the foundation first 

The first step is for managers to fully absorb the learning, so they feel confident explaining and demonstrating the tools and skills to others. By investing in their own understanding first, they are better equipped to help their teams apply the learning effectively. 

A key early goal is for managers to develop a deeper understanding than their teams, enabling them to coach, guide, and support embedding activities. When leaders actively show their capability – particularly in customer service skills – it sends a powerful message, motivating teams to engage as well. 

One common pitfall is when frontline teams disengage because they do not see their managers or senior leaders modelling the skills being taught. This is easily avoided when leaders adopt the communication style they want their teams to use, drawing directly from the content of high-quality customer service training programmes. 

2. Live the use: Apply the skills daily 

To embed the skills deeply, they need to become part of everyday routine throughout the entire team. Managers should lead the way by using the tools daily and encouraging their teams to do the same. 

Embedding starts with consistent, practical use. Everyday interactions, meetings and routines are the ideal place to integrate new behaviours. Support this with micro-learning, bite-sized refreshers and accessible tools – from quick-reference guides to group practice sessions – to bring the learning to life. 

Try introducing: 

• Daily reminders of key tools and techniques 

• Team check-ins to share experiences 

• Reflection questions to evaluate how the tools are being used 

Celebrating early successes is also key to living the training. Positive reinforcement shows the tools are valued, driving motivation and buy-in across the team. 

3. Link to results: Connect the training to meaningful outcomes 

Learning is also about feeling inspired and motivated. Understanding the “why” behind the training helps managers recognise its value to team success and the customer experience. 

Embedding becomes truly powerful when new skills are connected to the team’s work. This step is about integrating the training into everyday systems, language and ways of working. Could everyone trained be able to explain the value of using the tools in helping them positively manage whatever comes their way at work, build strong relationships and deliver excellent service? 

Think about how performance expectations, objectives, customer outcomes and recognition can be aligned to the behaviours and skills introduced in training. The more your people see the training reflected in the structure of their work, the more naturally it becomes a way of life. 

It’s helpful to: 

• Include key skills in one-to-one conversations and feedback sessions 

• Use the training language in performance reviews and appraisals 

• Link training outcomes to customer feedback and business metrics 

When teams understand how their behaviour contributes to the bigger picture, they’re more likely to say committed. 

4. Lead with action: Be the role model 

The most powerful embedding action managers can take is to lead by example. Managers who consistently demonstrate the tools and behaviours in everything they do, show teams the real-life value of using them, every day.  

One common pitfall is when frontline teams disengage because they do not see their managers or senior leaders modelling the skills being taught. This is easily avoided when leaders adopt the communication style they want their teams to use, drawing directly from the content of high-quality customer service training programmes. 

Managers should be able to describe how they personally apply the learning, how it shapes their leadership and how they’re helping their team do the same. 

To lead it well: 

• Share their own learning journey 

• Ask reflective questions to check team progress 

• Provide ongoing encouragement and praise 

Consistent use of the skills and commitment are the strongest reinforcements of the training’s value. 

Embedding for the long-term 

Embedding is a continuous cycle of reinforcement, reflection and refinement. Influence from managers can transform a training programme from a one-off event into a springboard for lasting excellence in customer service and team culture. 

Your managers play a critical role in this journey. The question is: are they truly embedding the learning? Are they learning it, living it, linking it and leading it, every day? Because when they do, they create a culture where new skills are embraced, shared and celebrated as part of everyday work. 

How MGI Learning supports lasting change 

At MGI Learning, we know that truly effective customer service training goes beyond a successful event. Our expertise lies in helping organisations embed new behaviours so deeply that they become a natural part of everyday mindset, language and action. With our Mindset, Language & Actions Toolkit and our comprehensive approach to embedding – including discovery, tailoring and comprehensive learning journeys – we ensure organisations experience meaningful culture change, consistent performance and measurable business impact. 

Want to ensure your training sticks? 

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Deliver skills-based, practical customer service training 

Truly effective customer service training provides people with practical, real-life skills they can apply confidently in everyday interactions. Teams learn how to manage challenging conversations, clarify misunderstandings and respond with confidence and care in any service situation. 

Teams and individuals who are trained in these essential ‘how-to’ people skills alongside their technical knowledge feel empowered to take ownership, offer solutions and maintain positive customer relationships. The result is improved customer satisfaction, stronger trust and measurable advances in service metrics – including NPS, complaint resolution rates and operational efficiency. 

Empathy as a core service skill 

Empathy is key to delivering service that builds trust and supports long-term customer loyalty. Training that helps people express sincere, relevant empathy enables them to connect meaningfully with customers, especially in challenging situations such as when they have to say ‘no’ or give disappointing news. Acknowledging the customer’s experience and moving swiftly to solution-focused action sets the tone for constructive, respectful conversations. 

Focus conversations on what can be done 

Training should encourage teams to frame conversations around what is possible, the way forward and solutions before stating limitations. When people learn to lead with what can be done, they demonstrate a proactive, empowered mindset that reassures customers and builds goodwill. 

Customer service training that reinforces solution-focused thinking and language helps teams offer practical alternatives and clear next steps. This commitment to finding a way forward is a powerful driver of positive service metrics and supports higher NPS and retention scores. 

Build active listening and responsiveness to feedback 

Exceptional customer service starts with the ability to listen carefully to what is being shared by a customer. Training that develops attentive listening, using clarifying questions and summarisation skills ensures customers feel heard and understood. This ensures outcomes are achieved with a clear understanding of a customer’s needs, improves customer satisfaction and supports improved NPS by demonstrating care and respect in every interaction. In addition, training should emphasise the value of feedback from all channels.  

Listening carefully is the first step in welcoming feedback and whichever media feedback comes through, provides valuable insights for continuous improvement. Individuals and teams trained to seek out and act on feedback contribute to a culture of learning and a commitment to delivering the best outcomes for customers. 

Promote ownership and responsibility 

Customers respond positively to organisations that take responsibility and act decisively. Training that focuses on taking ownership ensures people take action to resolve issues and move away from excuse-driven language. Simple changes such as replacing “That’s not my department” with “Let me find someone who can help” have a significant impact on customer perception. 

When challenges arise, people trained in ownership and solution-focused action help build confidence in the organisation’s ability to deliver successful outcomes. This approach supports improvements in customer service metrics across the board. 

Ensure clear alignment with measurable outcomes 

To achieve meaningful improvements in NPS and related service metrics, customer service training must be aligned with specific performance goals. Programmes should be designed or selected to show a clear line of sight between skill development and expected improvements in metrics such as customer satisfaction, complaint resolution, employee engagement and operational effectiveness. 

In regulated sectors such as social housing, where compliance and tenant perception are measured, customer service training should also support adherence to benchmarks while promoting inclusive, respectful and community-focused interactions. 

Customer service training that focuses on building empathy, listening skills, ownership and responsibility and solution-orientation leads to better customer experiences and stronger business outcomes. When training provision is thoughtfully aligned with service objectives and desired skills are embedded into everyday practice, organisations see genuine improvements in NPS, retention and operational efficiency through the delivery of consistently excellent service. 

Organisations that invest in these core skills empower their teams to deliver service that customers value, trust and recommend, ensuring a lasting impact in today’s competitive landscape. 

Get in touch here to find out how MGI’s proven Mindset, Language & Actions Toolkit can be tailored to your organisation to address your team’s needs and consistently achieve increased metrics including NPS. 

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For HR professionals and organisational leaders, providing targeted, supportive, early-stage development is essential to unlocking a new manager’s potential and ensuring they thrive.

Understanding the shift: From peer to leader  

Stepping up to lead former peers successfully is one of the most important transitions for new managers. This shift requires an adaptation to workplace relationships – from being “one of the team” to someone responsible for guiding, evaluating and influencing that team.

Alongside this change in dynamic comes a more fundamental shift in expectations. As individual contributors, people may be more highly valued for technical ability and task delivery. As managers, their performance is measured by their ability to lead others: to set direction, communicate clearly, make decisions and manage performance as well as for technical competence.

Our research and conversations with senior leaders reveal that new managers would benefit from more support and clarity as they often feel unclear about their role. Questions emerge over the simplest aspects of the job such as what their role should be in meetings, how and when they should report progress, and how actively they should participate in decision-making. When clear guidance is given, new managers can find their feet quickly and become effective in their new role faster. 

The hidden challenge: Changing peer networks and isolation

A more subtle challenge many new managers face is the change in their peer group. Previously, their primary network probably consisted of colleagues at the same level. As they transition into management, they are expected to integrate into a different peer set across the business: other managers and leaders.

Without a deliberate effort to build those new relationships, new managers can feel caught in-between – yet to be connected to their new peer group and no longer fully part of their former team. This can lead to feelings of isolation, which in turn affects morale and performance.

Creating a supportive environment where new managers feel they belong, in terms of both function and community, will ensure help to address any doubts they may have and help them to grow with confidence.

Communication and performance management: Skills that need support

Communication and performance management are two areas where many new managers need different capabilities. Providing feedback, facilitating team discussions, resolving conflict and empowering ownership and responsibility all require skills that need to be developed and acquired alongside a promotion.

A good example is giving developmental feedback, especially to someone who was recently a peer. Even praise and recognition can feel tricky without guidance. Training in these areas is crucial as many new managers fear saying the wrong thing or damaging relationships, which may lead them to avoid challenging conversations altogether. With the right support, managers can learn how to offer timely, thoughtful feedback that motivates and improves performance.

Why early development matters

Early support has a measurable impact. A survey by Ciphr found that 77% of managers who receive regular training report higher job satisfaction. When organisations invest in new managers early, they strengthen team performance, reduce the risk of disengagement and attrition and build a more resilient leadership pipeline.

The earlier this support begins, the more confident and capable new managers become, creating a strong, foundational launch pad for long-term success.

Five strategies for supporting new managers

To build capability and confidence from day one, organisations can implement a structured development approach that includes:

1. Comprehensive onboarding – Include leadership expectations, peer group introductions, deeper understanding of company culture, values and an introduction to key management responsibilities as well as logistical information.
2. Mentoring and coaching – Pair new managers with experienced leaders who can offer practical guidance, reassurance and a sounding board for challenges.
3. Training in core skills – Provide targeted training in areas such as communication, time management, feedback, delegation and handling challenging conversations and solution-orientation/problem solving – skills critical to effective leadership.
4. Regular feedback and check-ins – Establish structured opportunities for new managers to receive feedback on their leadership, ask questions and reflect on their development.
5. Peer support networks – Facilitate connections between new managers through forums, peer groups or learning cohorts. These communities encourage shared learning and reduce feelings of isolation.

Conclusion

The transition into a management or leadership role is brimming with opportunity. Organisations that provide thoughtful, structured development the moment a new manager is appointed ensure they are equipped to succeed. This in turn builds stronger teams, healthier work cultures and a more confident and comfortable generation of leaders.

By investing in new managers from the outset, we lay the groundwork for leadership that avoids typical pitfalls and challenges new managers face and sets them up for success.

Get in touch here to find out how MGI’s Voyage to Leadership management development programme can build a generation of successful leaders throughout your organisation.

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1 – Mindset of ownership and accountability
 

A critical attribute for managers is a mindset of ownership and accountability and how they take responsibility for their actions and those of their team, without passing the blame or making excuses when challenges arise.  

Ownership can be demonstrated in several ways: 

• Encouraging team responsibility: Managers who lead with an ownership mindset promote accountability within their teams, empowering employees to take responsibility for their roles and outcomes.  
• Proactively addressing issues: With this mindset, managers proactively monitor the work environment, assess risks and take corrective actions before problems escalate. 
• Admitting mistakes: Accountability also involves acknowledging when mistakes happen, taking responsibility for them and focusing on how to prevent similar issues in the future.  
  
  

2 – Solution-focused thinking

A solution-oriented mindset is essential for effective leadership. Managers at all levels will face challenges. The most successful leaders are those who stay focused on finding and implementing solutions rather than getting bogged down by obstacles. 

• Positive problem-solving: Solution-focused managers approach any situation with a can-do attitude. They encourage creative thinking and inspire their teams to see challenges as opportunities for growth. 
• Collaborative solutions: Solution-focused managers understand that the best answers often come from collaboration. They involve their teams in brainstorming and problem-solving, ensuring that multiple perspectives are considered. 
• Future-focused: These leaders are adept at finding immediate solutions and also anticipate future obstacles or considerations. They think strategically and are always considering long-term impacts and opportunities. 

These managers turn a challenge into a success or find innovative ways to address difficult situations.  

3- Respectful and clear communication
  

At the heart of any great manager’s toolkit is respectful communication. How a manager communicates reflects their leadership style and directly impacts workplace culture. Respectful communication fosters trust, collaboration and a positive work environment. 

• Active listening: Respectful communication begins with listening. Managers who truly listen to their team members show that they value their input and concerns.  
• Clarity and transparency: Managers need to communicate clearly, ensuring that everyone understands expectations, goals and feedback.  
• Respectful feedback: Providing constructive feedback is an essential skill. Managers who can balance honesty with empathy encourage growth while maintaining morale.  
  
  
  

4 – Contributing positively to the organisation and team members
  

The best managers contribute to the success of their team and the organisation as a whole. This mindset reflects a desire to make a meaningful impact and help others succeed. 

• Mentorship and support: Managers who invest in their employees’ development mentor, coach and provide opportunities for growth, fostering a sense of belonging and commitment. 
• Team collaboration: Contribution-minded managers are collaborative by nature. They recognise that collective success is greater than individual achievements. 
• Organisational loyalty: These leaders align their efforts with the organisation’s vision and values, working for the advancement of the organisation’s goals. 
  
  
  

5 – Demonstrating these skills through positive, solution-oriented communication
  

The way managers show ownership, solution-focused thinking, respect and contribution is reflected in their communication style.

• Positive, solution-oriented communication is a hallmark of effective leadership. It encompasses the ability to frame discussions around solutions rather than focusing solely on the problems. 
• Empowering language: Managers who are solution-focused use empowering language, motivating their teams to tackle challenges head-on and reassuring them that obstacles can be overcome. 
• Positivity at all times: A manager’s ability to remain calm, positive and forward-thinking during tough situations is critical. Positive communication helps to prevent team members from feeling overwhelmed and ensures a collective focus on moving forward. 

A good manager consistently communicates in ways that inspire confidence, creativity and optimism. 

A mindset of ownership, accountability, solution-focused thinking and respectful communication enhances the manager’s ability to lead and sets a strong example for the entire team. Recruiting managers who demonstrate these qualities and nurturing them through training programmes ensures long-term success, productivity and a positive organisational culture. Ultimately, it is the way these skills are communicated to others that distinguishes great leaders.


Developing an Optimal Mindset of ownership and responsibility, optimism and solution focus, respect for others and a true belief in making a difference can be learned and enhanced through our Mindset, Language & Actions training programmes. We help managers build sophistication in how they show this mindset to others through Positive 1^st Communication so they and their teams can positively manage anything that comes their way at work.  

Find out here how our Mindset, Language & Actions Toolkit supports effective management development. 

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As we connect with our customers and talk to managers and people in general, we are aware of a significant sense of overwhelm, with teams feeling there is far too much to do in a working day. Time spent worrying about things that are outside our control and influence, whether short or long term, only adds to these feelings of pressure.

Prioritisation tools play an important role in dealing with overwhelm

In our experience, many organisations, individuals, and managers want to thrive more but are currently working hard to keep their heads above water. Soundly proven prioritisation tools can play an important role in relieving pressure so that we can focus on what we can control and influence, rather than expending precious time and energy on things that we cannot.

We are all aware that there are some situations where we have complete control, others that we can influence, and situations where we have neither. When we look at how much time people spend discussing things in the short to medium term over which they have no actual control or influence, it’s clear that this simply adds to the pressure with no real benefit to anyone.

Assessing whether you have control, influence or neither in a situation

It’s critical at these points to take a step back, apply appropriate tools from our skillsets and evaluate whether a particular situation should take priority. This will enable us to maximise our time in our extremely busy customer service environments and help and support ourselves and everyone around us.

Being able to critically evaluate and say that, for the time being, this is outside of my control or influence, either permanently or temporarily, is an extremely valuable skill.

In these situations, managers can ask themselves some important questions to become more effective, and to either re-categorise this as something they can influence or acknowledge that it’s outside of their control or influence and move on.

These questions can be broken down into two parts:

Firstly, ask yourself:

1. Is this a temporary situation?
2. Is any part of this situation influenceable for me or anybody else?

Something that is completely out of one person’s control could be something another person can influence or control. Being clear on this gives the ability to focus activity in a productive way.

If the answer is ‘no’ and no part of the situation can be influenced by you or the other person, then we move on to carefully consider the following six key questions:

1. How do I choose to feel and behave?
2. What else requires my time?
3. What can I let go of?
4. What can I help others to let go of?
5. What can I learn?
6. What can I be grateful for?

A key prioritisation skill is the ability to clearly categorise the things we should be focusing on and letting go of those that do not serve us or others. It enables us to actively and consciously let go, while also assisting our team members in letting go of things that need to be set aside so that we can move forward and achieve the things we can control and influence. This simple process will result in the best service and outcomes possible as we navigate our way through the current high levels of demand in many customer service environments.

How can we help?

Find out how our Mindset Language and Actions Toolkit can help your people to deliver consistent and excellent service experiences – book a chat with us today. 

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On the one hand, middle managers are extremely busy leading and motivating their teams as well as the many operational aspects of their role. This can cause them to believe they are too busy to prioritise and allocate adequate time to their own learning. On the other hand, discussions with senior leaders and HR managers reveal an opportunity to grow and enhance the capabilities of the management population through further structured development.

So, how do we bring these two things together for ultimate success? The solution should meet all the needs of skill development by making the process as enjoyable and productive as possible for managers to engage in, while remaining confident in their ability to fulfil their day-to-day activities.

Let’s look at the key factors we always advise our customers to think about before embarking on any management development training.

1.     Be clear on the value – personally and professionally

First and foremost, it is critical to understand the worth of the time investment. Participants will be motivated to engage fully if the training can be shown to be valuable and linked directly and specifically to the participants’ personal and business goals and objectives, as well as the corporate goals. In some cases, the training can be accredited by CPD, which provides another compelling reason for people to participate if CPD hours are important to those being trained.

2.     Make it easily accessible

Secondly, make the training easily accessible so that it appeals to a wide range of learning styles. In our experience, shorter Zoom or Teams-based sessions allow participants to more easily schedule their availability around the sessions, resulting in increased opportunities for valuable, uninterrupted learning sessions. While some people prefer in-person delivery in a block of training, such as two days together, we find that the majority of our management participants prefer the flexibility of virtual, shorter learning bites.

Anything that can be done outside of the session at the learner’s convenience for maximum efficiency can greatly enhance the learning experience. This includes directing participants to articles, videos and intervening activities. Intervening work spread out over time provides valuable opportunities for people to practise and reflect before returning to discuss at the following sessions.

3.     Provide opportunities for stimulating discussion

A powerful element is making the best use of the learning experience to actively engage managers and leaders in discussion and debate. Participants generally enjoy discussion because it allows them to bring the learning to life while applying or debating the tools in real-world situations. MGI’s management development programmes include Jamboards, menti.com, plenary discussions and breakout rooms, polls and chat which combine to keep people engaged and active.

4.     Ready access to supporting materials

It’s also important to make supporting materials such as checklists and short, refresher videos easily accessible to accommodate different learning styles; some people will enjoy dipping into these, while others may not use them at all. Knowing they are there for them if needed is reassuring, and participants should be reminded and directed back to them on a regular basis.

5.     Encourage long-term engagement

Finally, once the actual learning interventions have been completed, consider ways to keep participants engaged in their ongoing learning experience so that the new skills become fully embedded in their daily working lives and part of company culture.

At MGI, we set up a schedule in which participants are given a monthly deepening or embedding activity to refocus them for the first three months after the training, ranging from knowledge checkers and self-assessment to peer or manager discussions. We bring people back together within six months to reflect on their learnings and how they are applying them, and to revise and review the learning experience.

Having this orchestration of activities after the training programme interventions are completed provides opportunities to be more tactical and sharply focused. All are quick and straightforward to complete and enhance the overall learning experience, while respectful of the realities of each learner’s available time.

This focused and structured approach to management training will ensure that momentum is maintained, and new skills and learning become a way of life. In our experience, a practical, well-planned approach that is easy to understand, practise, and implement is the most effective and allows our customers to effect long-term change in their organisations, resulting in improvements in all the metrics they seek to refine, such as client satisfaction and employee engagement.

When planning to invest in equipping your people with excellent management skills, creating a solid plan of action to ensure the skills stick and deliver the long-term results you desire will lay the foundation for success.

How can we help?

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The impact of a good manager who is supported and equipped to understand, organise and motivate people to work together and achieve great things is powerful and far-reaching. Therefore, it’s important to ensure your people are equipped with the right skillset to succeed and bring others along with them as they achieve their goals and are promoted through the ranks. Astute investment in a proven programme of management development training will accelerate your management teams’ ability to develop and thrive so that they can learn to lead their teams with confidence, contributing greater value to your business and a positive force for success and career progression.

Check in and observe

Great managers are advocates for the customer and their team members, leading their teams in a collaborative, consultative and confident way so that they understand diversity and can bring out the best in their people. They are the facilitators of the company vision and strategy with the ability to enthuse others to believe in that vision and take ownership and responsibility for their roles. When you take a step back and observe your junior and middle managers, do you have a sense of admiration and respect for their growing capabilities and what they are achieving for the organisation? Are they true enablers of efficiency, higher levels of empowerment and engagement in the people they manage?

A practical Toolkit to accelerate development and performance

Do you see some or all these qualities in your managers? A powerful, targeted management development training programme can provide a set of highly effective how-to tools that can be implemented within the workplace straightaway. This can be done in a very practical way; here at MGI we have consolidated years of learning into a Toolkit that emulates excellent performance and gives people the ability to perform at a very high level, accelerating their development and performance rapidly.

Mindset and awareness – of yourself and others

To create this powerhouse within your organisation takes a high level of self-awareness and what we refer to as the Optimal Mindset; awareness of ourselves and others. This awareness of others is the key difference that enables managers to flex their style to motivate and get the very best out of their team, and to lead with integrity and authenticity. Having the right mindset, self-awareness and awareness of others is the foundation skill from which great managers can evolve.

Excellent communication skills

The next step is to be able to demonstrate this foundation through effective language and actions skills that empower managers to communicate positively, inspiring people to look for options, solutions and ways forward, while being alert to feedback. Excellent managers are equipped with the tools and techniques to persuade and influence, while being open and receptive, respecting the views of others alongside the ability to elicit information from others from a basis of high trust relationships. They energise and inspire their people with optimism and a strong sense of value which results in increased creativity, collaboration and focus.

Questioning skills

A key skill for managers is to think about questioning skills as a vitally important part of their professional capability, with an underpinning philosophy and belief that any question they ask should have what we refer to as a ‘high return’. What we are looking for is the sophistication to be able to question people effectively and in a way that gets a higher return for the questioner, as well as the person being questioned. Having the ability to use questioning skills to help people think differently about their most pressing challenges in a meaningful and effective way is a valuable skill.

The ability to listen to understand

Great managers also need to demonstrate effective listening skills with open and engaging body language and show that they understand the importance of subtlety in their language in order to maximise opportunities to influence. When people take a moment to think about their focus on listening, we find that most will agree that developing better skills would benefit them, their colleagues and customers.

They also need to know when to pause, take a step back, and take the necessary time to analyse and process to ensure the best solutions and ways forward, so that they can draw on the right resources within the team for the most effective collaboration and co-creation.

An appreciation of diversity

The real test of a manager is in their team’s performance and the results they achieve. Great managers constantly assess and develop their employees’ strengths and capabilities, while also demonstrating a genuine appreciation for diversity, valuing different personalities and the unique talents each person brings to their teams. They are empowered to lead by example because they are confident in their abilities and driven by a desire to stand out and instil an exceptional ethos in everyone on their team. By instilling a powerhouse at the heart of your company’s management, you can create an inspired culture of focus, discipline and accountability so that your teams can deliver successful outcomes, every time.

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The post How to create a management powerhouse through effective management development training appeared first on MGI Learning - Creating Better Service in Business.

Exceptional charisma and vitality

We know from working with organisations all over the world that two things are required to develop truly effective, energised leaders who can exude that exceptional charisma and vitality that draws people to them and brings out the best in others. The first is an optimal leadership mindset, and the second is the ability to demonstrate that mindset to others through everything we say and do in our language and actions, and in particular the leadership skills to tailor and flex these communication styles to suit our audience.

An optimal leadership mindset establishes a strong foundation of self-awareness and self-management, ensuring powerful self-belief in everything we think and feel. It enables leaders to shoulder responsibility themselves where appropriate while encouraging and empowering others to take responsibility and ownership in order to grow and develop in their roles.

Intelligent evaluation and discernment

Being optimistic as a leader in the face of complex or challenging situations is a balance of solution-focus and intelligent evaluation and discernment; ensuring that the options and solutions presented are the best that they can be, and achievable. An exceptional leader encourages their people to use their judgement and develop their own ability to evaluate with an optimistic outlook for a realistic pathway forward.

Confident and self-assured leaders understand that all feedback is valuable and that they can strengthen this belief by developing exceptional listening and questioning skills to maximise upon the right response for greatest improvement and growth. They strive to create an inclusive environment in which people can feel confident and certain that their point of view is respected and listened to. The foundation for influence is being fully present and listening carefully to what others are saying, then using this valuable information where relevant to boost the team’s resourcefulness for the most successful outcomes.

Leaders who truly make a difference

An optimal leadership mindset ensures your managers can truly make a difference as leaders who instil confidence and capability in their teams by nurturing high self-esteem for healthy wellbeing, excellent resources and high trust relationships so that they, too, are empowered to make the difference.

Demonstrating the Optimal Leadership Mindset to others around you

The second element in exceptional management skills is the ability to communicate this confident mindset to others and use it to inspire and influence through powerful, positive and consistent communication. At leadership level, this includes the ability to tailor and adapt all aspects of our communication to elicit the best responses from others, and we do this by being highly proficient listeners and questioners, appreciative of the different communication styles and preferences of individuals within our teams.

Exceptional language skills to elicit the best response from others

Great managers demonstrate effective listening skills with open and engaging body language, appreciating the need for subtlety in their use of language so that they can maximise upon opportunities to influence. They are confident in their abilities to use sophisticated language appropriately to elicit the best response – for example, to be able to say ‘no’ to people or give disappointing news and still maintain positive, high trust relationships.

They also know when to pause, step back and take time to analyse and process when necessary to ensure the best solutions and ways forward, drawing on the right resources within the team for the most effective collaboration and co-creation.

Valuing diversity and unique talent

Great managers continually assess and nurture their people’s strengths and capabilities while also demonstrating a genuine appreciation for diversity, valuing different personalities and the unique talents each person brings to their teams. They are empowered to lead by example because they are confident in their capabilities and motivated by a desire to be the difference and instil that exceptional ethos in everyone on their team.

How can we help?

Find out here how MGI’s Management Development Programme can empower your people to be exceptional leaders of highly productive and successful teams.

Book a consultation here.

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The post How effective are your managers? appeared first on MGI Learning - Creating Better Service in Business.

Preparing yourself carefully for the different conversations you need to have with others is much easier to do with our six-step model which can be used as a guide to help you maximise upon every opportunity to shine and provide excellent service, whatever comes your way. Here it is, in essence:

Step 1 – Be in a calm and positive state of mind

Give yourself the best chance of success by managing your emotions and behaviour before you start by checking in and asking yourself, where am I emotionally … am I calm and positive? Am I ready and prepared to embark on this conversation with purpose and clarity? If the answer is no, then it’s important to take a breath and make sure you take the necessary steps to move yourself into the right mindset to really listen to the customer or colleague so that you can respond positively and with confidence, whatever the situation may be. Having an element of control or influence and the ability to consciously self-manage our emotions is motivating and powerful.

Step 2 – Be clear on the goals

When we are clear on our goals it is much easier to keep on track and to bring others along with us. It’s also important to consider what the other person’s goals might be and how they are hoping to achieve them, as this helps us to come up with the most appropriate solutions to help them and address their specific needs in a positive and timely way. Having as thorough an understanding of the situation as possible prior to the conversation will add to your confidence in driving things forward to a positive outcome.

Step 3 – Possible solutions, options or alternatives?

Think about the goals you have identified in Step 2 and what obstacles you may encounter if the situation requires you to come up with alternative and unexpected solutions. It’s important to take a moment to consider carefully the solutions you can take ownership and responsibility for, including the things we are able to do as well as other aspects the customer or colleague might be able to do to help themselves. It’s beneficial for everyone concerned when we encourage others to take ownership and responsibility where relevant, too!

Step 4 – Step back – who, what and when should you influence?

If you are preparing for a conversation where you need to influence someone, take a moment to consider your timing and method of approach. If you’ve had contact with them before, would they respond better to an email or a phone call? What other information have they had from you or the company, and does what you are about to say fit into their experience of the company to date? It’s vitally important to check through any notes and history to see if there are any other things that may be ongoing that you should be aware of. Taking time to prepare and avail yourself of all relevant facts and history will ensure a confident and professional approach and give you the best chance of a positive response from the other person.

Step 5 – Prepare a positive strategy to deliver disappointing news, and keep listening out for feedback

If you are going to be delivering disappointing news, have a clear plan to hand so that you can present the solutions and options you came up with in Step 2 quickly and effectively. When offering solutions and options that are different to those the other person is expecting or hoping for, you should always start with things you can personally do to help as this shows you are stepping up willingly and taking ownership and responsibility. Listen carefully for clues on how the colleague or customer is responding and be open to any feedback they give you. Looking back at the possible obstacles you considered in Step 3, make sure you are ready to acknowledge and welcome any feedback or complaints. If the customer begins to express negative emotions, showing empathy can really help, but this must be done with care and purpose; we will cover this in more detail below.

Step 6 – Get the people skills/technical balance right!

It’s vital that your conversation starts with good people skills such as influencing, persuading, listening and empathising – by being friendly and welcoming, before moving on to the more technical aspects of the situation. Being overly technical at the start by quoting policies, processes and techniques can make us appear cold and indifferent, that we are just ‘going through the motions’ in a scripted or robotic way, and this will alienate the other person. Using warm, confident and reassuring language is much more likely to elicit and maintain a positive and open response and provide the best chance of working together to find the most appropriate and efficient solution.

Empathy – getting it right

There are times when we need to acknowledge challenging circumstances using appropriate empathy, and it’s important to do this with sincere yet careful intention. When we are expressing empathy with customers and colleagues it is helpful to empathise about the circumstance or situation and the impact of that, rather than getting too involved in the emotions surrounding the situation, which is what we might do with more personal relationships.

It’s advisable to start with a supportive, considerate and sincere statement such as “I’m so sorry to hear that,” or “I can really appreciate the impact that must have had” – ensuring the person really hears that you mean what you are saying – before moving straight onto the positive actions you are able to take to help them and progress the situation straightaway. This will reassure the other person that they are in safe and capable hands which makes that memorable difference to the customer, while moving swiftly on towards a constructive and positive outcome.

These six steps briefly encompass the framework required to enable us to prepare for and even embrace any conversations that come our way at work, at all levels – whether they be straightforward or challenging.  When we are equipped to respond or reach out naturally and sincerely and converse with appropriate levels of confidence and empathy, we automatically assure our colleagues and customers of our commitment and capability, that we will get the job done to the best of our abilities, while positioning ourselves to deliver outstanding outcomes, whatever comes our way.

How can we help?

To chat with us about how MGI’s Mindset, Language and Actions Toolkit and tailored Learning Journeys can empower your teams with the skills to ensure confidence in everything they do at work, please book a consultation here.

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The post Six steps to confident conversations for managers and teams appeared first on MGI Learning - Creating Better Service in Business.