Learning Module ABCD Feedback It s as easy as 1-2-3-4! A four-step coaching conversation that quickly creates a meaningful connection Quick Links Overview Introduction Take Action Improve Your Skills Resources To connect and engage in conversation with your Associates 5 minutes or less, anytime Helps you develop relationships and increase Associate motivation
Introduction to ABCD Feedback What is ABCD Feedback? ABCD is a simple, four-step feedback model that you can use to connect with others when you don t have the luxury of a lengthy conversation. During ABCD feedback conversations, you will: Ask what the Associate does well Build on the Associate s strengths Coach for self-discovery Develop one or two key suggestions Simply put, this model helps you keep an Associate, peer, or Leader motivated by having a 2-5 minute coaching conversation. It satisfies their need on the human level for attention and respect, and continues to move the business level along by recognizing their strengths and developing quick suggestions to an issue that concerns them. The human level is about building trust and demonstrating respect. It satisfies the person s need for attention, courteous treatment, and acceptance of their viewpoints. The business level is about making progress toward the goal. It gets the work done. When Do I Use ABCD Feedback? What is the Benefit of ABCD Feedback? Any time! Consider using ABCD Feedback when you are managing by walking around and an Associate or colleague is on break from speaking with Customers, or when you see an Associate or colleague during lunch, in the hallway, before work, or at the end of the day. The person you are coaching will feel good because you took the time to ASK them what they did well. You are soliciting information from the Associate about POSITIVE behaviors and strengths; you are not TELLING them something else that they have to fix but CO- CREATING ideas for continuous improvement. U.S. Cellular Skill Builders for Leaders 2
Take Action Ask Build Coach Develop Overview Determine Who and When Identify a person you need to connect with, approach him/her, and have the simple conversation. Make sure you: Let the Associate, colleague, or Leader do most of the talking. Manage your airtime by listening well and speaking no more than 1/3 of the time. Use the form on the next page to: Name everyone who directly reports to you as well as peers and Leaders you want to connect with. Identify a best time and topic for your ABCD feedback conversations. Once you have a plan, try to connect with each Associate every day using the model and continuously adding new connection topics. U.S. Cellular Skill Builders for Leaders 3
Planning ABCD Feedback Conversations Form Associate/Peer/Leader EX: James Davis (Associate) EX: Andre Ramirez (peer) EX: Katie Schaffer (Leader, SM) Best Connection Connection Topics Times AM, Lunch Just joined U.S.C.C., How s it going? Dynamic Beginnings training Greeting Customers Sales Supervisor Best practices for onboarding new Associates Mtg PM Team huddles Weekend hours U.S. Cellular Skill Builders for Leaders 4
Improve Your Skills Overview Increasing your chances of providing ABCD Feedback involves four steps. 1. Assess Your Skills 2. Determine Who and When 3. Create Daily, Bi-Weekly, and Monthly Action Plans 4. Teach It Each step is examined in more detail. Assess Your Skills Use the chart below to assess your skill level, which will help you determine an action plan and improve your ABCD feedback skills. ABCD Feedback Do you: Most of the Time Rarely Not Sure Ask the Associate what they do well in a certain area based on the topic of your discussion? Build on their strengths when having your coaching conversation? Coach for self-discovery by asking: o o What the Associate would do differently if given the chance? What skills the Associate would like to strengthen? Develop one or two key suggestions? Things You Can Do if You Answered: Most of the Time Continue using ABCD feedback in your daily interactions. Continue seeking out other resources (books, etc.) in the Resources for Development section. Rarely Ask yourself: Is not using ABCD feedback preventing me from being successful? o If yes, learn from other Leaders and peers, and review this tool to increase your comfort level using ABCD feedback. Practice using ABCD feedback in your daily interactions using your daily action plan in this tool. Not Sure Practice using ABCD feedback in your daily interactions. Use the Resources for Development section in this tool to locate additional material to continue your development. U.S. Cellular Skill Builders for Leaders 5
Improve Your Skills, continued Create Daily, Bi- Weekly and Monthly Action Plans In addition to self-reflection, it is best to identify daily, bi-weekly, and monthly action plans. These action plans can involve both formal and informal coaching interactions. Daily Action Plan During formal and informal conversations with your Associates, always remember to: o Plan ahead and determine who you will talk to, when you will do it, and what the topic of conversation will be. o Ask the Associate what is going well. o Build on the Associate s strengths. o Coach the Associate to self-discovery by asking what the Associate would do differently given the chance or what they would like to strengthen. o Develop one or two key suggestions to continually help the Associate improve. Bi-Weekly Action Plan Identify a partner in your Leadership team to work with and talk about your experiences using ABCD feedback techniques. Set up a monthly discussion meeting. This needs to be no more than 15 minutes and allows you to interact and share experiences with a peer. Discuss and answer the following questions: o What is going well as you use ABCD feedback? o What have you (as a Coach) noticed or heard about the ABCD feedback sessions? o What would you like to strengthen as you continue to use ABCD feedback? o What would you have done differently? Identify your action plan to improve your skills. Document your plan in the space on the next page. Monthly Action Plan Ask your Associates and your Leaders for feedback during formal one-on-one coaching sessions to help improve your ABCD feedback skills. U.S. Cellular Skill Builders for Leaders 6
Improve Your Skills, continued Identify Your Action Plan Using the self-assessment you completed in the Assess Your Skills section, list the top two actions you will take to improve your ABCD feedback skills. Action Plan I will: By: With: Example: Plan ahead and determine who I will talk to, when I will do it, and what the topic of conversation will be. 3/31/06 Associate Name Teach It Use this resource to teach an Associate, peer, or Leader to use ABCD feedback in all interactions. Write down the Associate, peer, and Leader names of those whom you can teach to use ABCD feedback. U.S. Cellular Skill Builders for Leaders 7
ABCD Feedback Conversation Example - Sales Step 1. ASK what the Associate did/does well. 2. BUILD on strengths and other items you noted. 3. COACH for selfdiscovery. What would you like to strengthen? What would/could you have done differently? My thoughts on what could be done differently... 4. DEVELOP one or two key suggestions. How could this be done differently/better next time? If you were to do it again differently, what would you change? Here is a suggestion that I have... Sample Conversation Hi, Jenny. How are you? Great! I just saw you close that sale, what went well? I agree that you are enthusiastic. Just yesterday, I saw you look up from a Customer conversation to make eye contact with and warmly greet a Customer who had just entered the store. You assured them with a big smile that someone would be right with them and then went back to your conversation with the original Customer. Thanks for taking the time to greet someone even though you were in the middle of a pitch. Jenny, as you think about the Customer conversations you ve been having, what would you like to strengthen? Jenny, as you think about the Customer conversations you ve been having, what would you like to do differently? (if Jenny doesn t respond to one of the questions above) Jenny, I ve noticed that you are great at greeting and opening the Customer conversation but you struggle with asking for the sale. What part of asking for the sale is hard for you? Jenny, considering what you want to strengthen (or do differently) what will you do in your next Customer interaction? Jenny, consider the situation you just described if you had a do over ; what would you change? AND Jenny, I would like to build on that by suggesting that you (i.e. memorize three closing phrases that you are comfortable using and practice them during every sale.) U.S. Cellular Skill Builders for Leaders 8
ABCD Feedback Conversation Example - CCC CCC Example Step 1. ASK what the Associate did/does well. 2. BUILD on strengths and other items you noted. 3. COACH for selfdiscovery. What would you like to strengthen? What would/could you have done differently? 4. DEVELOP one or two key suggestions. How could this be done differently/better next time? If you were to do it again differently, what would you change? Here is a suggestion that I have... Sample Conversation Hi, Melanie. How are you? Great! I just overheard you on that call as you recommended roadside assistance to the Customer, what went well? I agree that you are very familiar with the details and benefits of roadside assistance. Just yesterday, I overheard a call where you explained several details of the roadside assistance program and were able to answer all the Customer questions. Thanks for taking the time to keep upto-date on the details of various additional services in order to better serve the Customer. Melanie, as you think about the Customer conversations you ve been having, what would you like to strengthen? Melanie, as you think about the Customer conversations you ve been having, what would you like to do differently? Melanie, considering what you want to strengthen (or do differently), what will you do in your next Customer interaction? Melanie, consider the situation you just described if you had a do over ; what would you change? AND Melanie, I would like to build on that by suggesting that (i.e. based on the information supplied by the Customer, you can explain how the Customer can use the additional service in their lifestyle to add the value of the service in terms the Customer understands.) U.S. Cellular Skill Builders for Leaders 9
ABCD Feedback Conversation Example - FS Financial Services Example Step 1. ASK what the Associate did/does well. 2. BUILD on strengths and other items you noted. 3. COACH for selfdiscovery. What would you like to strengthen? What would/could you have done differently? 4. DEVELOP one or two key suggestions. How could this be done differently/better next time? If you were to do it again differently, what would you change? Here is a suggestion that I have... Sample Conversation Hi, Greg. How are you? Great! I just overheard you on that call as you helping the Customer make payment arrangements, what went well? I agree that you were able to collect $100 dollars of the past due balance from the Customer, while offering statements that show you understand and empathize with the Customer s current situation. Greg, as you think about the Customer conversations you ve been having, what would you like to do better? Greg, as you think about the Customer conversations you ve been having, what would you like to do differently? Greg, considering what you want to do better (or do differently), what will you do in your next Customer interaction? Greg, consider the situation you just described if you had a do over ; what would you change? AND Greg, I would like to build on that by suggesting that you (i.e. counter-offer to see if you can collect as much as possible of the past due balance. Perhaps you could have collected more than the $100 by asking the Customer: How close to the balance can you come today? ) U.S. Cellular Skill Builders for Leaders 10
Resources for Development Resource Medium Action The Leadership Development Workshop (LDW) Offered to frontline Leaders; teaches ABCD and other coaching techniques Week-long, face-to-face workshop Ask your direct Leader how you can be prioritized to attend the Leadership Development workshop. U.S. Cellular Skill Builders for Leaders 11