Michelle has worked as a customer service representative for almost two years. She fields calls and emails each day with tact, clarity and care. When she began, she was required to obtain a large knowledge base about the company’s many complicated services. She learned quickly, eager to do her job well. Since then, she has responded to customer inquiries with efficiency and accuracy.
One day, Michelle’s manager receives a complaint from another customer service representative saying he overheard Michelle giving customers unauthorized discounts. After considering the situation, Michelle’s manager sees two ways to handle it:
#1: Call Michelle into the office, ask her if she has been giving customers discounts that haven’t been authorized. If she admits she has, tell Michelle that she must stop giving discounts without prior authorization. Inform her that if she ignores this warning, she will be given a written warning. After two written warnings, she will be put on probation. Excuse Michelle from the meeting and decide to pay closer attention to her calls and emails, clearly she has been given too much leeway in her role.
OR
#2: Go to Michelle’s desk. Tell her that her performance has been impressive. Inform her of the complaint and ask for her response. If she confirms she has been giving discounts, ask her questions about them. Why has she been giving them? In what situations has she chosen to do so? What are the customer’s responses? Consider if Michelle’s discounts are feasible for the company to sustain. If they are, tell her to continue them and train the other representatives on offering the same. If not, find another option for her to offer to customers. The service she has been providing has been influencing customer loyalty and the numbers have been favorable. Clearly, there is something here that needs further consideration.
Which is better?
Option #1: Use authority to scare employees into doing what they are supposed to be doing.
Option #2: Use influence to guide employees toward their full potential in their roles, benefiting both the employee and the company.
Steve Baue, CEO of Employee Resource Center, says that he has come to realize that leadership is about having influence rather than exerting authority or power.* On a leader’s best day, he or she can’t control their team. They can, however, influence it.
Michelle’s manager can gain influence with her by acknowledging her strengths in her role and then inquiring as to why she made the decision she did to offer customers discounts.
“Never put the project before the person.” Steve says. In choosing to approach Michelle and asking questions instead of assuming she was in the wrong, her manager put her first, gaining her trust.
Steve also suggests that communicating the WHAT and the WHY of the work, has led to him gaining influence with his employees.
Since Michelle was consistently offering customers good service and reporting high levels of satisfaction, it made sense to consider her approach. Steve notes that the reasoning behind misaligned decisions can lead to greater gains in the company overall. He says he communicates the “center line” to his employees, expecting them to sometimes veer to the right or left as long as they don’t consistently hit the guardrails.
Choosing to influence others instead of controlling them has given Steve a greater freedom in his work. He has built trust amongst his team and knows they are doing good work without him having to look over their shoulders.
All in all, it’s a win-win for everyone.
Michelle is more committed to her job after meeting with her manager. She feels valued as a key contributor to the company, further aligning her goals with that of the company’s.
We challenge you to consider 3 ways you can approach your team with influence instead of authority this week, making slow steps toward positive change.
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This blog post is based on IOL podcast episode #172: Overcoming Burnout With Steve Baue. Check it out!
*Steve acknowledges on the podcast that he learned this pillar in leadership from Ken Blanchard who he calls the “OG” guru in leadership consulting.
Author: Ashley Buenger


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