Do you remember the first time you learned to ride a bike? For me, it was the early eighties. Dad progressively helped me build confidence to ditch my training wheels and set me off on two wheels at the age of six. All was well until I needed to slow down and stop. Dad hadn’t quite shown me how to apply the brakes and, as a consequence, I flew over the handlebars and landed on the grass like a sack of potatoes.

After this experience, I was determined to learn how to ride a bike properly so I would never fall off one again. It took intentional action and practice.

Like riding a bike, we only truly understand how to do something when we give it a go, when we really experience it, and when we feel all the emotions that come with it—the gains and the pains. Very few of us learn how to ride a bike by watching YouTube videos or reading books. We just get on and start pedalling. Teaching employees how to serve customers is no different. If you want effective, elevating and engaging service, it cannot be fully learned and understood from reading a book and watching training videos.

Employees who are being trained in mindset techniques, useful language and phases or experimenting with different questions in service interactions need to experience how it feels when they think a certain way, say certain things and act in certain ways. They need to experience reactions from the people they serve.

Service training in isolation will never create behavioural change. There is nothing more people need to learn … they simply need a program that supports them to take action.

“We often avoid taking action because we think ‘I need to learn more’, but the best way to learn is often by taking action.”— James Clear

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