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Moments of Truth

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In the early 1980s, I read a career changing article (at least for me) on the concept of the . The author, Jan Carlzon, president of Scandinavian Airlines, defined the Moment of Truth in business with this statement:

Any time a customer comes into contact with a business, however remote, they have an opportunity to form an impression.

It was Carlzon's position that if you managed every interaction to create a positive outcome, the business would be successful. That theory proved right for his airline, which eventually became one of the most admired in the industry.

The Moment of Truth concept is sound and powerful. And, it has now crossed over into sales and marketing as others have embraced the term to describe different customer and consumer behaviors. Here is a brief history of the Moment of Truth.

As mentioned, the concept of the Moment of Truth was introduced in the 1980s by Jan Carlzon.

Some 20 years later, in 2005, A.G. Lafley, Chairman, President and CEO of Procter & Gamble, came up with his version of Moments of Truth. Rather than customer service, these were focused on consumer sales. Basically, he said there were two Moments of Truth, and he later added a third:

1. The first Moment of Truth is when the customer is looking at a product. This can be in-store or online.

2. The second Moment of Truth is when the customer actually purchases the product and uses it.

3. The third Moment of Truth that he added is when customers provide feedback about the product. They share it with the company as well as their friends, colleagues, family members, etc.

It was in 2011 that Google came up with another Moment of Truth, which it referred to as the Zero Moment of Truth (ZMOT). This refers to when a customer is researching a product. It happens before they ever buy. They are looking at websites, reviews and more.

Then, in 2014, eventricity Ltd. came up with a version, which it called the Less Than Zero Moment of Truth (<ZMOT), which is when something happens in the customer's life that causes him or her to start looking for or researching a product or service. Which then leads to the Zero Moment of Truth.

Now, there is another Moment of Truth, which is brought to us by Amit Sharma, the CEO and founder of Narvar. It is this new Moment of Truth that I want to take a closer look at today.

I had the chance to interview Sharma about his concept. First, some background. Sharma started working with Walmart in 2006, designing the next generation multi-channel supply chain network, and eventually made his way to Apple in 2010 where he drove all aspects of the shipping and delivery experience. Eventually, he left Apple to start his own company, Narvar, which focuses on The After Experience, which is the period of time from when the customer buys a product online to when he receives it. That can be as short as two hours with Amazon's new expedited delivery program, or several days, or even longer. It is that gap, as I call it, which is where this new Moment of Truth lives.

Sharma shared his philosophy: In the online world, retailers drop the ball after customers click "buy." Customers don't know when they're going to receive their package. They might be able to track it on the FedEx page, but there's no branded moment or cohesive experience. This creates a gap in the experience.

While Sharma calls this the Actual Moment of Truth, I refer to it as the Moment of Truth Gap.

The gap is the problem. Once the customer hits the "Buy" button on a website, the company may send an email or text notification that the order was received and maybe a follow-up that confirms the order was shipped. Most companies, unless they have their own shipping department, now turn the order over to a carrier like FedEx, UPS or the USPS. That's the gap. Not only is there the lack of a branded experience, there's no control over the outcome.

If the shipment shows up late, whose fault is it? Perhaps the truck with the package had engine trouble and couldn't go out for delivery. Obviously it's the shippers fault, but who does the customer call? Not the shipping company. And, does the retailer tell the customer that the shipping company is a different company and there is no control once the package leaves the company's loading dock? I hope not! On the contrary, the retailer usually steps up and apologizes, and then works to right what went wrong, even though it was totally out of their control.

That gap is Sharma's concern. The company loses control over the process, other than keeping the customer informed. But, more importantly, there is nothing to control the customer's emotions during that time.

Maybe the gap is only two days, based on two-day shipping. What can you do to reinforce that the customer made the right decision to buy the product and do business with you? How can you boost customer confidence and avoid buyer's remorse?

This is Sharma's concept of the Actual Moment of Truth. This is your opportunity to do more than send an email confirming that the item has shipped. This is an opportunity to add value with a branded moment.

In a brick-and-mortar shopping experience, a branded moment after the customer has paid for his/her purchase can be ensured by the salesperson who helped the customer and rang up the sale. He might come around the counter with the merchandise and walk the customer to the door. That doesn't happen with an online experience. The closest thing that resembles that is the thank you email and the notice that the item has shipped.

But Sharma has found an opportunity.

For example, a customer buys shaving cream through an online retailer. In addition to the notice that the product has shipped, the company can now provide suggestions on how to best use the product. Maybe it's the middle of winter and the company sends a link to a video on how to protect your skin against dry and windy weather.

Or perhaps the customer just bought a workbench from an online retailer that specializes in hardware. Shortly after the purchase, the customer would welcome a video on how to put the workbench together, the space needed, the tools required, etc.

Both of these are examples of a branded experience that happens while the customer waits for the merchandise to show up. Innovative companies such as Nordstrom, Sephora and REI, who really understand customer journeys, are now leveraging Narvar to close this gap and are capitalizing on this new Moment of Truth.

To use an old expression, you want to mind the gap. (The expression is a warning used for rail passengers that cautions the passenger to step over the gap between the station platform and the train.) Regardless of whether you're an online business or brick-and-mortar store, B2C or B2B, there are gaps in the experience that are opportunities to deliver a positive experience that gives the customer the confidence that he or she made the right decision to do business with you.

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In the early 1980s, I read a career changing article (at least for me) on the concept of the . The author, Jan Carlzon, president of Scandinavian Airlines, defined the Moment of Truth in business with this statement: Any time a customer comes into contact with a business, however remote, they have an opportunity to form an impression.

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Priority Management
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The Business Impact of Customer Service on Customer  Lifetime Value

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The Business Impact of Customer Service on Customer  Lifetime Value

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Irritating issues affect customers daily. In every industry, a customer will inevitably contact customer service to voice a problem. "I've bought your product but it doesn't do what it's supposed to do." "I ordered the item last week and have still not received it." "I am unable to access my account." "I keep getting transferred from one customer service rep to the next." "Nobody is letting me know the status of my issue." While customer service issues are common, it is how and when your company resolves these customer service problems that will profoundly impact future purchases and your customers' lifetime value (CLV).

To successfully meet customer demands for more immediate, personalized attention, companies are leveraging new technologies that go beyond traditional voice and email. By implementing such channels as live chat, social media, mobile apps, SMS/text messages, self-help solutions, and more, companies can now be ready wherever and however the customer wants.

But just how meaningful are these experiences on consumer buying behavior and customer lifetime value? How long does the effect last? Do new technologies and recent cultural shifts significantly change the way experiences are evaluated? What expectations do customers have for the channels they use to contact support? What do they value? And, do good interactions have the same long-term impact of negative interactions?

The following report, sponsored by Zendesk, is based on an online survey of 1,044 U.S. consumers who have received online or phone customer service. The research goal was to better understand present customer expectations and to quantify the impact of customer service on customer lifetime value, and in turn, business and profit results. Questions were asked about past experiences with customer service, as well as preferences and opinions. Certain questions were repeated from a similar 2013 survey to enable trend analysis.

Key Findings:

Customer service directly impacts long-term revenue

89% say a quick response to an initial inquiry is important when deciding which company to buy from

97% say bad customer service changes buying behavior, and 87% say good customer service changes buying behavior

46% continue to change their buying behavior two years after a bad customer service experience

Excellent customer service requires a wide range of channels

Customer preferences include a broad mix of communication channels to contact customer service:

For simple service requests, 60% prefer email, 58% prefer phone, 48% prefer live chat, 24% prefer SMS/ text, and 18% prefer social media

For complicated service requests, 76% prefer phone, 43% prefer live chat, 40% prefer email, 15% prefer text, and 12% prefer social media

28% say multiple communication options are part of a good customer experience

27% say not being able to contact customer service with their preferred channel contributed to a bad customer experience

Channels other than email and phone are gaining popularity for customer service

67% have used live chat, social media, or texting for customer service

36% of Gen Z prefer social media for simple inquiries, although only 5% of Baby Boomers say the same

98% have used an FAQ, help center, or other self-serve online resources

Service channels must be coordinated to be effective

85% will use a different method if they don't receive a response from their initial inquiry

51% wait less than an hour before trying another contact method if they haven't heard back

Expectations for good customer service are changing, especially for Millennials

65% expect customer service to be faster now than it was five years ago

41% of Millennials want more options for contacting customer service

48% of Millennials are more likely to look for ways to solve problems on their own

Detailed Findings: Customer service directly impacts long-term revenue

Good customer service impacts buying choices

People engage with companies on a regular basis and sometimes things don't turn out as expected. But what exactly is considered a negative customer service experience from the human perspective? Our participants described bad experiences as anything from waiting too long to be helped to dealing with an unpleasant representative to facing challenges with the chosen contact method-or never getting the issue resolved at all. On the other side, their good customer service experiences included interacting with pleasant people, receiving fast, effective responses to inquiries, not having to explain the situation multiple times, and simply solving problems.

These factors are more than a nice to have, they directly impact purchasing decisions and, in turn, CLV and business metrics. A quick response is important (89%) when deciding what companies to buy from as is an overall smooth experience (85%).

Customer service changes buying behaviors

There is a universal truth that good customer service will propel a company forward while bad service will set you back a few, or even many, steps from your desired goal, whether that's retaining new customers or increasing the value of current customers. Both current and new customers will remember their experiences-good or bad-when it's time to make their next purchases.

But how do good customer service interactions really change consumer behavior? Among survey participants reporting a good customer service experience, 87% reveal that their experience actually changed future buying behavior, from recommending products or services to other people (67%) to purchasing or using more products and services from that company (54%) to considering purchasing or using more from that company (39%).

Yet what is most unsettling are the consumer behavior changes after a poor interaction with customer service. Of those reporting a bad customer experience, almost all of them (97%) changed their future buying decisions. More specifically, 58% stopped buying from the company, 52% switched to a different company for that product or service, 52% told others not to buy that product or service, and 48% were unlikely to consider that company when making future purchases.

When we compare these findings with our 2013 research, there is consistency in that both good and bad experiences do impact behavioral changes and customer lifetime value (CLV). However, there is one clear change. Today's consumers are much more likely to tell other people about these experiences than they did five years ago. This is true for both good and bad customer service interactions. In 2013, only 40% said that they recommended that their friends, family, coworkers or other contacts not buy products or services after a bad customer service interaction. This number increased to over half (52%) in the past five years. We see a similar trend with good customer experiences. In 2013, 51% recommended products or services after a good customer service interaction. That same number increased to two-thirds (67%) in just five years.

Customers remember bad experiences longer than good ones

Even though the human mind recalls both the good and the bad, unfavorable interactions with customer service are longer lasting. People will often stop buying from a company altogether due to a poor experience. When consumers were asked about customer service experiences that happened a long time ago but still impact them today, 46% remember bad experiences from two or more years ago. In contrast, only 21% remember good experiences from a similar time period.

This trend is especially worrisome as more consumers (46%) are saying their purchase behaviors are impacted by bad experiences from two or more years ago, up from 39% in 2013. On the flip side, good experiences don't last as long. Those saying their purchase behaviors continue to be impacted by good customer service experiences actually dropped from 24% to 21% in the same time frame. The value and stakes of customer experiences are high when it comes to impacting customer lifetime value.

In addition to changing their buying behaviors, people will most likely share their experiences-good or bad-with others, which can significantly amplify the effects of their words on a company's long-term business.

And, boy do they talk. Stories were most frequently told in person to friends and family (76% for bad and 74% for good). Word of mouth marketing travels far. It was especially common to share experiences online after a negative run-in with customer service. They communicated bad experiences through social media more often than their good experiences (49% for bad and 38% for good.) The trend was similar for online review sites (46% for bad and 27% for good).

Detailed Findings: Excellent customer service requires a wide range of channels

Customers use a broad mix of channels to contact customer service

Today an omnichannel approach, one that incorporates a full range of voice and digital channels, is becoming the standard for meeting customer service expectations. Companies that excel in customer service are committed to the motto-give customers what they want in the way they want it.

Today's consumers use a wide range of channels for customer service. Over the past 12 months, the most frequently used method for communicating with customer service was phone (81%) followed by email (70%), live chat (54%), social media (27%), and SMS/text (17%).

Preferences for service channels range greatly

Perhaps, one of the most important findings from this research is that consumers prefer different communication channels depending on the urgency and complexity of the issue. For simple information requests, such as getting shipping updates, information changes, and the like, consumers are more likely to report a preference for digital channels including email (60%), live chat (48%), SMS/text (24%), and social media (18%).

Conversely, for more complicated requests like troubleshooting a product malfunction or requesting a rebate, consumers have a clear preference for customer service by phone (76%).

Availability of preferred channels influences customer service experiences

Today's consumers want it all. They demand near-instant solutions and expect a flawless experience from their channels of choice when contacting customer service. In fact, 28% report having multiple options for contacting customer service made it a good experience. While 27% report not being able to contact customer support using their preferred method made it a bad experience. Simply by making life easier for customers, customer support can transform the overall experience.

Detailed Findings: Channels other than email and phone are gaining popularity for customer service

Phone and email are still top channels, but alternative channels are used significantly

Even though consumers report phone (81%) and email (70%) are the most used channels to communicate with customer service, newer "alternative" channels-live chat, social media, texting, etc.-are used widely, with 67% reporting their use in the past 12 months.

Younger people are most likely to use alternative channels

When we drill into the metrics to see who is most likely to use these non-traditional customer service channels, it is not surprising that younger generations are more likely to take advantage of alternative options for support, although other generations also do use them at a lower rate.

For example, among Gen Z and Millennials, 46% and 47%, respectively, have used social media to communicate with customer service om the past year, compared to only 7% of Baby Boomers and 26% of Gen X. Similarly, SMS/ text is used by 29% of Gen Z, 28% of Millennials, 17% of Gen X, and 7% of Baby Boomers.

Younger people prefer using social media for customer service

Younger people, both Gen Z and Millennials, do prefer alternative channels when we examine both simple and complex customer service requests. When we asked consumers about their preference for one customer service communication method over another, more than a third (36%) of Gen Z choose social media for simple requests in contrast to only 5% of Baby Boomers. The same held with complex requests where 26% of Gen Z choose social media compared to only 2% of Baby Boomers.

To better understand why customers prefer using social media over other service channels, we asked participants about their rationale. More than two-thirds (67%) say social media is a convenient channel to contact customer service. Additionally, 62% prefer using social media because it's easier to share pictures that show the problem.

There are striking differences between generations in their motivations for using social media to contact customer service. If you've ever experienced communication challenges in trying to describe a particular issue to customer service, you know a picture is worth a thousand words. Our youngest participants couldn't agree more with 81% of Gen Z stating they prefer social media because it's easier to share pictures of the problem. In sharp contrast, only 38% of Baby Boomers use social media to share pictures of the problem. Instead, 69% of this oldest generation prefer social media so they can publicize potential issues to others.

Consumers are willing to search for answers on their own

Of course, if people can quickly solve problems on their own without contacting customer service that is good for both the customer that gets a quick answer and the service team that deflects ticket creation. Clearly, this is something customer service organizations should take seriously because 98% of consumers say they have tried a self-service solution, including searching a company's FAQs, help center, or other online resources. And more than a third (37%) reveal that they do it always. By investing in more efficient self-service options, companies can help improve key metrics. For example, they can decrease the number of help tickets submitted, reduce handling times, and increase customer satisfaction.

Detailed Findings: Service channels must be coordinated to be effective

Majority will try a different channel if they don't get a response from their first method

According to our research, customers are impatient and 85% will jump from one service channel to another if they don't get a response from their initial inquiries.

And it's not just younger people who switch from phone to email to social media, and more for answers. While younger people are the most impatient, 91% of Gen Z and 92% of Millennials, say they try a different method if they don't hear back from customer support after using their initial communication method. There is only slightly more patience among older generations with 87% of Gen X and 78% of Baby Boomers reporting the same thing.

Half will wait less than an hour before trying another contact method

So just how long will customers wait before trying a different communication channel? Not long! More than half (51%) indicate they will wait less than an hour before trying a second contact method if they haven't heard back. And 10% claim they will try another contact method after less than five minutes. When customers turn to another communications channel to get help, it can create confusion for the support organizations since multiple inquiries are not connected to the same issue and multiple reps work on the same issue.

Whatever the reasons behind these service delays, customers should never have to try again with their requests using a second (or third) communication method. Companies should be actively available wherever their customers need them and should strive to offer consistent customer service across all their channels if they want to improve customer lifetime value and revenue.

Detailed Findings: Expectations for good customer service are changing

Customer needs are shifting, especially for Millennials

What's next for customer service? Customers, especially Millennials, are reporting that their needs are changing, and good customer service organizations should respond. This means providing current and future customers with all the right self-service tools and communication channels, on their terms, not yours. This research suggests several practical ways to meet and exceed your customers' changing customer service expectations.

First, offer more self-service options. All generations, but especially Millennials (48%), are increasingly trying to solve problems on their own by searching for answers online communities, FAQs, and the like.

Second, look for opportunities to streamline your internal processes so it's easier for people to communicate with customer service. More than half (51%) of Millennials, 42% of Gen X, and 43% of Baby Boomers expect interactions to be less complicated than in the past. They are clear that they have no tolerance for repeating information or sending reminders.

Third, provide additional channels, such as live chat, SMS/text, social media, and more, for consumers to contact customer service. Again, this is particularly important to Millenials with almost half (41%) expressing that they want more options to contact customer service than what was offered five years ago. Gen X and Baby Boomers also share this sentiment, with 34% and 22%, respectively, expecting more touchpoints.

(Note: Gen Z was not included in this analysis as they have had limited experience with customer service five years ago.)

Consumers expect customer service to be faster than five years ago

Because the stakes are so high, to improve lifetime value and make a profit, companies must also lead in their response speed across all service channels. We found that nearly two-thirds (65%) of participants count on customer service to be faster than it was five years go.

As one of the most digital-savvy generations, Millennials want their experiences short, sweet, and convenient-and they are not willing to wait. As such, this younger generation is changing the rules of customer service with 56% demanding faster customer service than what was provided five ago. In contrast, only 28% of Gen X and 18% of Baby Boomers expect speedier customer service. Because Millennials are now holding more of your purse strings, it's important that your customer service be ready to serve these customers in ways they want to be served.

Survey Methodology and Participant Demographics

In October 2018, 1,044 individuals completed an online survey about their recent experiences with online or phone customer service. All participants lived in the United States and represented a wide range of ages, annual household incomes, and gender identities.

About Dimensional Research

Dimensional Research® provides practical market research for technology companies. We partner with our clients to deliver actionable information that reduces risks, increases customer satisfaction, and grows the business. Our researchers are experts in the applications, devices, and infrastructure used by modern businesses. We understand how corporate IT and technology stakeholders operate to meet the needs of their business. For more information, visit dimensionalresearch.com.

About Zendesk

The best customer experiences are built with Zendesk. Zendesk's powerful and flexible customer service and engagement platform scales to meet the needs of any business, from startups and small businesses to growth companies and enterprises. Zendesk serves businesses across a multitude of industries, with more than 125,000 paid customer accounts offering service and support in more than 30 languages. Headquartered in San Francisco, Zendesk operates worldwide with 15 offices in North America, Europe, Asia, Australia, and South America. Learn more at www.zendesk.com.

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What is the impact of customer service on lifetime customer value?

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Irritating issues affect customers daily. In every industry, a customer will inevitably contact customer service to voice a problem. "I've bought your product but it doesn't do what it's supposed to do." "I ordered the item last week and have still not received it." "I am unable to access my account."

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This article explains the communication model by Albert Mehrabian in a practical way. After reading you will understand the basics of this powerful communication skills tool.

Communication model: 7 - 38 - 55

We communicate globally with one another by means of language, gestures, signs and pictograms. It is almost impossible not to communicate.

To get a better understanding of communication, professor of psychology Albert Mehrabian studied the importance of non-verbal communication in the 1970s.

The influence of non-verbal communication is stronger than was first assumed. Albert Mehrabian studied the effects of conflicting messages.

How come that someone who is stamping their feet while yelling 'I'm not angry', does not come across as credible?

That is why Albert Mehrabian developed a communication model, in which he demonstrated that only 7% of what we communicate consists of the literal content of the message.

The use of one's voice, such as tone, intonation and volume, take up 38% and as much as 55% of communication consists of body language. This 7 - 38 - 55 -model is still much used today.

But how can it be explained that a person actually listens to only 7% of the substantive message?

This is to do with natural instinct. The first human had an undeveloped voice and was dependent on non-verbal communication and the utterance of sounds.

This is why non-verbal communication is deeply rooted in the brain and we still use this primarily every day.

Three basic elements

According to Albert Mehrabian, interpersonal communication regarding the communication model consists of three elements:

Words spoken (Verbal)

That which is literally being said. The spoken word is part of the verbal communication in this and the intonation and body language are both part of the non-verbal communication.

Intonation (Vocal)

How something is said (use of voice). Intonation is the vocal factor and body language the vocal factor.

Body language (Visual)

Which posture, facial expressions and gestures someone uses.

The non-verbal elements in the communication model show a person's feelings and opinions.

When someone says something, their body language and intonation could be dominant, as a result of which there is no agreement between what they say and what they radiate.

It is a myth that we can communicate globally with people with a different language background just by using non-verbal communication.

It is about the interaction, in which the non-verbal elements could be dominant.

Congruence

Apart from interaction, communication is also about the fact that the verbal and non-verbal elements support one another and that these are congruent.

What someone says will then be more powerful and convincing because of their gestures and intonation.

The message will absolutely be more unconvincing when there is no congruence and the receiver could be set on the wrong track.

They will unconsciously focus more on the non-verbal elements that will always dominate collectively.

It's Your Turn

What do you think? How do you communicate verbally, vocally and visually? Do you recognize the numbers within the Communication model of Albert Mehrabian? Do you recognize the practical explanation or do you have more suggestions? What are your success factors for good and clean communication?

Share your experience and knowledge in the comments box below.

If you liked this article, then please subscribe to our Free Newsletter for the latest posts on Management models and methods. You can also find us on Facebook and Google+.
More information

1. Mehrabian, A. (1981). Silent Messages: Implicit Communication of Emotions and Attitudes. Wadsworth.

2. Mehrabian, A. (1972). Non verbal Communication. Aldine-Atherton.

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Communication Model by Albert Mehrabian - silent messages | ToolsHero

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This article explains the communication model by Albert Mehrabian in a practical way. After reading you will understand the basics of this powerful communication skills tool. We communicate globally with one another by means of language, gestures, signs and pictograms. It is almost impossible not to communicate.

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We Did A Deal!

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Yes, Prime Minister - We did a deal ! - Power To The People

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Body Language            Trump vs Clinton  

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Body Language            Trump vs Clinton  

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What The Experts Saw

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Freed from their lecterns, Hillary Clinton and Donald Trump were able to roam the stage at Sunday night's presidential debate. And while the spoken insults and accusations will provide much fodder for political analysts in the days ahead, we invited two body language experts to dissect the candidates' nonverbal cues.

Here's a bit about the experts, whose lightly edited thoughts about the debate are below:

David Givens, who is the director of the Center for Nonverbal Studies, a nonprofit research center in Spokane, Wash. Givens also contributed to this helpful dissection of Clinton and Trump's body language before the debate.

Patti Wood, author of the book "SNAP: Making the Most of First Impressions, Body Language, and Charisma." Wood has experience analyzing body language as it relates to anger, gender roles and apologies, which all proved helpful during the 90-minute spectacle.

The debate got off to a chilly start, just hours after Trump held a news conference with four women who have accused the Clintons of wrongdoing. He then invited them to be his guests in the debate hall.

The candidates walked out and, in a break with tradition, did not shake hands.

Wood offered a thought about why it is so important. "A handshake ... signals we are equals. Now we can come out fighting," she wrote in an email Sunday night. The candidates did eventually shake hands, but not until the close of the debate.

[ Trump wanted to put Bill Clinton's accusers in his family box. Debate officials said no.]

'He circles like a lion': Trump declares his dominance

Looking to reverse his fortunes after a week on the defensive, Trump demanded attention with a display of aggressive sniffing, interruptions and emphatic pointing. But, compared with the last debate, "Donald was quite relaxed and calm," Givens said.

"Trump came forth in full alpha-male mode," The Post's Karen Tumulty wrote after the debate. The experts agreed.

Trump repeatedly pointed at Clinton as he lobbed accusations at her, a gesture Givens called "aggressive in all cultures." He also compared Trump's snorts with "a bull in attack mode."

"I think the anger actually worked for him," Wood suggested after the debate. "That's his superpower." For Trump, anger helps establish dominance and has a strong appeal, especially for disaffected voters, she said, adding that Americans are often drawn to the candidate who appears stronger.

Givens: "Trump's constant pacing and restless movements around the stage attracted attention from Hillary's words, and visually disrespected her physical presence on the stage, as in 'I am big, you are small.' "

Wood: "He circles her during her turn. He is like a lion: going in with a biting attack, then keeping his attack energy going by continuing to move and circle."

Givens: "Sitting is submissive; standing up is assertive. He paces [during her turn] to stay in motion, taking visual attention away from Clinton and her words. ... His main message is 'I am here, see me.' "

Givens: "His manner of leaning hands and arms on the back of his chair as Hillary spoke was aggressive, too, as in a 'broadside display' of power. [It's] common in the vertebrate world of males showing the biggest, widest parts of their bodies to intimidate rivals."

Commenting on Trump's 'apology' for the lewd 2005 video first reported by The Post on Oct. 7:

Wood: "Trump attacked Bill Clinton when he had a chance to apologize. A true apology does not include an attack."

Wood: "Clinton smiled as she began to respond to the Bill attack. [That] signals she was ready and confident. Her voice as she delivered was the strongest and angriest I have heard."

Clinton stumbles on the smile

While Wood approved of Clinton's performance overall, she said Clinton's smile looked inappropriate. Both experts also thought Clinton looked comparatively weak when she sat as Trump spoke.

Wood: "She stayed calm and even through most of the debates. His circling and staying close to her did not affect her, as scary as it looked to us."

Givens: "Hillary addressed listeners sympathetically, with positive feelings and positive regard."

Wood: "Because I've been analyzing her body language for a long time, I know her baseline ... I think [the smile] was okay in the first debate [since] Trump rambled and had run-on sentences. [He] often did not make sense, so smiling seemed appropriate to communicate that she felt it was funny."

The second debate was different, Wood said, because Trump spoke in more complete sentences and lobbed more serious accusations her way. This made it feel less natural for Clinton to crack a big smile.

[ An otherwise bitter debate actually ended with kindness between Trump and Clinton]

Advice for the next debate

Trump should hew closer to his second debate performance, where he was more consistent across the entire 90 minutes, Wood said.

For Clinton, she offered some counterintuitive advice: Continue to break the rules. This may sound familiar to people who have worked in a corporate setting, Wood said. "A powerful person often breaks the rules." (Think of the boss who shows up late to meetings.)

If Trump continues to flout the debate guidelines in the Oct. 19 debate, but Clinton sticks to her allotted time, she could look weak by comparison. Wood said she should monitor Trump and continue to establish power by going over her time limits if necessary.
[ Winners and losers from the second presidential debate] [ In debate, Trump takes on moderators almost as much as Clinton] [ Donald Trump and Mike Pence's relationship just took a nosedive] [ Trump wanted to put Bill Clinton's accusers in his family box. Debate officials said no.]
[ Why was Trump lurking behind Clinton? How body language dominated the debate]

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What two body language experts saw at the second presidential debate

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Freed from their lecterns, Hillary Clinton and Donald Trump were able to roam the stage at Sunday night's presidential debate. And while the spoken insults and accusations will provide much fodder for political analysts in the days ahead, we invited two body language experts to dissect the candidates' nonverbal cues.

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The Trust Model

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"It's my belief that trust is the foundation for everything we do," says Harvard Business School professor Frances Frei, "and that if we can learn to trust on another more, we can have unprecedented human progress."

What to do, then, when trust is broken? In companies, there are many reasons that a rupture can happen. Things like data breaches, a culture of bias and discrimination, a CEO caught disparaging an employee, even a technological error that costs human life. And all those things were happening at Uber. Which is why, in 2017, Frei embedded as a full-time employee at Uber to help them figure out how to rebuild trust after the company had so completely lost it. The sheer scale of the hole that Uber had fallen into is what attracted her. "My favorite trait is redemption," she says, "I believe that there is a better version of us around every corner, and I have seen firsthand how organizations and communities and individuals change at breathtaking speed."

A loss of trust is no different than most problems - before you can solve it, first you have to understand how it works. Trust has three components, say Frei: authenticity, logic and empathy. "When all three of these things are working, we have great trust," she says, "but if any one of these three gets shaky, if any one of these three wobbles, trust is threatened."

Frei believes the way to rebuild trust is to understand where you wobble - whether it's authenticity, empathy or logic that generally gets in the way of someone trusting you - and learn strategies to correct that wobble.

"The most common wobble is empathy," she says, because "people just don't believe that we're mostly in it for them, and they believe that we're too self-distracted." Due to the constant demands and distractions of daily life, it can be hard to create the time and space that empathy needs. The fix is pretty easy: "Identify where, when and to whom you are likely to offer your distraction," says Frei. "That should trace pretty perfectly to when, where and to whom you are likely to withhold your empathy." If you can truly listen to the people you're with, you have a chance to fix the wobble.

Logic is a wobble either because your reasoning itself is shaky (in which case, Frei says, "I can't really help you") or your ability to communicate it is weak. If your tendency is the latter, consider changing the way you structure your communication. Instead of starting with a story and ending with your point, begin with your point in a crisp half sentence and then support your conclusion - rather than the other way around. Bonus to this approach: If you're interrupted, you've already made your point!

The toughest of the three wobbles to correct is authenticity. While Frei's prescription is simple - just be you - being your true self isn't always easy, especially if you are different from the majority in any way. But remember this: Not being authentic damages trust, which can lead to all sorts of unintended consequences. "So, here's my advice," she says: "Wear whatever makes you feel fabulous. Pay less attention to what you think people want to hear from you and far more attention to what your authentic awesome self needs to say." She urges leaders to make sure that their organizations are safe, welcome spaces for people to show up as themselves.

What was Uber's wobble? "Empathy, logic, authenticity were all wobbling like crazy," she says, "but we were able to find super-effective, super-quick fixes" for the first two. For example, it had become common practice at Uber meetings for people to text each other - about the meeting. "It did not create a safe, empathetic environment," Frei smiles. The simple solution: Ask people to turn off their tech, and put it away while talking. When it came to logic, Uber had grown so rapidly that managers had been continuously promoted until they reached positions that outstripped their capabilities. "It was not their fault," she says. The remedy: They brought in executive education that focused on logic, strategy and leadership.

The last wobble - authenticity - proved harder to change, which is common. "It is still much easier to coach people to fit in; it is still much easier to reward people when they say something that you were going to say." But, she says, "when we figure out how to celebrate difference and how to let people bring the best version of themselves forward, well, holy cow, is that the world I want my sons to grow up in."

In a post-talk Q&A with TED curator Helen Walters, Frei says she remains hopeful that trust can be rebuilt within our businesses and institutions, but it won't happen right away: "I am super-optimistic that everyone can set the conditions to to be more empathic, to use more rigorous logic, to be their authentic selves."

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How to rebuild trust ... Frances Frei speaks at TED2018

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"It's my belief that trust is the foundation for everything we do," says Harvard Business School professor Frances Frei, "and that if we can learn to trust on another more, we can have unprecedented human progress." What to do, then, when trust is broken? In companies, there are many reasons that a rupture can happen.

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“Pay less attention to what you think people want to hear from you,
and far more attention to what your authentic self needs to say.” - Francis Frei

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Responsibility - if your company has made a small mistake, you need to take responsibility of that rather than arguing. Trying to prove the customer wrong will make you lose the customer for good

Resolution - You need to instantly provide resolution to all your customers’ issues

Respect - The key to winning your customers’ hearts is to treat them with utmost respect

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5 Step Framework

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Having difficult conversations with employees is an inevitable - if uncomfortable - part of people management. Whether it's about performance, workplace conflict, sharing negative feedback, or discussing personal issues, being able to address sensitive subjects is an essential part of supporting employees.

Yet according to data from Officevibe's Pulse Survey software, 24% of employees do not feel that their direct manager is aware of employee pain points.

Nearly 1 in 4 employees do not feel that their manager is aware of employee pain points.
Officevibe Pulse Survey data

Effectively carrying out a hard conversation in a one-on-one meeting contributes to the continuous development of your employees and your team. Our step-by-step framework and advice from experts can help you make any challenging discussion productive and solution-oriented.

Try our framework to ease the process of having difficult conversations at work

Tough talks will always remain a challenge for managers, but these difficult conversation tips can help to make your discussion easier, while supporting effective conflict resolution.

1. Set the talking point in advance

One-on-one meetings are a good moment to carry out tricky discussions. It's important for you to prepare for the difficult conversation, but remember that communication is a two-way street. Giving the other person advance notice of what you'd like to discuss allows them to prepare, too, and establishes clear expectations for you both. Add the talking point to your shared one-on-one agenda or send your team member a quick message to give them a heads-up in a way that's both clear and neutral in its tone.

Instead of saying: "We need to talk about what happened in the team meeting."

Try saying: "I'm curious to hear your thoughts on the different opinions that came up in last week's team meeting. Can we chat about it at our next one-on-one?"

If you're not sure how best to plan for the discussion, Officevibe has an editable agenda template for difficult conversations at work. Plus, there are dozens of suggested talking points and questions you can choose from if you need more inspiration. Meeting agendas are collaborative, so you and your team member can both prepare for a chat ahead of time by adding your own talking points.

2. Focus on facts, not feelings

To prepare for a tough one-on-one meeting, dig a bit into what you're feeling so you can understand and share your thoughts clearly. Try to separate what you know from what you think or feel. You can do an objectivity exercise to eliminate what might be an assumption or projection. One such exercise is to consider what advice you'd give a friend in your position, or even in your employee's position. Rachel Kent, a former Camp Director, shares:

"Gather all the facts, then consider the outcome you want. Build the conversation backwards once you know the desired outcome. Make some notes ahead of time of things you don't want to miss and bring them with you."

For some difficult conversations, having tangible support can help keep the focus on facts rather than gut feelings. This tactic can be particularly useful when it comes to offering negative feedback to employees.

Put together some notes with numbers, specific examples of peer feedback, documentation, or other resources that can help you ground a tough conversation.

🧾 Don't ambush someone with receipts: Preparing with concrete supports is one thing, but pulling up screenshots or compiling a file of evidence against someone is quite another. Be mindful in what you put together and ask yourself how you see it contributing to the discussion.

Talking about a difficult topic or having an otherwise challenging conversation can evoke some emotion from even the most regulated among us. When it comes to managing your emotions, it's important to find a good balance between being composed and being authentic. Brendan Collins, an experienced Mental Health Worker supporting people from vulnerable populations, shares:

"Don't be too calm, be calm enough. If you're overly calm it might give the impression that you don't care, or that you think you're better than the other person."

3. Create an environment for trust and honesty

It's important to foster a sense of trust and mutual respect with employees, to encourage them to come to you with tougher topics. Having regular feedback exchanges helps people feel comfortable to be candid with you, and maintaining recurring one-on-ones with each team member makes these discussions feel less daunting when they do pop up. When facing a tough talk, ask questions during your one-on-one to open up the conversation and show that you want to hear what the other person has to say.

One way to break the ice for having more difficult conversations at work is to state directly that you're open to them. Tony Ticknor, a manager of 15 employees at Irish Titan, uses his one-on-one conversations as an opportunity for more awkward discussions. He shares:

"I sit down with people and I say 'I want these one-on-ones to be awkward.' I want people to come tell me when something's hard, or they don't want to do something, or they're having a conflict with someone on the team."

To learn more about how Tony uses Officevibe to have more meaningful one-on-ones, read his customer success story.

4. Aim for understanding above consensus

The ultimate goal when addressing a difficult situation isn't necessarily seeing eye-to-eye, but rather finding a sense of understanding between two people. Sometimes conflict is rooted in misunderstanding, and you want to be sure you're not missing some vital information. Be empathetic and give your team member space to share their perspective before you offer your own.

"In the moment is not always the time to share your policy explanation or feelings. It can be about letting them express themselves, not about giving them information."
Brendan Collins, Mental Health Worker

Remember there's a difference between acknowledgment and agreement; you don't have to validate an employee's point of view to make them feel heard. According to Officevibe's Pulse Survey data,

17% of employees don't feel that their direct manager cares about their opinion.
Officevibe Pulse Survey data

This sentiment has implications beyond the manager-employee relationship - we see a strong correlation between whether employees feel their manager cares about their opinion, and whether they feel they're part of a team. So listening is very important! Being open enough that people not only feel comfortable to be honest with you, but believe that you care personally, is key to cultivating a supportive, collaborative team environment.

5. Find a solution together

Every one-on-one meeting should wrap up by setting clear action items, and this is especially important when you're discussing something like a disagreement between colleagues, unmet employee expectations or poor performance, or someone's mistake. One or both of you may come to the meeting with action items in mind, but take the time to discuss them, build on them, find common ground, and decide on a path forward together. A successful conversation means finding the most productive solution, not being right or proving a point.

Offer help and support where you can: Acting as a team player and contributing to the solution when employees are having a tough time shows leadership, and helps build a stronger, more supportive team.

The most important part of setting action items is following up. Set a talking point for your next one-on-one to revisit your established plan and ensure you've both followed through your commitments and achieved the desired outcome. Officevibe's one-on-one software does this for you, so every meeting drives real results.

Handle difficult conversations at work with confidence

Handling difficult conversations can be challenging, but having these tough talks ultimately leads to growth on your team. By approaching sensitive subjects with empathy and care, you can make an umconfortable discussion productive, and come to a positive outcome.

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A 5-step framework for having difficult conversations at work

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Our step-by-step guide for handling difficult conversations at work will help you support your employees with productive solutions.

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Conflict resolution

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Framing a Conversation for conflict resoltuion

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6 Step Process

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Characteristics of A High Performing Team