JJ's (July '08) Tips in this issue:

1. Motivating Millennials (Teens to 20 Something)
2. Favorite Quotes
3. Tele-Coaching & Tele-Mentoring

Use the following tips as training tools.

Present this situation to your group and brainstorm solutions together, or submit your own situation question to be answered in an upcoming newsletter.


How do we motivate the new generation in the teens and 20 something? Why don't they think and respond to the workplace the way other generations have?


These are questions that most companies will have to deal with soon if not already. A lot of parents are already asking these questions concerning their own teenagers and young adults.

From the research I've done on the Millennials, one of the best resources is a book written by one of my colleagues in the National Speakers Association.

Eric Chester wrote, Getting Them To Give A DAMN, and it is a goldmine of information to understand this new age group. He shares real life success stories of how well-known companies are hiring, motivating and retaining the Millennials.


Add to your knowledge on de-stressing your workplace and growing good leaders as I will be speaking on both subjects at the 10th Signature Customer Service and Support Professionals Conference, September 28 - October 1, 2008 in San Diego at the Loews Coronado Bay Resort.

You donıt want to miss this event! Register now so you donıt miss our Early Bird Special by registering before August 23 and saving $100! You can register at www.helpdeskconference.com <file://www.helpdeskconference.com>
or by calling 425-398-9292. Call now.the seats are going fast!


Eric Chester is well qualified to write and speak on Millennials as he has four children of both sexes who are in this age group. He is known for the Millennial focus and founded Generation Why, Inc. in 1997. Eric has worked with some amazing companies and individuals.

He takes us through what it used to be like in the workplace and what it is now (Then and Now). He calls them kidployees and we have all encountered the younger ones waiting on us in fast food restaurants, airports, and malls, anywhere entry level front line jobs are available.

Many times they don't speed up their service just because a lot of people are waiting in line. They have not been motivated to move any faster as their attitude is there's nothing in it for them if they do.

They are generally streetwise, booksmart and technosavvy. They are in demand for service and technology positions. They want better pay, "me" time,  flexibility, perks and "bennies," but most of all they want RESPECT! Don't offend them as they may retaliate and work against you.

They also want to "make a difference" so company with community projects interests them. Their jobs don't define who they are as their parent's jobs did. The Millennials were not taught work ethics, only self esteem and feeling good about themselves. Often they have been given material things their parents didn't get at their ages. This is especially true if both parents work.

Eric's book has some great advice on how to attract and hire the Millennials. He tells you to look for the Opie type as we remember him from the TV show that appeared in black and white in 1960, called The Andy Griffith Show. He was young Ron Howard, the son of the town sheriff who was Andy Griffith. Ron Howard later starred in the TV show called Happy Days as an older teenager.

By 1968 Opie took a part time frontline job as a soda jerk and learned some lessons in the process. "Opie was punctual, ambitious, respectful, polite, cheerful, honest and eager to please."

Even though that was then, there are Opies out there now. A company needs to find a way to discover them and keep them motivated to perform and stay instead of being part of the usual revolving door.

Eric points out how important it is for us to shift toward digital thinking, recognize the importance of self-expression, shift in the way the game is played and shift from the traditional work ethic. In the second half of the book he tells how these play out in the real world today. Companies are finding success with all the methods he describes. The book will open your eyes to what is possible.

In a recent Call Center Insider email article about incentives for the Millennials, there were a number of companies described that are finding huge successes with their innovative approaches.

The one that stood out to me was about Regency Blue Cross/Blue Shield of Oregon and their Real-Time Rewards incentive program.

Here is an excerpt from the Call Center Insider article that deals with this gaming generation:

"Regency Gets Real Results with Real-Time Rewards"

"Xerox isnıt the only organization using online tactics to keep agents engaged, motivated and meeting performance goals. Portland-based insurance provider Regency Blue Cross/Blue Shield of Oregon implemented an automated, online employee rewards program at its contact centers in October 2006 and
has since been reaping big benefits, including increases in agent retention and attendance, response rates to customer inquiries and agent accuracy.

³The Real-Time Rewards (RTR) program is an innovative approach to creating a workplace culture rich in employee appreciation and recognition,² says Ryan Kenney, HR director for Regency.

And he isnıt playing any games. But agents are. The RTR program leverages software from Snowfly Inc. (www.snowfly.com ), an HR consulting firm that develops customized game-based performance reward solutions for workplaces. Whenever agents achieve certain performance goals ‹ all of which focus on
improving the customer experience ‹ they are immediately rewarded with eTokens that can be used to play quick online games, each of which yields a random number of points. These points, in turn, are instantly transferred to a Visa debit card for each agent, who then can redeem their points anywhere
that accepts Visa.

The primary performance areas around which the RTR program is centered are agent attendance, schedule adherence and inquiry accuracy. The better an agent does with regard to the predetermined performance objectives in these areas, the more eTokens they receive, the more games they get to play and the more money they are able to earn. In addition to individual agent rewards, Regence also uses RTR to reward teams, subdivisions and divisions whenever they meet or exceed objectives ‹ thus fostering a sense of teamwork and camaraderie in the contact center.

So, why a game-based incentive system? That decision was sort of a no-brainer, considering the demographics of Regenceıs frontline reps, says Kenney. ³We took a look at our workforce and realized that we are dealing with a gaming generation ‹ those who like to play interactive games, be
challenged, fooled and tricked.²

Regence offers agents a wide variety of online games, and rewards are randomized (the payout may be big or small) ‹ an approach that Dan Medin, director of customer service, says helps to keep agents engaged and focused for longer periods.

The organization must be onto something: Statistical analysis of the RTR program conducted by Regence shows a direct link between participation in the program and employee retention as well as employee satisfaction.

Donıt take the studyıs word for it; just ask some of Regence's agents:

I like the fact that I can be rewarded immediately for a job well done and earn points that turn into money, says an agent at Regenceıs contact center in Portland. ³Itıs something that is tangible and not just a piece of paper.

An agent at the company's Medford, Ore., center offers similar sentiments on the program. I like that I get rewarded with more than just a pat on the back for meeting my goals. It really makes me want to keep trying harder.

While the incentive program is a big hit with most, not all agents are into playing games. Recognizing this, Regence has incorporated plenty of non-game-based peer recognition (agents recognizing each other for a job well done) and supervisor recognition (supervisors recognizing their employees) via the use of online recognition certificates. This recognition is centered around the observation of specific behaviors, says Medin, things like going the extra mile for a customer, assisting a teammate, or taking on extra accountabilities.

Multifaceted Award Scheme a Big Motivator at The Contact Centre

The truth is, there is no single incentive program that stands out at The Contact Centre in Ajman, United Arab Emirates (UAE) ‹ there are more than a half-dozen that do."


"You cannot speak that which you do not know. You cannot share that which you do not feel. You cannot translate that which you do not have. And you cannot give that which you do not possess. To give it and to share it, and for it to be effective, you first need to have it. Good communication starts
with good preparation."
-- Jim Rohn


DO YOU WANT TO IMPROVE in an area? Service? Sales?

* Motivation and growth of your people?
* Dealing with irate internal or external customers?
* Leading and Coaching your staff?

TRY our one-on-one Tele-Mentoring (phone coaching service) that is available to business owners, executives, managers, supervisors and staff members.

Call for your FREE CONSULTATION now! 800 500-9656 or 408 445-1590



Have you had an Evaluation of Your Environment lately so you could receive suggestions on improving it? (It's like the doctor's check up, you often don't know you need it, until after you've had it.)



JJ Lauderbaugh, CMC
408 445-1590 or 800 500-9656, 1716 Husted Ave., San Jose, CA 95124.

JJ works with companies that want to give exceptional customer service to increase sales, and with Directors and Call Center/Help Desk Managers who want to improve human performance.

She's an international speaker, trainer, facilitator and certified management consultant (CMC) on customer service management, specializing in performance improvement, call centers, up/cross selling and outbound

For training resources, free articles, tips and streaming video, go to our web site at http://www.JJLauderbaugh.com

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