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Your  Appearance
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Personnelman 3 & 2 - Military manual for government personnel administration
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State of Mind
If your appearance or the appearance of your office tells the customer that you do not care about yourself or  your  office,  then  the  customer  has  a  legitimate reason for believing that the service you provide will show the same lack of concern. You should be a neat and  organized  individual  ! Your Attitude as Customer Service Representative We discussed attitude earlier, and it is so important in  providing  good  customer  service  that  we  must reemphasize it once again. The impression being formed by the customer is also  the  result  of  other  evidence.  The  customer  forms a mental picture of you from the messages you un- consciously communicate—what kind of person you are and how you view your job, your rating, the Navy, the customer, and the customer’s problem. These mes- sages  consist  of  positive  or  negative  attitudes  such  as the  following. NEGATIVE ATTITUDES POSITIVE ATITUDES “I wish I could get out of this rat race.” “They treat me like a servant.” “I’m tired of this little dinky job.” “These dumb kids don’t know what they  want,” “I  perform  an  important function by providing needed services.” “I know we have a lot of work to do, but I am a member of the same team and I must do my fair  share.” “This routine job is boring at times, nevertheless it is an important job and I will do it to the best of my ability.” “Because of their inex- perience, these young customers rely on me for assistance.” “Don’t bother me!” “May I be of assistance to you?” The customer will soon know how you feel, and you will not have to express your feelings in words. Just as in figure 1-7, your attitude will speak for itself. Your attitude toward your customers is closely related to  your  attitude  toward  your  job.  Your  customers  will quickly sense your attitude from your speech and the manner  in  which  you  conduct  yourself. What  is  your  attitude  toward  your  rating  or  your present duties? What would be the result if no one else were doing your job? Regardless of how you answered these  questions,  you  have  certainly  communicated your attitude to your customers. If you have a negative attitude toward your job, have you stopped to think and ask yourself why? It is not unusual for a person to feel that an assignment is a treadmill at times, but something can be done about it. Is the job that you have not enough to keep you busy? Do you have too much time on your hands? If this is the case, this gives you an opportunity to study for advancement,   or   prepare   yourself   for   a   more challenging position in your office. Even with today’s manpower shortages, there is even a greater shortage of people who are willing to do more than just the bare minimum. Be a dedicated individual and do not just do what is expected of you. You should do more! Your dedication and your efforts will  eventually  be  recognized  in  the  form  of  good evaluations, letters of appreciation, and other awards. You  will  also  feel  a  sense  of  accomplishment  and satisfaction for doing more than just your share. Individuals  in  positions  of  authority  do  recognize hardworking  and  dedicated  individuals.  You  may  not believe  that  because  you  are  probably  saying  to yourself,  “I  have  worked  very  hard  and  consider myself one of the more dedicated PNs in the office, and I have yet to receive any recognition.” But you must  be  patient  because  your  supervisors  will eventually   recognize   your   efforts.   The   Navy appreciates  your  hard  work  and  dedication.  Keep  up the good work! ANALYZING THE CUSTOMER We  have  been  analyzing  your  actions  as  the customer service representative so that you may see some reasons, within yourself, why you may not be providing as good a service as you are expected to do. To do this, we have assumed that the customer was in a good mood, had trust in your ability, and was willing to accept your solution. This is not always the case. There are several factors that often stand between you  and  the  customer.  They  can  complicate  the customer’s  problem  and  your  efforts  to  provide  a solution. In the following paragraphs, we will take a look at some of these barriers. 1-12

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