The leader can deliver this workshop in a few hours:  Every team member and every leader needs praise and acknowledgement. But how much? Is it 10 times a day? Is it 100 times a day? Deliver this workshop and agree how and how much! If you have a 'democracy' (psychological safety) in your workplace that allows everyone to speek and ventilate ideas and thoughts and problems - try out this praise-workshop. Here comes a plan: Start by telling everyone how important this workshop is Next - deliver this example: Ask everyone to stand up and enter the floor. Now distribute a blank A4 cardboard with two holes in top plus one meter of a string to every team member - including yourself. Ask them to fasten the cardboard on their backs. Make sure that everyone has a pen to write with. Tell them that you are all going to write praise on backs - as many as they can in 3 minutes. Be strict about time and end the exercise on time. Allow them to finish writing if they have started. Thank them a

Have this great workshop with only a quote:  Yes, quotes like this below really makes a difference. But only a small one. Very small to be honest. But this quote could be the intro to a workshop that involves all team members. If you have a 'democracy' in your workplace that allows everyone to speek and ventilate ideas and thoughts and problems - try it. Here comes a plan: Start by showing the quote. Tell your team that great customer service is essential to becoming a world class company. Ask: So what do you see when you read this quote? 10 usable statements Acknowledge every message by saying: Good point. Very accurate. I like it. Now tell them that you are all going to work with how the service culture really works in your company. The workshop must end up with 10 statements ready for use by everybody. Workshop target The target of the workshop is to find answers and actions to: This is how we like it. This is how we prefer to deliver service. This is the behaviour we must a

Your questions shape your life:  I once learned that 'The questions you ask determine the answers you get.' At that time, a whole lot occurred to me. Just think that the questioner has so many options to control the answerer and thus the answers. Ask stupid questions and you get stupid answers. Ask technical questions and you will get technical answers. Ask closed questions and you will get YES and NO answers. Ask negative questions and you will get negative answers. Example: 'How bad can our climate go?' Answer: 'Yes, it's going to go all the way.' Example: 'What's the worst that can happen?' Answer: 'That you meet 7 violent men on a dark night.' Example: 'So what, mollusk?' Answer: 'Hold the bucket you clammy cousin.' When setting up solution-oriented answers, the questions sound like this: 'How do you think we can get started with climate-friendly thinking?' 'What must each of us do to look after our country

Eradicate prejudice at work, school and places where people meet:  We are all surrounded by prejudices, attitudes and assumptions about groups of people. The prejudices assume something untrue or something unsubstantiated. Over time, the prejudices become widespread and remain unchallenged. Prejudices can be both negative and positive, such as: 'Sellers are quick to respond and lie so loudly.' 'Warehouse people are troublesome and inflexible.' 'Asian children are good at math.' 'Finnish people go with a knife.' One way to eradicate prejudices is to talk about them. It sounds very simple, but it doesn't have to be. Following this article is a link to a dialogue exercise that any manager, teacher or trainer can use when there is a need to shed light on prejudice. Imagine that all your participants talk to 1 other person for approx. 3 minutes about 1 question. It is called 'brief encounters'. First, one asks a question, which the other answers.