Nordstrom lived up to its service-oriented reputation this last week and it was a reminder to me about the power of simple service. Yes, I said simple! My Operations Manager, Annie, and I were looking for shirts to have our logo embroidered on for an upcoming expo and we shopped every major and not-so-major store in one of the big malls. Time after time we were advised to try another (name brand) department and each time the search for a service provider to assist us was challenging.

And then we walked into Nordstrom... oh the beauty of having someone greet you, offer to assist and walk you to the next department, if needed. The attitudes were so warm, helpful and appreciating! I just couldn’t help myself, so I asked about what I have read regarding their empowerment policy. “Is it true that Nordstrom gives employees a lot of latitude when it comes to decision-making?” The response could have been rehearsed because it was just what we have all read. “We are told to use our best judgment and call a supervisor or manager if we need help,” was the reply.

No wonder Nordstrom employees seem to walk a little taller, speak with more confidence, and appear to enjoy helping their customers. What do you do to help your team members feel confident and appreciated for their abilities?

Building confidence in team members is an important role for leaders at every level. Consider the following reminders:

• Find people doing things right and use Ken Blanchard’s one-minute praising as a way to reinforce the good behaviors. Remember you must include what they did well and how it contributes to good internal and/or external customer service. Also, share how you felt about the positive behavior. Example: “I felt proud of the way you solved that customer’s problem. I’m sure they will remember your professionalism and tell others about what you did. You are a real asset to our team.”
  
• Give team members meaningful work. The Nordstrom’s example should be a reminder about the importance of empowering employees. In doing so, we can increase their feelings of making a real contribution to the organization.
  
• Treat team members as professionals. Avoid over- riding their decisions if at all possible. If it is necessary to rethink a decision, coach them to rethink it themselves, rather then telling them what they must do. Remember that good leaders do just that—they lead people instead of managing them.
  
• And, as always, set the example for the behaviors you desire.

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