Table 2-1.-Self-Evaluation Checklist
treating the customer as a person, and their problems as
important.
EVALUATION. Appropriate responses at the
contact point require both ability and willingness on the
part of the AK making the response. It is true that routine
tasks do not present the same motivating challenge
offered by the spectacular ones, but the overall results
maybe just as important. Perhaps what is needed is a
companion for the can do ability-a will do
determination. The checklist shown in table 2-1
provides a means of evaluating the AKs performance. It
is not intended to be used as a test with a numerical score
and a PASS/FAIL grade, but as an inventory to
determine what abilities and traits the AK now
possesses, and to point out the areas that need
improvement.
Manning the Contact Point
You must understand that the customers who come
to the contact point do not see and are not particularly
interested in the total workload. The customers see only
the response to a need. From your viewpoint, the basis
for evaluation is broader because you are aware of the
total workload and responsibilities. Upon the initial
approach of a customer, you must present a good
impression. It is in this stage where quick opinions about
a person based on speech, mannerisms, dress, and rating
are formed.
Attitude
The impressions formed by the customer are the
result of other evidence. The customer forms a mental
picture of you from the message that was unconsciously
communicated. The customer will try to visualize what
kind of person you are and how you view the job, the
rating, the Navy, and the customer and his/her problems.
The messages received by the customer consist of
positive or negative attitudes. And soon, the customer
knows how you feel. Attitudes will do just that-and
quickly. Customers can sense your attitude from your
speech and manner.
2-14