EVALUATION

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