At first glance Outlook 2010 looks fairly
alien when you have been using the prior versions of Outlook.
On closer inspection, you will find that the old
capabilities and tools are still there, they just have been
The old menu is now a series of selectable
tabs that bring up different ribbon options.
There is also a “Quick Access” tool bar that is closer in
use and function to the old menu structure.
You will want to get all of the features and options on a
single page so that you can work efficiently.
Since everyone has their own way of doing thing, there is
not a single list of configurations that will fit everyone.
You must create your own list.
Once you have a list of things that you
regularly use in outlook, lets divide them into two groups.
Group “A” is things that you perform on the home view of
outlook, and Group “B” are actions and features that you use
when you have an email open.
Depending on your sophistication you may also have other
groups but as you go through the customization you will quickly
see how to fit these choices in.
First let’s briefly customize the “Quick
Access Toolbar”. We
may set it to display either above or below the ribbon.
If, you don’t see the Outlook Icon in the very top left
portion of the window, then:
Right click in an unused portion
of the Ribbon and select “Show Quick Access Bar above ribbon”
You should not see the icon.
Let’s temporarily get rid of the Ribbon:
Right click in an open area on
the Ribbon, select Minimize Ribbon
Now at the top of the window, we
should have the Quick access toolbar, and the menu line
We will now add two features to the quick
access toolbar, and following this example you will be able to
add all of the customization that you might wish.
Place the cursor over the toolbar
in the top left of the window, right click and pick customize
quick access toolbar
In the choose commands from: Pick
(you may also use any of the other categories)
“close all item” and click the add >> button
Highlight “new email” and click
the add>> button
Click OK (the window closes) and
note that you now have two additional icons in the quick access
When using Outlook in windows 7 you can
find that you have many outlook windows open.
Clicking the close all items icon will close all of the
extra windows leaving only the main Outlook window open.
This is a quick way to clean up your email windows.
Using the Ribbon – Quick Review
The ribbon is context sensitive; it changes
depending on what you have been doing.
Turn the ribbon back on
Right click over the quick access
toolbar, and uncheck minimize the ribbon
Click on the Home tab then click on the
folder tab. Note
that the contents of the ribbon changes
Double click on an email and a new window
opens and the message tab is selected; a new ribbon also is
shown. Close the email and return to the original Outlook
Customize the Ribbon
Right click over the quick access toolbar
and select customize the ribbon
In the Right most column, note that there
are entries under the main tabs, expand the Home (Mail) tab.
You will see that the Home (Mail) tab corresponds to the
ribbon when you have selected Mail on the main screen, and that
the Home tab is selected.
Note that each of the entries below Home (Mail)
corresponds to a group name in the ribbon such as new, delete,
etc. In addition if
you expand one of these entries such as “New” you will see
entries within the new group on the ribbon New Email, and New
Each of the other entries is also a ribbon
for the specific tab in the specific context.
Some tabs are not context sensitive such as View, but
always have the same contents for that tab regardless of the
window in which it appears.
Note the up/down arrows on the extreme
right of the column.
These can be used to rearrange the sequence of the groups in the
the group name, and use up/down arrow to rearrange the groups.
For example note that in the ribbon, the Find group is to
the right of the Tags group.
Highlight Tags in the list
Use the arrow key to move it
below the Find group.
Note that the Ribbon has changed and Tags
is now to the right of Find
Go back into customize the ribbon and
repeat the procedure to put the sequence back.
We can change the order of the
groups in each ribbon bar by using the up/down arrow buttons
We can uncheck a group to cause
it to be removed
We cannot modify the pre-defined
Adding customized entries
We can create additional groups
and place our own customized contents within it.
Let’s create a print option on the home
mail tab that will allow us to highlight an email in the inbox
and print it without having to open the email.
Highlight Home (Mail)
Click New Group button at the
bottom of the list
We see a New Group (Custom) has
been added to the hierarchy
Highlight this new group, select
Change the name to Special
Keeping it highlighted, use the
arrow buttons to move it to the top of the home (Mail) tab
With it still highlighted, select
print from the left column and click Add >> button
Note that the Ribbon has changed.
Use the techniques to customize the ribbon
command to readily present the options that you normally use in
each of the different contexts.
In the business world, good customer service often isn't good
enough anymore. Customers and clients are becoming increasingly
disenchanted with the merely adequate. For them, extraordinary
service is the rule, not the exception. Anything less, and they're
happy to vote with their feet and their wallets. That makes
extraordinary service necessary, not just desirable. And that, in
turn, mandates a strategy to help ensure that your business matches
that standout service standard on a daily basis.
Here are seven ideas and tips to help your business establish and
maintain an ongoing climate of service excellence.
Define what extraordinary really means.
It's an easy term to toss about, but knowing what exceptional
service entails is essential to establishing the procedures and the
mindset with which to achieve it. So, delineate what extraordinary
means â€” is it lower price? Keeping appointments on time or making
certain that telephone service reps always say "please" and "thank
you"? By knowing precisely what is merely good enough â€” and what
takes your business beyond that â€” you get a firm handle on what
you need to do to hit that goal on a consistent basis. For
1-800-Got-Junk? that means calling a customer to let them know that
the van they're expecting is going to arrive on time."We pledge to
arrive on time, in a clean shiny truck, with two friendly uniformed
drivers â€” but so can anyone. What makes us unique is our truck
crew will call the customer 15 minutes ahead of time, and let them
know we're on time," says Christopher Bennett of the Vancouver,
B.C., junk removal service. "This has a huge impact on the customer.
Calling ahead sets exceptional expectations â€” even if we're
running late, the customer appreciates the call in advance."
Ask if you're not sure.
Many companies may find it understandably difficult to genuinely
pinpoint what extraordinary service really entails. So, do some
legwork. Conduct focus groups with customers to see what they really
value. Ask your complaint department, if you have one, to identify
topics that are frequent targets of dissatisfaction. Often, you may
find extraordinary translates to a holistic grouping of issues, not
just one product or service. "Often, being extraordinary means
offering someone a truly exceptional experience," says Dr. Noelle
Nelson, author of "The Power of Appreciation in Business." "The
quality of something may be good, but it's the overall experience
that will really define customer loyalty."
Allow your people to be extraordinary.
Saying you want extraordinary service and actually carrying it
out is a tough nut without the necessary authority. One of the
biggest challenges of providing a consistently top-drawer
performance is shifting conditions â€” what's appropriate for one
customer may not work with another. . For instance, one customer may
be so dissatisfied that a partial refund may be in order. By
contrast, other customers who are a bit less peeved may be happy
with a problem solved without any sort of refund. So, allow
employees reasonable freedom of choice to read a situation and react
accordingly. For instance, Nelson suggests giving employees a
budgetary allotment which they can use, as needed, to address
refunds or other unexpected costs associated with giving customers
the benefit of the doubt. To illustrate: Southwest Airlines gives
its telephone customer service reps the authority to OK refunds if a
caller claims they didn't get the airfare they wanted. (The reps
charge their own credit cards, then later get reimbursed.)
If you run a retail business, business management tools, such as
Microsoft's Retail Management System, can be invaluable in tracking
critical data, such as what items and services are selling
particularly well. If you have that data, don't keep it a state
secret. Sharing the information with your employees lets them know
what's hitting on all cylinders. It also helps them promote these
products or services to customers. "Sharing information with others
is a really positive step," says Nelson. In other words, don't keep
critical customer information close to the vest. That holds true
with businesses other than retail. For instance, Microsoft Dynamics
Customer Relationship Management (CRM) software lets you share
valuable information about clients and customers with your entire
organization. Customer buying habits, particular needs, interests
and other data can be stored in a central location and easily
Share the commitment.
Nothing can prove more destructive to a commitment to
extraordinary service than management for whom the concept is little
more than lip service. Walk the walk by buying into that commitment
just as much as you hope your people will. Make sure you reward top
performance. Invest the time and expense in any sort of training
that may help employees carry out and maintain high performance
standards. Don't forget yourself and others in the front office.
"Make sure that training takes in everyone, not just sales,
marketing and other front line employees," says Karen Leland, author
of "Customer Service for Dummies." "Training is an important part of
creating a lifelong culture for service excellence since it helps
build an understanding of the concept of service. And that means a
top-down commitment. Leadership should set the tone for the entire
Don't expect magic overnight.
Another potential hurdle to extraordinary service is the
expectation that it's like flicking a light switch â€” on it goes,
and everything's hunky dory. Truth is, exceptional service takes
time to take hold in an organization, particularly one with an array
of people and departments. Give it enough time. Review performance
every four to six months. (Here, data from Microsoft Retail
Management Systems and other like products can be essential in
quantifying progress.) "It's essential to stay the course so you can
improve service ratings," says Elaine Berke, a Westport, Mass.,
Expect snafus and react accordingly.
The road to top notch service is not without its bumps. Don't
pretend they're not there. Rather, make them a part of the journey
by acknowledging a slip up and, in so doing, recommitting to
extraordinary performance. For example, if a customer receives the
wrong item, don't stop at making sure they get the right one. Let
the customer know that you're sorry for the mistake and build their
confidence that it won't happen again. "Build customer loyalty, not
just satisfaction," says Berke. "When you apologize for problems and
really listen, you build a relationship."