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How_to_Build_Extreme_Customer_Service_from_the_Inside_Out
| How to Build Extreme Customer Service from the Inside Out
“How to Build Extreme Customer Service from the Inside Out”
Marilyn Manning, Ph.D., Speaker
“Always do right. This will surprise some and astonish the
rest”, Mark Twain
“Thousands of businesses will be shaken and even shattered by
their inability to render effective customer service,” say
Davidow and Uttal, authors of Total Customer Service, The
Ultimate Weapon. Quality service is defined as, “building
customer loyalty and goodwill by exceeding expectations and
needs”.
From my observation, organizations that consistently deliver
outstanding service practice the same level of service with
employees. Inside customer service is a critical foundation
often neglected. And, building employee loyalty can pay big
dividends. A recent MCI-Gallup poll of CEO’s said they named the
most important sources for a competitive advantage is quality,
service and responsiveness. Why not begin on the inside to
insure employee and customer loyalty?
It is surprising how easy it is to take other employees for
granted. Do you and your staff always apply common courtesies to
each other? Does your team or organization have clear behavioral
expectations or an effective “code of conduct”?
At Brook Furniture Rental’s annual leadership conference, we set
the team code of conduct based on our core values: Service,
Value, Speed, and Integrity. Our team ground rules include:
Always give feedback directly to the person; never speak
negatively about another team member behind his or her back.
When employees treat each other with respect, courtesy and
goodwill, studies show that productivity and positive morale
increase. An organization working together more effectively
internally, is more skilled and consistent in external service.
When I design customer service programs for my clients, I
recommend certain steps. First identify your core values like
the leadership of Brook did. Next, have employees define
customer-centered behaviors. What behaviors do they associate
with exceptional service? For example: “listening without
interrupting,” “offering to help,” “asking enough questions to
identify the real needs and concerns.” These should be the same
behaviors we expect co-workers to use with each other.
Bob Crawford, CEO of Brook, models and coaches core values. One
value is “integrity.“ Managers and employees avoid negativity,
fix problems immediately, deliver what they promise, and follow
through. All staff spend time discussing values and expected
behaviors.
Building employee loyalty can be challenging when we have a
“difficult” person on board, someone who seems cold and
uncaring. The tendency is to treat him in an impersonal way
since he seldom responds. What if we could adjust our thinking
and see him as a customer? We’d likely be more patient and
accepting. We might see him as shy and insecure rather than
aloof. With this new frame of reference, we would probably have
more compassion.
Changing our attitude changes our response. In turn, this could
change the “difficult” person’s responses toward us. Why not
give co-workers the same consideration we give an external
customer, thus building loyalty both inside and out.
Brit ? of Arden Realty, Los Angeles, says to capture the
customer’s interest at the right time. Anticipate what they need
before they do. How powerful this would be if we also applied
this to our employees. Meet their needs and build loyalty.
In every transaction, actions happen on two levels
simultaneously. The Procedural Level, is what we do; the
mechanics of the service or the measurable objective. The
Personal Level is how we provide the service, the
inter-personal, subjective interaction. We always react to the
quality of personal treatment. Are we being seen as a valuable
person? Do we feel adequately listened to? Are we being treated
fairly? We remember the way we are treated far longer than the
mechanics of the interaction.
If we approach a counter for service, and are greeted with “Fill
this out and go over there”, we feel unwelcome. On the other
hand, if the person looks us in the eye, smiles, and says, “Good
morning. May I help you?....You will need to fill out this form
and then hand it in over there. Let me know if you have any
questions”, we feel valued. The procedure is the same, but
adding the personal touch changes our perception and makes it a
positive experience.
When our current personal needs are not recognized, the
transaction can lead to conflict. I recommend that you enter the
conversation on a personal level before doing business. This
could just be a friendly greeting or smile.
During the transaction, you can use something personal to
diffuse anger. Karis Wuerth, VP Sales in Northern CA for Brook
shows real concern if a piece of furniture arrives broken. She
might ask: “Was anyone hurt? I hope you are OK.” This allows the
customer re-focus their attention and usually diffuse any anger.
When the business is complete, there are effective ways to exit
through the personal level. The personal level is the one we
have the most control over. Practicing these skills increases
overall service consistency and team communication.
In presenting this material to hundreds of audiences, I have
witnessed a powerful change of mindsets. Employees begin to
realize they have a big impact and they have choices. They also
realize that providing extreme service not only benefits the
organization, but also themselves. Giving service makes us feel
appreciated, satisfied, energized, and renewed. When employees
actually see the benefits of extreme service, they are motivated
to go the extra mile.
Henry Luebbert, Partner of Synergy Relocations in San Ramon, CA,
advises us to come up with innovative solutions and to encourage
our employees to be creative.
Impact can happen in every point of contact. This concept,
“Moment of Truth,” was first coined by Jan Carlzon of
Scandinavia Airline Systems. At the time Carlzon became
president of SAS, it was losing $17 million per year. With his
leadership, SAS was earning $54 million within a year. He made
quality customer service paramount. He decided customer service
wasn’t just a smiling attendant, but was the culmination of
every single encounter the traveler had with the airline. He
called each encounter a “Moment of Truth”. Challenge your staff
to treat each interaction as the most important one for the
customer.
Bob Crawford says: “We intend to give that personal touch of
extreme service at every point of contact.”
Every contact has a compounding and cumulative effect. It could
be the initial phone call, or having a friendly employee at the
counter, or the service at the time of delivery. We have no way
of knowing if we are providing the critical moment of truth for
our customer.
Cherie Turner, Director of corporate housing for the Irvine
Company says: “Extreme service is a process. It’s a lot of small
things. It’s the way Brook treats me as a special individual by
meeting my unique needs.”
To make your customer service programs unique and more
effective, begin by addressing internal service and loyalty.
Seeing employees as internal customers, improving both the
procedural and personal levels of service, applying Jan
Carlzon’s “Moment of Truth”, and pointing out the benefits that
quality service has to offer employees, all increase awareness
and insure that our organizations model consistent high levels
of service and loyalty both inside and out. Keep your
competitive edge.
About the author:
Dr. Marilyn Manning is an organizational consultant specializing
in Customer Service presentations, trainings, and management
coaching. To see her articles on “Effective Meetings,”
“Teamwork”, and “Resolving conflict,” visit: www.MManning.com or
email her for copies: M@MManning.com
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