delivering outrageous customer service

Delivering Outrageous Customer Service

What Drives Outrageous Service

Outrageous Service

Service Principles

Service Behaviors

Service Culture

Service Principles

1. Make Outrageous Customer Service your Vision

The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered

with a sense of warmth, friendliness, individual pride, and Company Spirit.

To Our EmployeesWe are committed to provide our Employees a stable work

environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the

effectiveness of Southwest Airlines.

The SWA Vision

“CASH” Box

A

H

C

S

The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered

with a sense of warmth, friendliness, individual pride, and Company Spirit.

To Our EmployeesWe are committed to provide our Employees a stable work

environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the

effectiveness of Southwest Airlines.

Above all, Employees will be provided the same concern, respect, and caring

attitude within the organization that they are expected to share externally with every Southwest Customer.

The SWA Vision

Service Principles

1. Make Outrageous Customer Service your Vision

2. Hire and Train for Relational Competence

Task/People Tension

Task Tension People Tension

50%

Task/People Tension

Task Tension People Tension

95%

Building Productive Relationships

What you show the outside world, your talents, gifts

and preferences.

What‘s underneath, the skills that are less developed that you do not feel comfortable showing the outside world.

Appreciating Differences (MBTI)

ENERGY

WORKSTYLE

GATHER INFO

MAKE DECISIONSFeel

“Whatever”

Introvert

Analyze Data

Extrovert

Structure

“Gut” Intuition

Think

1. Make Outrageous Customer Service your Vision

2. Hire and Train for Relational Competence

3. Find Out What Customers Really Want

Service Principles

FIXED,

ABSOLUTE, AND

EASILY MEASURED

VARIABLE, RELEVANT, SUBJECTIVE

If you were “King/Queen” for a day, what is the one

thing that you would change?

COST

YOU

DISTINCTION

How Do You Add Value?

The “RATER” System

"RATER"The Customer’sService Criteria

ReliabilityAssuranceTangiblesEmpathyResponsive

Personal Needs

Word of Mouth Past Experience

External Communication

Perceived Service

Expected Service Perceive

dServiceQuality

• Reliability - The ability to dependably and accurately provide what is promised.

• Assurance - The knowledge displayed to customers and the ability to convey trust, competence,

and confidence.

• Tangibles - The physical appearance of facilities, equipment, and staff.

• Empathy - The degree of care and individual attention shown to customers. The warm feelings people get when doing business with the organization.

• Responsive – The willingness to promptly help customers. The “turnaround” or response time.

The “RATER” System

1. Make Outrageous Customer Service your Vision

2. Hire and Train for Relational Competence

3. Find out What Customers Really Want

4. Be a Positive Change Agent

Service Principles

The History of Change

“FUTURE SHOCK” by Alvin Toffler

800 lifetimes -- Evidence of man on earth

650 lifetimes -- Spent in caves

70 lifetimes -- Writing

6 lifetimes -- Printing

4 lifetimes -- Measurement

2 lifetimes -- Electric motor

1 lifetime -- Radio, TV, jets, space travel, computers, internet and medicine

“Continuous improvement requires change.”

The ABC’s of Change

A = Activating Event

B = Belief (unrealistic belief)

C = Consequences

D = Dispute the unrealistic belief

E = Effective/more realistic belief

Organization Change Model

“Change is inconvenient even when it’s for the better.”

Comfort Zone/ Equilibrium

Renewal

Denial/ Resistance

Confusion, Trial & Error

Change and Stress

STRESS DEFINED:

Webster: -- Constraining force or influence.

-- A physical, chemical, or emotional factor that causes bodily or mental tension and may be a factor in disease causation.

Selye: -- Wear and tear.

-- A nonspecific response of the body to any demand made upon it.

THE DEGREE OF STRESS:

Normal Stress

Dis-Stress

Eu-Stress

1. Make Outrageous Customer Service your Vision

2. Hire and Train for Relational Competence

3. Find out What Customers Really Want

4. Be a Positive Change Agent

5. Provide Customer Service Training Yearly

Service Principles

Two Things Successful People Do…

LEARN TEACH

The Learning Curve

 SUCCESS

TRIALS

Artifacts

Values

Perceptions

Visible Organizational Structures

Strategies, Goals, Philosophies

Thoughts, Feelings and Beliefs

Components of Culture

CEO

Manager

Director

Vice President

Executive

CEO

CUSTOMER

BOD

A Culture of Care

Supervisor

Southwest Airlines is a customer service company that happens to be in the transportation industry.

The level of service you give externally will only be as good as

the level you give internally.

Customer Service Focus

0% 100%

100%0%

Responsibility

Victim

Power/Influence

A Culture of Accountability

Victim Mentality at Work

0% 100%

100%0%

Responsibility

Victim

Power/Influence

A Culture of Accountability

Owner

Freedom/Success

Perceptions

Behaviors

Beliefs

Beliefs

“values”

“values”

“Influence: the art of getting someone else to do something you want done because they want to do it.”

--Dwight D. Eisenhower

Influencing Behavior

Behaviors

Perceptions

What People Notice

“The 4 Minute Sell” Research by Jane Elsa

• Skin Color• Gender• Age• Appearance• Facial Expression• Eye Contact• Body Movement• Personal Space• Touch

The Basics of Communication

Gestures ______%

Tone ______%

Words ______%

58

35

7

1. T

2. E

3. A

4. M

( Rely on )

( Skills & Abilities)

( Commitment )

( Accountability )easurement

rust

xpertise

lignment

“TEAM” Model

Team Motivation

Task People

Expertise Trust

Alignment Commitment

Measurement Accountability

Team Motivation

Relationship

Buy-in

Motivation

Team Alignment

Values

Perception

Behavior

Intentions

The Relationship Trap

• Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press.

• Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass

• Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377.

• Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press.

• Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass

• Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377.

Research Basis

Jason YoungLeadSmart, Inc.

6757 Arapaho RoadSuite 711-132

Dallas, Texas 75248877-995-2273 toll free

Email: jyoung@leadsmart.comwww.leadsmart.com

Thank You!