leading the customer experience - ms sarah cook

LeadingtheCustomerExperience

LeadingtheCustomerExperienceInspirationalServiceLeadershipSARAHCOOK

©SarahCook2015

Allrightsreserved.Nopartofthispublicationmaybereproduced,storedinaretrievalsystemortransmittedinanyformorbyanymeans,electronic,mechanical,photocopying,recordingorotherwisewithoutthepriorpermissionofthepublisher.

SarahCookhasassertedherrightundertheCopyright,DesignsandPatentsAct,1988,tobeidentifiedastheauthorofthiswork.

PublishedbyGowerPublishingLimitedWeyCourtEastUnionRoadFarnhamSurrey,GU97PTEngland

GowerPublishingCompany110CherryStreetSuite3-1Burlington,VT05401-3818USA

www.gowerpublishing.com

BritishLibraryCataloguinginPublicationDataAcataloguerecordforthisbookisavailablefromtheBritishLibrary

LibraryofCongressCataloging-in-PublicationData

Cook,Sarah,1955-

Leadingthecustomerexperience:inspirationalserviceleadership/bySarahCook.

pagescm

Includesbibliographicalreferencesandindex.

ISBN978-1-4724-4769-2(hardback)—ISBN978-1-4724-4770-8(ebook)—ISBN978-1-4724-4771-5(epub)1.Customerservices.2.Leadership.3.Customerrelations.I.Title.

HF5415.5.C663552015

658.8’12—dc23

2015005298

ISBN:9781472447692(hbk)ISBN:9781472447708(ebk-ePDF)ISBN:9781472447715(ebk-ePUB)

Contents

ListofFigures

Acknowledgements

Preface

1WhyDoesLeadershipMatterWhenitComestoCustomerExperience?

2QualitiesandActionsoftheCustomer-focusedLeader

3CustomerInsightsandPriorities

4RecruitingforAttitude,TrainingforExcellence

5MotivatingandEmpoweringYourPeople

6CommunicationandPraise

7ImproveandInnovate

8ConsistentlyConsistent

Bibliography

ListofFigures

1.1Reputation

1.2TheServicePyramid

1.3Service-ProfitChain

1.4DiscretionaryEffort

1.5TheBuildingBlocksofEngagement

2.1LeadingVersusManaging

2.2CustomerLeadershipQualities:Respect,Humility,Connection,CareandLearning

2.3HumilitySelf-assessment

2.4ScoreSheet

2.5RoleModelCustomer-centricity

2.6AssessYourCustomerBehaviours

4.1AssessYourApproachtoRecruitment,InductionandServiceDevelopment

5.1EnergyandAttitudeModel

5.2ImpactontheTeamofDifferentDegreesofSupportandChallenge

5.3SupportandChallengeModel

5.4BuildinganEmpoweringCulture

5.5MotivationSelf-assessment

5.6MotivationScoring

5.7MotivationSelf-evaluationProfile

6.1CommunicationChecklist

7.1ImportanceVersusSatisfaction

7.2TheMacroandMicroEnvironment

7.3PESTELExercise

7.4AnalyseYourMarketplace

8.1CustomerOrientationCultureAudit

Acknowledgements

VeryspecialthankstomycolleagueandfriendHilaryColdicottwhohashelpedmecompilemuchofthematerialinthisbook.Icouldnothavedoneitwithoutyou.

AlsotomyfriendSteveMacaulayfromCranfieldSchoolofManagementwithwhomIhavewrittenmanyarticlesoncustomerexperienceovertheyearsandwhosharesmypassionforcustomerexcellence.

Preface

HelloandwelcometoLeadingtheCustomerExperience.Thankyouforchoosingtoreadthisbookandtojointhecommunityofpractitionerswhorecognizetheimportanceofleadershipindeliveringexceptionalservice.

Mostorganization’sstrategicaimsandgoalscentreonretainingandgainingcustomersviathedeliveryofanexcellentcustomerexperience.Weknowthatloyalcustomersnotonlykeepbuyingfromacompanybutalsorecommendthebusinesstoothers.

Havingworkedinthefieldofcustomerexperienceforsometime,itisclearthatmanagersandleadersthroughoutanorganizationhaveakeyinfluenceontheexperiencethatcustomersreceive.Howleadersbehavehasadirectimpactontheirteammember’smotivationtogotheextramiletodeliverexcellentserviceforthecustomerandtheextenttowhichtheyfeelempoweredtomaketherightdecisionforthecustomer.

MyvisionforLeadingtheCustomerExperienceistoprovidepracticaladvice,toolsandtechniquesformanagersinhowtoeffectivelyleadandmotivatetheirteamtodeliverthebestpossiblecustomerexperience.

Therehasbeenmuchwrittenaroundthetopicofleadership,butlittleifanythingspecificallyaboutleadershipinaserviceorganization.AtTheStairwayConsultancywespecializeincustomerandemployeeengagement.Wehaveextensivelyresearchedthebehavioursofleaderswhosuccessfullycreateanenvironmentwhereemployeesdeliverexceptionalservice.ThisbookencapsulatestheworkmyselfandTheStairwayConsultancyteamhaveundertakengloballyoveranumberyearsaroundthepracticalitiesofhowleadersrole-modelcustomer-centricity.

Myintentionistoprovideapragmaticandbusiness-focusedapproachtothetopicusingpracticalexamples,casestudiesandresearchabouthowtoeffectivelyleadandengenderanorganizationalculturethatiscustomer-focused.Wehaveincludedchecklistsandrecommendedactionsasguidesattheendofeachchapter.Thesewillhelpyouassessyourownleadershipbehavioursandapplyideas,toolsandtechniquestofacilitatethedeliveryofexceptionalserviceinyourorganization.

SarahCook

TheStairwayConsultancysarah@thestairway.co.uk

Chapter1WhyDoesLeadershipMatterWhenitComestoCustomer

Experience?

Inthisintroductorychapterwelookat:

•Whatisexceptionalcustomerexperience?

•Theincreasingpowerofthecustomer

•Thebenefitsofdeliveringexceptionalservice

•Employeeengagementandcustomerengagement

•Theroleleadersplayincreatingacustomer-focusedenvironment

Youwillfindtipsandideas,self-assessmentsandcheckliststhroughoutthisbooktohelpyoureflectanddevelopyourandothers’roleasacustomerleader.Attheendofeachchaptertherearealsosuggestedactionsyoucantakeasaleaderbasedonthekeylearningpoints.

ExceptionalCustomerExperienceandCustomerEngagementThinkofatimewhenyouhavebeenimpressedbytheserviceyouhavereceivedfromanorganization.Itcouldbeonline,face-to-faceoronthephone.Chancesarethatyoucanrecallanexceptionalcustomerexperience.Youprobablyalsocanrememberjustasvividly,ifnotmore,apoorexperiencewhereyourexpectationswerenotmet.Thewayourbrainworksmeansthatwehaveatendencytomorelikelyrememberthenegativesratherthanthepositives.Infactforeveryonenegativeexperience,weneed12positivecustomerexperiencesforthenegativetofadeaway.

Ascustomerswebuybasedonemotionsaswellaslogic.Themorewereceiveexceptionalserviceasacustomerofanorganization,themorewebecomeemotionallyengagedwiththebrand.Customerengagementisnotsomethingthathappensbychance,butisratheranoutcomeofanexceptionalanddifferentiatedcustomerexperience.

Engagedcustomersareloyaltoabusinessandcustomerloyaltyhaslongbeenlinkedtoprofitabilityandgrowth.Engagedcustomersbuymorefromacompany,lesseningthecosttoserve.Iftheylikewhatyoudo,they’lltalkaboutit.They’llrecommendyourservice.Nothingismorepowerfulandauthenticthanapeerreferralorword-of-mouthmarketing.Engagedcustomersarepassionateabouttheorganization.Theylovewhatyoudoandthey’llprovidefreepeer-to-peeradvertisingtomakesureit’sknown.Customerengagementimprovesyourbusinessrevenues,opportunityforgrowth,yourreputationandcustomerlifetimevalue.

THEWAYCUSTOMERSINTERACTWITHORGANIZATIONSHASCHANGED

However,drivinghighlevelsofcustomerengagementhasbecomeincreasinglymorechallengingasthewaycustomersinteractwithbusinesseschanges.Fiftyyearsagomostorganizationsadoptedanindustrializedapproachtocustomerinteraction:

•Centralizeddecisionmakersanticipatedandshapedcustomers’needs

•Organizationstreatedpeopleaspassiveconsumers

•Detaileddemandforecastscarefullyscriptedtheactionsorganizationshadwithconsumers

•Businessesfocusedonpushingproducttolarge,looselydefinedcustomersegments

•Theapproachmanybusinessestooktotheircustomerswas:‘Weknowbetterthanyoudoaboutwhatyouneed,’

Fast-forwardtotoday.Businesseshaveexperiencedabigshiftfrom‘push’product-centredmarketingtocustomerstoa‘pull’approachwhichneedstobefarmorecustomer-centric.Thishasbeenbroughtaboutbyfactorssuchas:

•Therevolutionindigitalinfrastructurewhichhasimprovedprocessingpower,storageanddatatransport,cloudcomputingandmobileInternetaccess

•Governmentliberalizationacrosscountriesandderegulation

•Theeconomicshift–enhancedtechnologyhasreducedbarrierstoentry,makingitmucheasierforcustomerstofindinformationandswitchsuppliers

•Changingworklifepatternsandgreateruseoftabletsandmobilephoneswhichmeanthatcustomersarenowconnected24hoursadayandrequireconstantaccesstoinformation

•Widerchoiceofcommunicationchannelsfromwebchattovideophones,whichmeansthatcustomerswanttointeractwithbusinessesindifferentways.

•Informedbuyersnowtakingcontrolofthesalescycle

•Consumerizationofbusiness-to-businessmarketsviaincreasingcustomerpower.

Theold-fashioned‘push’approachisonewhereorganizationstrytoputproductandservicesinfrontofcustomerswhomayormaynothaveknowledgeofacompanyorrealizetheyhaveaparticularneed,inanattempttocreatedemand.

Withtheadventofthedigitalageandsocialmedia,the‘pull’approachensuresthatcustomersknowwhobusinessesaresowhentheyhaveaneedtheyknowwheretogotosatisfythatneed.Thismeansthatorganizationsmustcreateadvocatesfortheirbrandsbecausethebuyingdecisionitselfisoftendrivenbytheopinionsofothercustomers,ratherthanwhattheorganizationsaysaboutitself:

•ArecentsurveyforConsumerFocusfoundthatmorethan62percentofconsumerstrustwhatotherconsumerstellthemmorethanwhatcompaniessay

•ResearchbyBTandAvayafoundthat51percenttrusttheadviceonreviewsitesmorethananorganization’sofficialwebsite

•ResearchfromtheUSAbyNielsenfoundthat68percentofsocialmediausersgotosocialnetworkingsitestoreadconsumerfeedbackonproductsandservices,withoverhalfusingthesesitestoprovideproductfeedback,bothpositiveandnegative.Nielsenresearchalsofoundthat‘recommendationsfrompersonalacquaintancesoropinionspostedbyconsumersonlinearethemosttrustedformsofadvertising’

•A2013surveyofInternetusersinBritainbyReevoofoundthat88percentofconsumersconsultreviewswhenmakingapurchase,and60percentsaidtheyweremorelikelytopurchasefromasitethathascustomerreviews.

Sothecustomerismoreinchargeofthebuyingprocessthaneverbefore.Thisphenomenonisjustasprevalentinthebusiness-to-businesssectorasthebusiness-to-consumer.ResearchbySiriusintheUKin2013foundthatbusinessconsumersweretypically57percentofthewaythroughtheirpurchaseprocessbeforetheycontactedsuppliers.Thesameresearchfoundthat45percentofbusinessconsumershadalreadyconsultedtheInternetbeforespeakingtothepotentialsupplier,24percenthadspokentoteammembersandcolleaguesaboutsupplieroptions,21percenthaddiscussedoptionswithapeerand11percenthadaccessedonlinecommunitiesforreviews.

Reputationandtrustthereforehavebecomefarmoreimportantinthecustomer’smind,ashasthepowerofgreatservice.AsillustratedinFigure1.1,furtherresearchbySiriusin2013foundthatbrandreputationwasdriven40percentbytheproductandprice,20percentviathequalityoftheprocessesusedtointeractwiththeorganizationand40percentviathequalityoftheservicetheconsumerreceives.

Figure1.1Reputation

THECHALLENGEOFCREATINGCUSTOMERADVOCACY

Soservicequalityisplayinganincreasinglyimportantroleinthecustomer’seyes.Theissueformanybusinessesisthatresearchshowsthatwhile80percentbelievetheyaredeliveringagreatservice,only8percentoftheircustomerswouldagree.Paradoxicallyourexperienceshowsthatthelargerandmoreseeminglysuccessfulabusinessis,themoreremoteitbecomesfromitscustomersandthelessagileandlessempoweredemployeesaretoanticipateandrespondtocustomerneeds.Atthetimeofwriting(April2015),supermarketchainTescoappearstobeanexampleofalargecorporatethathaslostitswaywhenitcomestocustomerexperience.

AUTHENTICSERVICE

Thebestcustomerengagementexperiencefeelsauthenticforeachcustomerbutnotinaone-size-fits-allfashion.Customersvalueapersonalandindividualizedservicethatistailoredtotheirneeds.Theirdegreeofengagementisdeterminedbythetotalsumoftheexperiencestheyhavewiththeorganization–ateachtouchpointandviawhateverchanneltheychose.

Customerengagementisalsodrivenbyconsistentservice.Soforexample,intheUKthetelephoneandonlinebankingorganization,FirstDirect,consistentlytopsthepollsforcustomersatisfactionandretentionyearafteryearwithinthefinancialservicessector,asthelevelsofserviceitprovidesremainconstantlyhighineverycustomerinteraction,irrespectiveofchannel.

Inordertodeliverexceptionalserviceanorganizationneedstoprovideaconsistentserviceatthreelevels,asillustratedinFigure1.2.

Figure1.2TheServicePyramid

GETTINGTHEBASICSRIGHT

Asaserviceprovider,youdonotpass‘Go’inthecustomer’seyesunlessyoudeliverthebasicrequirementsoftheservice.Thebasicswillbedifferentforeachtypeoforganization.Foranonlineretailerthebasicrequirementsofthecustomermaybeeasyaccesstothesite,theabilitytoeasilynavigatethesiteandbeingabletoordergoodsandservicesinaspeedyandhassle-freemanner.Forarestaurantorvisitorattractionthebasicsmaybeclearsignage,easyparking,accesstocleantoiletfacilities,awarmwelcomeetc.

Oftenthebasicelementsofaservicearethe‘hygiene’factorsthatyourbusinessneedstogetrightinordertocreateapositiveexperience.Theycanbeamixtureofphysicalandmaterialelementssuchasproductmerchandisingandopeninghours,aswellasthingsserviceemployeesdopersonallysuchaswearauniformand/ormeetandgreetcustomersinafriendlymanner.

Thebasicsdon’tnecessarilyequatetoincreasesinsatisfactionwhendonewell,buttheyinvariablyleadtocomplaintsanddissatisfactionwhendonepoorly.Ifanorganizationdoesnotsucceedatgettingthebasicsrightthenthechancesarethatcustomersarelikelytobecomedetractorsoftheorganizationandthelevelsofcomplaintswillrise.Sothetrickistodothebasicsbrilliantly.

SATISFYINGTHECUSTOMER’SNEEDS

Thenextlevelofservicecentresonsatisfyingthecustomer’sneeds.Forexampleacustomermayneedtohavetheircarserviced:wastheservicecarriedoutefficiently,ontimeandwithintheanticipatedcosts?Didtheserviceorganizationmeettherequirementsthatareimportanttothecustomerwithminimaleffort?Anexampleforatrainservicecouldbewhetherthetrainranontime,whetherstaffprovidedrelevantinformationduringthejourneyandtheavailabilityofstaffatthestation.

Customerrequirementsinthisareagenerallyrelatetoefficiency,reliability,quality,accuracy,knowledgeandresponsiveness.Thesefactorshelptheserviceorganizationmeetcustomers’requirements.However,theyarenotfactorswhichwilldifferentiatetheexperienceinawaythataddsvaluetothecustomerandgivesthemsomethingtheydon’tthinkthey’llgetelsewhere.Theyarenotfactorswhichexciteordelightthecustomer.

DELIVERINGEXCEPTIONALSERVICE

Themajorityofcustomerexperiencesfallintothe‘satisfied’category.Thecustomerhasreceivedtheservicetheywereexpectingandtheythinknomoreaboutit.Theexperiencedoesnotengenderloyaltytotheorganizationandasaconsequencethesatisfiedcustomerisunfaithful:theyarejustaslikelytouseothersimilarproductsandservicesthatyourcompetitorsprovide,andlesslikelythanhighlyengagedcustomerstorepeatbuyyourproduct,toincreasetheiraveragetransactionvalueandtorecommendyourservice.

Bygoingaboveandbeyondwhatisexpectedbythecustomer,anorganizationcanenhancethelevelofengagementthatthecustomerfeelstowardsthebrand.Engagementgoesbeyondsatisfaction.Itisfundamentallyaboutanemotionalconnectionthecustomerfeelstoabusinessorabrand.Whencustomersbecomeemotionallyengagedtheyarepassionateabouttheorganization;theybecomeadvocatesandpromotersforthebrand.

Successfulserviceorganizationscreatecustomeradvocacyinthreeways:

1.Personalizedservice:Theyofferatailored,personalservicethatrecognizesindividualpreferencesandprovidesthecustomerwithchoicesrelatedtotheirneeds.AnexampleofthisishowonlineretailerAmazonhascreatedadvocacyviaitsonlineservice,rememberingtheproductscustomershaveboughtinthepastandmakingiteasytodobusinessviaitsone-clickoption.ManyorganizationssuchascarretailerBMWrememberthepersonalpreferencesofitscustomerssothattheycanindividualizetheservicetoeachcustomer.

2.Aboveandbeyondservice:theyprovidemorethanthecustomerexpects–eitherintermsofthelittleextrasitmayprovidethecustomer,suchasacarryoutservicetothecar,athoughtfulunexpectedadditiontotheproductorservice,ormostlikely,whereservicepersonneltakethetimetohelpthecustomerinwaysthatareunexpected.Therearemanyexamplesofthis,rangingfromthebankclerkwhotakesresponsibilitytopersonallyvisitahouseboundelderlycustomerwiththeformssheneedstosignratherthanthecustomerhavingtocomeintothebank,totheairlinerepresentativewhoofferstopostaletterontheirreturntothecountryoforiginonbehalfofacustomerwhohasforgottentosendoffanimportantdocument.

3.Servicerecovery:organizationswithhighlyengagedcustomerstakecomplaintsseriouslyandrealizethepowerofeffectiveservicerecovery.Thismeansensuring

thatcomplaintsaredealtwithspeedily,makingiteasytocomplainandgivingthecustomerthebenefitofthedoubt.(Researchfrommycompany,TheStairwayConsultancyshowsthatthelongerthecustomerhastowaitfortheircomplainttoberesolved,thelesslikelytheyaretobehappywiththeresolution.GlobalresearchcompanyTARPhasfoundthatacustomerwhocomplainsandwhosecomplaintisdealtwithwellismorelikelytoremainloyaltotheorganizationthanthosecustomerswhodonotcomplainatall(91percentloyaltyversus87percentloyaltyfornon-complainingcustomers).

Thesethreedriversofcustomerengagementarenotaboutwhatisbeingdone,theyareratheraboutthewayitisdoneandhowthisdifferentiatestheorganizationandbuildssustainablecompetitiveadvantage.

SoWhatistheResultofExceptionalService?Ifyouoryourcolleaguesstillremainunconvincedoftheneedtotakealeadwhenitcomestocustomerengagement,hereissomeempiricalresearchwhichsetsoutmorereasonswhy.Evidencepointstoincreasedlevelsofprofitabilityandorganizationalgrowthwhencompaniesdowellbytheircustomers.AsIhaveoutlinedearlier,theyarerewardedbyrepeatbusiness,lowerpriceelasticity,higherrepeatbusiness,morecross-sellingopportunitiesandgreatermarketingefficiency.Studiesinthepast20yearsindicatethatthehealthofabusiness’scustomerrelationshipsisarelevantindicatoroftheirperformance.Thisisirrespectiveofwhetheryourorganizationisintheprivate,publicorthirdsector,whetheryouareinthebusiness-to-businessorbusiness-to-consumersector.

Highlevelsofcustomersatisfactioncanreducecostsrelatedtowarranties,complaints,defectivegoodsandservicecosts.Otherevidencealsosuggeststhatifacustomerperceivestheyarereceivingsuperiorquality,thecompanyreceiveswithhighereconomicreturns.CustomerCenteredSixSigma:LinkingCustomers,ProcessImprovement,AndFinancialResults,astudyconductedinIBMRochesterbyNaumannandHoisington(2001)foundpositiveassociationsbetweenemployeesatisfaction,customersatisfaction,marketshare,andproductivity.

IntheirseminalbookTheServiceProfitChain(1997)Heskett,SasserandSchlesingercitecase-basedresearchstudiesthatdemonstratethatcustomersatisfactionispositivelyassociatedwithemployeeloyalty,costcompetitiveness,profitableperformance,andlong-termgrowth.Theirpremiseisthat:

•Profitandgrowtharestimulatedprimarilybycustomerloyalty

•Loyaltyisadirectresultofcustomersatisfaction

•Satisfactionislargelyinfluencedbytheperceivedvalueofservicesprovidedtocustomers

•Valueiscreatedbysatisfied,loyal,andproductiveemployees

•Employeesatisfaction,inturn,resultsprimarilyfromhigh-qualitysupportservicesandpoliciesthatenableemployeestodeliverresultstocustomers.

Theservice–profitchain(asillustratedinFigure1.3)isalsodefinedbyaspecialkindofleadershipthatemphasizestheimportanceofeachemployeeandcustomer.I’lldiscuss

thisinmoredetaillater.

Theservice–profitchainresearchsuggeststhatcustomerloyaltyisthekeydeterminantofprofitability.Thesameresearchsuggestedthata5percentimprovementincustomerloyaltyresultsina25to85percentimprovementinprofits.Inastudyoftherelationshipbetweencustomersatisfactionandshareholderreturn,Anderson,Fornell,andMazvancheryl’sarticleCustomerSatisfactionandShareholderValue(2004)alsofoundastrongrelationshipbetweencustomersatisfactionandshareholdervalue.Sodeliveringexcellentservicemakessoundeconomicsense;italsohasapositiveimpactforemployees.

Figure1.3Service-ProfitChain

TheBenefitsofExcellentServicetotheEmployeeOrganizationswithastrongcustomerethicaremorelikelytohaveengagedemployees.Whenanorganizationembracescustomer-centricityandthisbecomespartoftheculture,chancesarethisproducesahealthierandmoremotivationalworkenvironmentforemployees.Whyisthis?

Organizationswithacustomer-centricculturearemorelikelytolistentotheirexternalcustomersandtheiremployees.Theenvironmentislikelytobemoreinnovativeandproductivebecauseitsonewhereemployeesfeelencouragedtogiveoftheirbest.Theygetabuzzfromservingthecustomerandtheirideasandsuggestionsforimprovementareactivelysought,respectedandimplemented.

ServiceExcellenceandEmployeeEngagementEmployeeengagementhastodaybecometheholygrailofcustomerexperiencebecauseithasbeenshownthatcustomerswhoscorethehighestincustomerengagementmeasureshaveexperiencedaservicedeliveredbyemployeeswhointurnarehighlyengagedwiththeirbusiness.

InastudycalledLinkingPeopleMeasurestoStrategybyTheConferenceBoardemployees’customerserviceproductivityscoresandtheiremployeeengagementscoreshadacorrelationof0.51.Inotherwords,engagedemployeesaremorelikelytodeliverexcellentservice.GlobalresearchorganizationGallupcorroboratedthisfactin2013initsmetaanalysisTheRelationshipBetweenEngagementatWorkandOrganizationalOutcomeswhenitfoundthatbusinesseswhoareratedbycustomersasaboveaverageintermsofcustomerexperiencehave75percentoftheiremployeeswhoarehighlyormoderatelyengaged.Thisiscomparedto34percentengagementlevelsinorganizationswhichcustomersrateaverageorbelow.

Otherevidencealsopointstotheimportanceofemployeeengagement:

•Astudyof23,910businessunitscomparedtopquartileandbottomquartileengagementscoresandfoundthatthoseinthetopquartileaveraged12percenthigherprofitability.(TheRelationshipBetweenEngagementatWorkandOrganizationalOutcomes)

•5percentincreaseintotalemployeeengagementcorrelatestoa0.7percentincreaseinoperatingmargin(EuropeanTalentSurvey:ReconnectingwithEmployees:Attracting,Retaining,andEngaging,TowersPerrin).

•Teamsclassifiedasinthe‘highperformancezoneforengagement’hada37percentNetPromoterScore(NPS)versus10percentNetPromoterScore(NPS)forteams‘outsideofthehighperformancezoneforengagement’(AonHewittEuropeanManagerSurvey).

•Highlyengagedemployeeswere87percentlesslikelytoleavetheircompaniesthantheirdisengagedcounterparts(DrivingPerformanceandRetentionthroughEmployeeEngagement).

Studyof89companiescomparedtopquartileandbottomquartileengagementscoresandfoundthatthoseinthetopquartilehad2.6timeshigherearningspershare(EPS)thanthatofthebelow-averagescoresInvestorsTakeNote:EngagementBoostsEarningsDiscretionaryEffort

Let’snowconsiderhowcustomerengagementisdrivenbyemployeeengagement.Therearemanydefinitionsofemployeeengagement:

•‘Anemployee’sdrivetousealltheiringenuityandresourcesforthebenefitofthecompany’

•‘Aligningcorporateagendaswithpersonalmotivation’

•‘Commitmenttokeepthebrandpromise’

•‘Loyalty–toacompany,abrandoracustomer’

•‘Takingyourpeoplewithyou’

Mypreferreddefinitionis‘harnessingdiscretionaryeffort’.Thisisbecauseitimpliesthatemployeeshaveachoiceinhowtheybehaveandwhethertheygooutoftheirwaytodeliver‘aboveandbeyond’.

Takeorganizationsthatconstantlyfeatureastopoftheirgameforcustomerexperience.ForexampleintheUK,employee-owneddepartmentstoreJohnLewisisoftencited.I’vecertainlyalwaysexperiencedgoodserviceinJohnLewisandconsequentlyalwayspromotetheirstores.ThelasttimeIwentintopurchasesomecurtains,thepartnerIspoketowasknowledgeableandhelpful.Shetookthetimetolistenandexplainthedifferentoptionsandencouragedmetotakehomesomesamplesfreeofchargetotest.WhenIwentbackinstorethepartnerrecognizedmeanddiscussedmypreferences,shewaspersonableandindividualizedtheservicetomyneeds.Thepartnerleftmewiththeimpressionthatnothingwastoomuchtroubleandshewentaboveandbeyondtoexceedmyexpectations.

AtthetopoftheservicepyramidIreferredtoearlier,weseethattoprovideanexceptionalcustomerexperienceinvolvesthedeliveryofeitherapersonalizedservice,anaboveandbeyondserviceoreffectiveservicerecovery.Thisdeliveryisdependentonhavinghighlyengagedandempoweredemployeeswhohavetheenergyandthewillingnesstohelpthecustomer.Thedifferencebetweenateammemberdeliveringexceptionalversussatisfactoryserviceisthedegreetowhichtheydecidetoexpenddiscretionaryeffort.Thisisthecruxofexceptionalservice.Areemployeescommittedandwillingtogotheextramileforthecustomeranddotheyhavetheenergyanddrivetoseethisthrough?

Asacustomeryoucanbedealtwithinasimilarservicesituationbytwodifferentpeopleandexperiencetwodifferentcustomerinteractions.Theattitudeandapproachofeachofthetwoserviceproviderswillvaryaccordingtowhethereachindividualchosestodeliverstandard,satisfactoryserviceortogoaboveandbeyond.Thisistheirpersonalchoiceanddiscretion.Anorganizationcannotmandatethatthisshouldhappen(thoughsomecommandandcontrol-typebusinessesunsuccessfullydo).Itisuptotheemployeewhethertheymaketheefforttopersonalisetheservice,togoaboveandbeyondand/ortodeliverexemplaryservicerecovery.

Figure1.4DiscretionaryEffort

HOWDOLEADERSCREATEENGAGEMENT?

Thereareanumberoffactorsthatdefineengagementsuchascommitmenttotheorganization,jobsatisfaction,workeffortanddeliveringoptimumperformance.Thiscanbeseenasaninternalstateofbeingwherepeoplefeelvaluedandhaveapassionfordeliveringexceptionalservice.

TheCharteredInstituteofPersonnelDevelopmentintheUKstatestherearethreedimensionstoemployeeengagement:

•Intellectualengagement–thinkinghardaboutthejobandhowtodoitbetter

•Affectiveengagement–feelingpositivelyaboutdoingagoodjob

•Socialengagement–activelytakingopportunitiestodiscusswork-relatedimprovementswithothersatwork.

Sowhatencouragesemployeestogotheextramile?Somesaythatitisamatterofrecruitmentandtraining.Peoplewhoareemployedwithapositiveattitudeandhighenergyandhavethetrainingtheyneedtodothejobwellaremostlikelytogotheextramile.Weagreethatrecruitinghigh-octanepeopleisimportantandtrainingthemwellisessential,butwehaveseenexamplesofemployeeswhodisplayedacustomer-focusedattitudeandapproachondayonewithacompany,butsixmonthslaterareeithercynicalorwithdrawnoroverloadedwithworkandfindingitdifficulttodeliveragreatservice.

OtherpeoplesaythatexcellentservicecompaniessuchasonlineshoeretailerZapposintheUSandJohnLewisintheUKwereoriginallycreatedasbusinesseswithacustomer-centricitythatunderpinsalltheiractions.Therefore,theargumentgoes,itisnotpossibletocreateacustomerfocusinwell-establishedorganizationthatdidnothavethisremitoninceptionandyetneedtochangetheirorganizationalculture.

Webelievethatorganizationscanchangeandbecomemorecustomerorientated.Figure1.5illustratestheessentialfourfactorswhichinourexperienceinadditiontorecruitmentandtraininganddevelopment,encouragehighlevelsofemployeeengagementandhencecustomerengagement.

Figure1.5TheBuildingBlocksofEngagement

Inadditiontorecruitment,traininganddevelopment,thebuildingblocksare:

1.Freedomandaccountability:empowermentisacommonfactorinthosebusinesseswhicharecustomer-centric.TakeluxuryhotelchainRitzCarltonforexample.orlogisticscompanyFedEx.Boththeseorganizationsgivetheirfrontlinestaffabsolutediscretiontodealwithcustomerissuesandproblemsthatarisethatas

theyseeappropriate.Boththeseorganizationsprovidealargemonetaryallowancetoeachemployee(over£1000inthecaseofRitzCarlton)tomakeitrightforthecustomerattheemployee’sdiscretionwithoutreferraltoothers.Itisveryrarethattheemployeeusesthefullamountofmoneythattheyhaveavailable,butthefactthattheyhavethefreedomtodosowithoutreferralisempowering,atthesametimeasholdingtheemployeeaccountablefortheresolutionofthecustomer’sproblem.

2.Simplification:makingitsimpleforemployeestodealwiththecustomerandforthecustomertotransactwiththeorganizationwiththeminimumofeffort.Manyorganizationsnowmeasurecustomereffortandcanshowaclearcorrelationbetweenhowsimpletheymakeitforcustomerstodobusinesswiththemandhighlevelsofcustomersatisfaction.AnexampleofsimplicityaswellaspersonalisationisAmazon’soneclickfacilityonline.GeneralinsurancecompanyLV=hasfoundthatascoreof2.5outof10forcustomereffort(e.g.lowcustomereffort)equatestoa95percentcustomersatisfactionrating.

Simplificationcanbeencouragedbyengagingemployeesinidentifyingimprovementsandfindingnewwaysofmakingiteasierforcustomerstodobusinesswithyou.Forexample,awardwinninginternationalcallproviderLebaraactivelyengagesitsteammembersinideasforimprovement.Employeeshavedevelopedtheonlinehelpfacilityforcustomers.Thisnotonlymakesiteasyforcustomerstodobusinesswiththeorganizationbuthasalsosavedthebusinessmoneyintermsofefficiencies.LV=regularlyengagesitsteamsinWOEsessionsovercoffeewithkeyexecutives.WOEstandsfor‘WhyOnEarth’,andemployeesareencouragedtoidentifyunhelpfulproceduresandpoliciesandcomeupwithideasforimprovement.

3.Prioritization:toooftenbusinesseshavemanycompetingprioritieswhichchangeonaregularbasis.Thislackofconsistencyandclarityaroundprioritiesleadstolackoffocusonthecustomerandalackoffaithfromemployeesthatthebusinessreallyknowswhatmatters.Organizationsneedtobeconsistentandclearacrossthebusinessthatdeliveringanexceptionalcustomerexperienceisakeypriority,yearafteryear.

Bestpracticeserviceorganizationshaveonaveragethreeclearannualpriorities.Oneofthesemaychangeperiodicallybuttheothertworemainconstantthroughouttheyearandarelinkedtothecustomerstrategy.

AtStewLeonard’sfoodstoresintheUS(awho’swhoofanemployeeandcustomer-centricbusinesswhichhashadaten-yearrunonthe100BestCompaniestoWorkforinAmericalist)theonlypolicytheyhavesays:‘Rule#1:Thecustomerisalwaysright.Rule#2:Ifthecustomeriswrong,seerule#1.

FounderStewLeonardSeniorintroducedthepolicywhenhewastakentotaskbyhiswifeforarguingwithacustomerwhowascomplainingaboutsomeeggnogthathadgonesour,eventhoughthecustomerwasclearlyinthewrong.Theresultofthewayhehandledthesituation,hiswifetoldhim,wasthathehadlostacustomerandpossiblymanymorewhentheaggrievedcustomertoldhisfriendsandfamilyabouttheincident.Theirpolicyfromthenonwas‘thecustomerisalwaysright’.ThiswasliterallysetinstonethenextdaywhenStewLeonarddrovepastamonumentstore

wheretheywereunloadinggranite.Hestopped,boughtalargeslabofgraniteandhadastonemasonchiselthetworulesofthenewstorepolicyontotherock.‘Therock,’asit’scalled,servesasatouchstonefortrainingnewemployeesabouttheStewLeonardway.

4.Leadership:ultimatelythepersonthatmostimpactsandinfluenceswhetheranindividualiswillingandcommittedtospendingdiscretionaryeffortistheindividual’slinemanager.

TheevidenceforthisrelatestonotonlyourownresearchamongstglobalservicecompaniesbutalsofromempiricalstudiesundertakenbyGalluparoundengagement.TheGallupQ12globalengagementsurveyuses12questionstoidentifylevelsofemployeeengagement.Thequestionsrelatetoemployees’primaryneeds,suchashavingtherighttoolsforthejobandknowingwhatisexpectedofthematwork.Theothersaddressthreestages:howworkerscontributetothewholeandarevalued;organizationalfit;andpersonaldevelopment.TheGallupsurveyhighlightstheimportanceoflinemanagersvaluingandcaringforemployees.

Ifyouthinkbacktothelasttimethatyouleftanorganization,you’llprobablyfindthatyourdecisionwasverymuchinfluencedbyyourrelationshipwithyourboss.Peopleleavemanagers,notcompanies.Aproductiveworkplaceisoneinwhichpeoplefeeltrustedandsafe–safeenoughtoexperiment,tochallenge,toshareinformation,tosupporteachother,andwheretheindividualispreparedtogivethemanagerandtheorganizationthebenefitofthedoubt.Noneofthiscanhappenifpeopledonotfeelcaredaboutasindividuals.

Relationshipsarethegluethatholdsgreatworkplacestogether.

Inthefollowingchaptersyou’llfindmuchmoreabouthowleaderscreatetheclimatewhichbuildsordestroyscustomer-centricity.You’lllearnmoreaboutyourownleadershipstyleandtheactionsyoucantaketoshowthatdeliveringanexceptionalservicematters.

ActionPointsHereisavarietyofactionsyoucantakeasaresultofreadingthischapterandtoincreaseyourownlevelsofcustomer-centricity:

1.Listthechangesinthewaythecustomerdoesbusinesswithyourorganizationinthepasttwoyearswhichhaveimpactedonyouandyourteam’sabilitytodeliverexceptionalcustomerservice.

2.Assesshowwellyourteamcurrentlyrespondstocustomerneeds,includinginteractingwithcustomersusingthechannelsthatthecustomerwishestouse.

3.AssesswhereyourorganizationisonthePush:Pullcontinuuminrelationtocustomerexperience.

4.Onascaleofonetoten,ratehowwellyourorganizationlistenstoitscustomersandrespondstotheirneeds.Howcanyouincreasethisscore?

5.Visitanindependentreviewwebsiteandseewhatyourcustomersaresayingaboutyourorganization’scustomerexperience.Towhatextentareyougenerating

customerloyaltyandtrust?

6.Usetheservicepyramidtoholdadiscussionwithyourteamonhowwellyouaredeliveringthebasics,generatingcustomersatisfactionanddeliveringexceptionalservice.

7.Lookatthelastemployeeengagementscoresforyourbusinessandtheteamthatyoulead.Whatdotheytellyouaboutthelevelsofyourteammembers’discretionaryeffortandhowwellyourcustomersarebeingengaged?

8.Considermeasuringcustomereffortaswellascustomersatisfactionandretention.

9.Therearefivecharacteristicsofanempoweredcustomer-centricenvironment:recruitingforattitude,providinggreattraininganddevelopment,givingfreedomandaccountability,simplifyingthingsforthecustomer,andmakingsurecustomer-centricityisaconstantpriority.Rateonascaleofonetotenwhereyoustandoneach.

10.Writedownyourinitialthoughtsonwhereyourorganizationcanimproveintermsofcustomerandemployeeengagement.Sharethesethoughtswithatrustedcolleague.Youwillbuildonthesethoughtsinthefollowingchapters.

Chapter2QualitiesandActionsoftheCustomer-focusedLeader

Inthischapterwe’lllookatwhatittakestobeagreatcustomerleader.We’lllookatwhyleadershipisimportantwhenitcomestocustomerexperienceanddistinguishbetweenwhenyouneedtoleadandwhenyouneedtomanage.We’llalsotakeacloserlookatwhyit’simportanttohaveaclearvisionaroundcustomerandemployeeengagementandhowtocreatethis.We’llintroduceyoutoacustomerleadershipmodelwhichdemonstratestheattributesandqualitiesofagreatserviceleader.Finallyweprovideanoverviewofthekeybehaviourswehavenotedinsuccessfulcustomerleadersandwe’llencourageyoutoratehowwellyoucurrentlydemonstratethesebehaviours.

The‘How’ofServiceLeadershipAswesawinthefirstchapter,leadersareresponsibleforcreatinganenvironmentwherestaffmembersfeelmotivatedtoprovideaservicethatisengagingfortheircustomersandcolleagues.Greatserviceleadershipisacombinationofhowyouareaswellaswhatyoudo.

Let’snowlookatwhatthequalitiesofgreatserviceleaders.WhenIsayleaderIamreferringtoanyoneinapositiontoinfluenceothersaroundthequalityofservicetheyprovide.Theword‘leader’doesnothavetobeinyourjobtitle.Youmaybecustomer-facingorperhapsyouareinaback-officeenvironment.Yourbusinesssectormayserveconsumersorperhapsyouareinthebusiness-to-businessspace.Irrespectiveofwhoyouareorwhatyoudo,ifyouworkinaservicebusiness,line-manageorinfluenceothers,inourtermsyouareaserviceleader.

LEADINGVERSUSMANAGING

Inthisbookweputtheemphasisonserviceleaders,notservicemanagers,becausewebelieveleadershipisneededtodeliveragreatcustomerexperienceaswellasdaytodaymanagement.Inourexperiencepeopleinpositionsofinfluencewithinanorganizationoftengetboggeddowninmaintenanceandcontrolofthestatusquoandmanagementofthedaytodayoperation.Whileweabsolutelyagreethatmanagementisimportant,inordertocreateacultureofcustomerfocus,webelievethatpeopleneedvisionandpassiontodriveimprovementforthecustomerandtoengageemployees.Thismeansrisingabovethepresentandhavingalineofsighttoacompellingfuturestate.Figure2.1describesthedifferencesbetweenleadingandmanaging.Soeffectively,weneedbothmanagementandleadershiptodeliveragreatcustomerexperience.

Figure2.1LeadingVersusManaging

LeadersCreateanInspiringVisionOneofthecharacteristicsofagreatserviceleaderistheabilitytoinspireandinfluencefollowerstodeliverexceptionalservice.Greatleaderscreateavisionofafuturestatethatiscompellingtotheirfollowers.Thevisionshouldbeshortenoughtobememorable.Effectivevisionsaremotivational,aspirationalandchallenging,inspiringemployeesto

strivetoreachahighyetattainablegoal.Aclearvisionprojectsintothefuture,andisstable.Thevisiondoesnotshiftorchangeinthefaceofmarkettrendsorchangesinorganizationalstructure.Themosteffectivevisionsinspireemployeestosethighgoalsandreachforthesegoals.ForexampletheWaltDisneyCompany’svisionstatementis‘Tomakepeoplehappy’.Thisstatementisbroad,butnottoobroad,andrepresentstheoverallgoalandglobaldirectionofthebusiness.Low-costcarrierSouthwestAirlines,whichhasbeennumberoneforcustomersatisfactioninitssectorandremainedprofitableforover40yearshasaclearvision:‘tobecometheworld’smostloved,mostflown,andmostprofitableairline’.

WHATISYOURVISIONFORCUSTOMEREXPERIENCE?

Ifyouhavenotdonesoalready,usethefollowingquestionsaspromptstohelpyoucreateavisionofhowyourorganizationorthepartoftheorganizationwhichyoucaninfluencecanbecomemorecustomer-focused.

Thinkforwardayearfromnow(ortwoorthree–setyourowntimescale).Imaginethatyouhavecreatedanenvironmentofstrongcustomerandemployeeengagement.Forgettheconstraintsoftodayandfocusonthefuture.Writedown,pictureorverbalizeyouranswerstothefollowingquestionsthinkingforward:

•Whoareyourexternalcustomers?

•Whatdoourexternalcustomerssaytous?

•Whatdoourexternalcustomersthinkaboutus?

•Whatdoourexternalcustomersfeelaboutus?

•Howdoweaddvaluetoourexternalcustomers?

•Whoareyourinternalcustomers?

•Whatdoourinternalcustomerssaytous?

•Whatdoourinternalcustomersthinkaboutus?

•Whatdoourinternalcustomersfeelaboutus?

•Howdoweaddvaluetoourinternalcustomers?

•Whattypeofpeopleareourteammembers?

•Whatdoteammemberssaytous?

•Whatdoteammembersthinkaboutus?

•Whatdoteammembersfeelaboutus?

•Howdowemakethisagreatplacetowork?

•Whoareyourcompetitors?

•Whatdoourcompetitorssaytous?

•Whatdoourcompetitorsthinkaboutus?

•Whatdoourcompetitorsfeelaboutus?

•Howdowecreatecompetitiveadvantage?

Onceyouhaveansweredthequestions,lookattherecurringthemesandsentiments.Craftinafewwordsyourambitionforthefutureforyourcustomers,yourorganizationandyourteam.Youmaywishtoinvolveyourteamincreatingthevisionandgainfeedbackfromthemtoensurethisismotivationalandaspirational.

Havingaclearvisionorambitionofwhereyouwanttobeandcommunicatingthiswellwillmeanyou’llbeabletobetterengageyourteammembersindeliveringanexceptionalservice.

CustomerLeadershipQualitiesInordertobetterunderstandhowtoengageyourteamindeliveringexcellentservice,let’slookfirstinmoredepthathowgreatleadersapproachemployeeengagement.

Therearetwotypesofengagement–rationalandemotional.Rationalengagementmovesindividualsfromaplaceofpotentialignorancetoaplaceofunderstandingwhichatmostwillcreate‘informed’employees.Atalogical,rationallevelwecanprovideinformationtoemployees.Forexample,asanorganizationwemaypublishourservicevisiontoemployeesorsetoutaservicecharterorsetofservicestandardsforcustomerexcellence.Thecustomerwillknowwhatthesearebyreadingthecharterorstandardsandtheemployeewillbeawareofwhattheyneedtodotodeliverthem.However,thisdoesnotguaranteethatemployeeswillbemotivatedtodoanythingwiththeinformation.Communicatinginformationlikethisisimportantanduseful,butbeawarethatrationalinformationwillonlytakeyousofarontheroadtoengagement.

Emotionalengagementcanmovepeoplefromaplaceofunderstandingtobelievinginsomething,andtobecomingadvocates.Thisemotionalengagementeffectshowpeoplefeelaboutthemselvesandothers.Itmovespeopleto‘do’something,totakeactiontopositivelyservethecustomer.IfIamemotionallyengagedwithanidea,product,service,individualoractivity,Iwillensurethatsomethinghappens.

Toemotionallyengagewithanindividual,theyneedtofeelthatyouarecomingfromanauthenticplace.Theindividualneedstobelievedeeplyinwhatyouaresaying;thatyouwanttoinvolvetheminwhatyouaredoing;thattheyareavaluedcontributortothisactivityandthatyoudemonstrateenergyandenthusiasm.AuthorMayaAngelouoncesaid‘Peoplewillforgetwhatyoudid,peoplewillforgetwhatyousaid,butpeoplewillneverforgethowyoumadethemfeel.’

BeAuthenticEmployeesquicklyseepast‘corporatespeak’andemptywordswhichespouseafocusonthecustomerbutwhicharenotagenuinelyheldbelieforpassion.Thisisthekeychallengeofcustomerleaders–howdoeseachleader,intheirownauthenticway,createanenvironmentwherepeoplewanttofollowthemandcustomerswanttoengagewiththeirpeople?

JohnTimpson,CEOofTimpsonshoerepairandkeycuttingbusiness,tellshowittookhimabout22yearstorealisethatheneededtoengagehispeopletocreatethetypeof

businesshewanted:Thesimpletrickistotrusteverycolleaguewhoservesyourcustomerswiththeauthoritytodoittheirway.Givethemthefreedomtodotheirjobinthewaytheyknowbest.Youcan’tcreategreatcustomercarethroughasetofrules.Personalserviceisproducedbypeoplewhoareallowedtousetheirinitiativeratherthanfollowingaprocessthattellsthemwhattodo.

Respectforothersisthefoundationinbuildingagreatserviceleader.Respectmeanstrustingpeopleandinteractingwiththeminanadulttoadultway,trustingthattheirintentionispositive.Withoutthisengagingfoundationofrespectitwillbedifficultforyourcustomerstoexperienceyourserviceinawaythatwillkeepthemastrueadvocates.

Humility,Connection,CareandLearningInourresearcharoundgreatserviceleaderswehaveidentifiedthatinadditiontorespectforothers,theleaderalsohasresponsibilitiestoensurefourotherareaarethefocusoftheirattention.WehavedevelopedthisintothemodelshowninFigure2.2.Thisreflectswhatisrequiredtocreateapositiveexperienceforbothcustomersandemployees.

Thereisahierarchyattachedtothismodel.Aswehaveexplained,respectisatthefoundationofit.Theotherfourelementswhicharekeyattributesofgreatcustomerleadersarehumility,connection,careandlearning.

Figure2.2CustomerLeadershipQualities:Respect,Humility,Connection,CareandLearning

Inthefollowingpageswe’vesetoutdefinitionsandexamplesofthesefourareas.Eachsectionisfollowedbysometoolsandtechniquesyoucanusetoincreaseyoureffectivenessintheseareas.

HUMILITY

Whenwelookatgreatserviceleaderswecanseethattheyareapproachableandshowhumility.IoftenthinkofthisqualitywhenIcontrasttwoserviceleadersfromdifferentorganizationswithwhomwehaveworkedrecently.Bothwerehighlyinfluentialleadersintheirorganizations.Imetoneinthecorporateheadofficewherehispersonalassistanthadalreadybriefedmeonhowimportanttheleader’stimewas,whatIcouldandcouldnotsayduringthemeetingandwhatapproachtheleaderbelievedwasimportanttodeliveringagreatcustomerexperience.Thecultofpersonalityandpowersurroundedtheleaderandpeoplepanderedtohisviewsandwereafraidtochallengeorvoicedifferingopinions.

ContrastthiswiththemeetingIhadwithaseniorleaderfromanotherorganizationwhoaskedmetomeethiminstore.Hewasstandingatacoffeemachinedispensing

drinkstocustomersandapologizingthatthecoffeemachinewasnotlargeenoughtoservemanydrinksatatime.Hesaidhewouldpersonallyensurethiswasfixedandatthesametimeheaskedforfeedbackfromcustomersaboutwhatelseinthestorecouldbeimproved.

Showinghumilityallowseveryonearoundyou–employeeorcustomer–tofeelgoodaboutthemselves.Why?Becausepeoplerealizethattheydonothavetoimpressthisindividual,theydonothavetopretend;theywillnotbejudgedandtheywillbeacceptedforwhotheyare–ahumanbeing!Ahumanbeingisnotperfectandweallhaveourfaults.Whenwedon’tneedtoimpress,wecanreallypushtheboundariestorealizeourpotential.

Thereareanumberofwaysyoucandemonstratehumilitytoothersasaleader:

EXPECTINGTHEBESTFROMOTHERS

IntheirbookTheArtofPossibilityRosamondandBenjaminZandertalkaboutthemosteffectivewaysofreleasingthepotentialwithinourpeople.BenjaminZander,formerconductoroftheBostonPhilharmonicOrchestraandlatterlyateacherofmusic,callsthispractice‘givinganA’(ratherthanagradeBorC!)anditcanbegiventoanyone–yourteam,yourboss,yourcustomer,yourtaxidriver!Zandersays:

Whenyougivean‘A’youfindyourselfspeakingtopeoplenotfromaplaceofmeasuringhowtheystackupagainstyourstandards,butfromaplaceofrespectthatgivesthemroomtorealizethemselves.This‘A’isnotanexpectationtoliveupto,butapossibilitytoliveinto.

TheonlyconditionZandermadewhenawarding‘A’stohisdedicatedmusicstudentswasthatstudentshadtowritehimaletterinthepasttense,outliningwhytheygottheir‘A’.Bypositioningthemselvesintothefuturetheyhadtodescribethepersontheydarednotbelievetheycouldbecome.Thepressureofnothavingtoprovetheywere‘A’studentshadgoneandtheyallowedthemselvestoplaymusicfromtheirsoulandtakeriskstheywouldneverotherwisehavetaken.

Givingan‘A’meansyouaresendingamessagethatyoutrustthepersonandbelievetheywilldotherightthingforthemselvesandforthecustomer.Asleadersweareoftenmoreconcernedabouttheriskthatdoingthebestforthecustomermightholdratherthanthe‘possibility’.Inlaterchapterswetalkaboutempowermentandthebenefitsofthisapproach.

SupermarketWaitroseareagreatexampleofhowtheygivetheircustomersan‘A’throughtheir‘QuickService’facility.Herecustomersareresponsiblefor‘zapping’theirownshoppingandcheckingout.Yes,ofcourse,Waitrosebuildinadhoccheckingmechanismsandyes,avery,verysmallpercentageofcustomerswilltakeadvantage;buttheoverwhelmingmajoritywillnot.InfactQuickServicecustomersaretrueadvocatesofthebrand.TheyuseWaitrosemoreoftenbecauseoftheconveniencethisoffersandthetrustthattheyfeeltheyhavebeengiven.TheconceptoveralliswellalignedtoWaitrose’s‘partnership’strategy:allemployeesofthecompanyare‘partners’andownastakeinthebusiness.Theyextendthispartneringapproachtotheircustomers.

TRUSTINGYOURTEAM

AthotelchainPremierInn,eachteammemberisempoweredtooffercustomerstheirmoneybackiftheydonothaveagoodnight’ssleep.Theconceptofgivingamoney-backguaranteewasoriginallyhotlydebatedbyseniorleaderswhowereconcernedthatthecompanywouldrisklosingalotofmoney.However,employeeshadconfidenceintheproductandweregivenclearguidelinesabouthowtheguaranteeworked.Seniormanagersonaregionalbasisstoodbytheguaranteeandtrustedtheirteamstoimplementitwisely.Theoutcomewasthatinsteadofcostingthebusinessmoney,theguaranteehasbeenaprovenwayofincreasingcustomersatisfaction,loyaltyandtrustinthiscompetitivemarketsector.

SAYINGSORRY

Everyone,includingleaders,isnotperfect.Wewillmakemistakes,wewillsaythewrongthingandwecandosomethingunintentionallywhichwillupsetsomeone.Thepowerofsaying‘sorry’cannotbeunderestimatedandisagreatwayofshowingyoucanadmityourmistakesandtakeresponsibilityforyourownbehaviour.Theoutcomeofthisisthattheindividualonthereceivingendfeelsvaluedandunderstoodandthelikelihoodofyourrelationshipgrowingstrongerisgreater.

IwasremindedofthiswhenIcomplainedtoateamleaderofthecustomerservicedepartmentofamajorairlinerecently.Onelegofmyflighthadbeencancelledwithoutwarningcausingmetomissmyconnectingflight.TheattitudeoftheleadertowhomIspokewas‘wellitisnotmyfault’,whenasimple‘I’msorry’wouldhavehelpedrecoverthesituation.

SHOWINGKINDNESSANDFORGIVENESS

Oneofthekeyattributesofacustomer-focusedleaderisbeingabletostepintotheshoesofothers.Thisappliesbothwhenyouaredealingwithcustomersaswellaswheninteractingwithteammembers.OnavisittoaNationalTrustmansionpropertyintheUKrecently,myelderlymotherandIbeganchattingtoamemberofstaffwhoturnedouttobetheGeneralManageroftheproperty.TheGeneralManagercouldseethatmymotherwaswalkingwithdifficultyandofferedheraseatinoneofthedownstairsrooms.Theseatlookedoverthegardensandhadabeautifulview.ThemanagerstayedchattingwithmymotherwhileIcompletedatouroftheupstairsrooms.Themanagershowedkindnessandconsiderationwhichmadeamemorableimpactonusandenhancedthequalityofourexperience.

Showingkindnesswithteammembersmeanshelpingothersiftheyarestruggling,listeningtotheirconcerns,forgivingthemiftheyhavenotdonewhatyouneeded.Holdingagrudgetakesalotofeffort:allowthepersonavoicesoyoucanunderstandwhattheyarestrugglingwithandhowyoucanhelp.Yes,weallleadlifeatafastpacethesedaysbutthispacestopsustakingstockandconsideringtheneedsofothers–forgivenesscreatesalotlessstressthanlackoftolerance.MahatmaGhandhioncesaid‘Theweakcanneverforgive.Forgivenessistheattributeofthestrong.’

Considersituationsrecentlywhenyoucouldhaveaffordedsomeonemoretoleranceorcouldhaveforgivenandmovedoninapositiveway.Whatdoyouwanttosaytothose

individualsinretrospect?

Beingtolerantandforgivingothersdoesnotmeanthatyouignorethepotentialimpactofwhatothershavedone,forexampleifyouseeamemberofyourteamcompletingaprocessinaccurately,orsomeonehasspokeninappropriatelytoacustomerthisshouldnotgounnoticed.Thekindestthingtodoistogivethemfeedbacksothattheyareabletochangewhattheyaredoingandbecomemoreeffective.Itisabouthowyoudealwiththesituation–howdoyougivethepersonfeedbackabouttheimpacttheyhavehadsothattheyunderstandbutdonotfeelashamed?

Howpreparedareyoutooffersuchpositiveregardforothersinthebeliefthatthiswillbeenoughforthemtoperformtotheirpersonalbest?

Figure2.3isanactivityyoumaywanttocompletetohelpyoufocusonshowinghumilitytoothers.

Figure2.3HumilitySelf-assessment

ConnectednessThebestleaderswehavemetinaserviceenvironmentarethosewhoareapproachableandcanreadilymakeconnectionswithothers.Connectednessisallaboutourabilityasleaderstorelatetoothers.‘Connectedness’requiresleadersto‘stepintotheworld’ofothers.Thisallowstheleadertotrulyunderstandthecustomerandemployees’concerns,perspectivesandagendas.Itmeansbeingabletogenuinelylistenandvaluethoseideasandworkwiththem.Itinvolvesbeinggenuinelycuriousaboutothersandseekingtounderstandtheirviewpointratherthanpushingyourown.Greatserviceleaderscanconnecttoboththeircustomersandtheirteammembers.

AtAgeasInsurancemanagersworkingintheclaimssectorforbespokemotorcyclecustomersrecognizedthattheirteammembersknewlittleabouttheircustomers’needs.Togetherwiththetrainingteamtheydevelopedanin-housebespokemotorcycletrainingprogramme,usingknowledgeandunderstandingfromexperiencedridersandexpertsinthefield.Thisinvolvedmanagersandteammembersvolunteeringtotakeamotorcycleproficiencytestsotheycouldunderstandwhatitwasliketorideabike.Thetrainingincludedcustomerssharingtheirenthusiasmfortheirbikesaswellasaccidentinvestigatorsandtrafficpolicecomingintoexplainthemostcommoncausesofmotorcycleaccidents.Asaresultthemanagersandtheirteamsweremuchmoreabletoconnecttothemotorcyclecustomer,tounderstandtheirperspectiveandtospeaktheirlanguage.

Beingconnectedrequiresleaderstoalsoquestionandchallenge–ifindividualsbelievetheyhavebeentrulylistenedtoandtheirpointsunderstoodandvalued,theyaremorelikelytoengageinquestionsandchallengesintheknowledgethateveryoneissearchingforthebestoutcome,notanopportunitytofeedtheirego.Thenatureofthequestioningandchallengewillappealtothecuriosityofothersandthepossibilitiesthatmightsurface,notthecriticismthatindividualscanassociatewiththewordchallenge.Werecentlyobservedateamleaderinaserviceorganizationeffectivelyquestionateamofemployees.Theteammembershadbeentaskedwithreducingtheprocessingtimeofcustomerrequestsfromtentofivedays,avoidingre-work,errorsanddelays.Theteamleaderchallengedtheteamtoreconsidertheirfive-daytargetasfromacustomer’sperspective,aday’sturnaroundwastheideal.Asaresultofthischallengetheteamidentifiedimprovementswhichboughtthetimedowntolessthanaday.

Leadersalsoneedtobeconnectedtowhatishappeningoutsidetheirorganizationandtheirownsector.Customersmakejudgementsabouttheexperiencetheyreceivefromanorganizationbasedonotherexperiencestheyreceivefromorganizationsinawidenumberofsectors.Thepowerofsocialnetworksisobviouslypartofthisaswehavealreadyseen.

Serviceleadersneedtolookovertheirownparapetandbeabletoseethingsfromthecustomerperspective.Bringingcustomersintotheorganization,shadowingthemaswellasattendingexternalconferencesandforumsoncustomerexperienceareallwaysofdoingthis.WehavebeendelightedatthevalueleadershavegainedfromaCustomerExperienceExecutiveForumwehavebeenrunninginpartnershipwithoneofthemajorfinancialinstitutions.Approximately120leaderscametogethereverythreemonthstohearspeakersandpractitionerstalkabouttheirexperiencesincreatinganengagingexperiencefortheircustomers.Theysharedthemistakestheyhavemadeaswellas

successstoriesandwentoutoftheirwaytovisitcontactsfromdifferentindustriessotheycouldlearnfromeachother’sapproachtocustomerexperience.

Thefollowingquestionsmayhelpyouconsiderwhatfurtherstepsyouwanttotakeintheareaofconnectedness:

1.Whodoyouneedtolistentomore–customers,teammembersorotherdepartments?Whatstepswillyoutaketomakethathappen?

2.Whodoyouneedtospendmoretimewithsoyoucan‘stepintotheirworld’andappreciatetheiragenda?

3.Whatcanyoudointernallytoencouragemorequestioningandchallenging?Howcanyoubuildanenvironmentofcuriosity?

4.Whatexternalconferencesorforumscouldyouattendorbecomeamemberoftoincreaseyourconnectednessoutsideyourownorganization?

CareCareextendsagaintoboththecustomerandtheemployee.Thegreatcustomerleadershowsthattheycareaboutgettingthingsrightforthecustomer.Forexample,IamacustomerofStarbuckswhoinmyexperienceusuallyprovideagoodservice.ThelasttimeIvisitedmylocalbranchIstoodfornearly20minuteswaitingformycoffeetoarrive.ThebaristarealisedthathehadforgottentomakemyorderandwhenIaskedapologizedandmademydrinkstraightaway.ThemanagerofthebranchhadseenourinteractionandasIsatdowncameoverandpersonallyapologisedforthedelay.ShealsohandedmeaservicerecoveryvoucherforafreedrinknexttimeIwasinthestore.

Conversely,IthenvisitedmylocalgardencentrewherethemanagerIwasdealingwithleftmemid-transactiontohurryofftogreetherRegionalDirector.TheDirectorwalkedstraightpassme,thecustomer,andbeganasitevisitwiththemanagerinspectingthedisplaysandmerchandisingandignoringbothmeandothercustomers.

Wesoonknowasacustomerifthepersonwearedealingwithcares.Butasanemployeehowdoyouknowwhenyourleadergenuinelycaresaboutyou?Thisisaquestionwehaveaskedleadersoverthelastfewyearswhenrunningserviceleadershipworkshopsandtheanswersarealwaysthesame:

•Acknowledgeandnoticeothers–e.g.saying‘Goodmorning,howareyou?Howwasyourweekend?’

•Learningeveryone’snamesfromyourdirectreportstothemostjuniorpeople

•Givethepersonyourundividedattentionandmaintaineyecontactduringconversations

•Askother’squestionsandtheiropinionsandactivelylisten

•Provideongoingfeedback

•Regularlycomplimentpeoplebothpubliclyandprivately

•Expressgenuineinterestinthepersonallifeofeachteammember

•Spendtimefindingoutwhatisimportanttoothers.

Thisiswhatleaderswantwithregardtocaringfromtheirleaders–itdoesn’tseemtomatterwhatlevelinthehierarchyyoudirectthequestionto,theanswersarealwaysthesame!

Whenyoulookatthislist,thereisnothingchallengingorstretchinginanyoftheseactivities.Someleaderswillsuggestthattimeisanissuebutofcourseweallknowthatifwebelievesomethingisimportantwewillfindtimetodoit.Therefore,itwouldsuggestthatleadersdonotbelievethattheactivitiesabovearereallyimportanttoothers,yetitisauniversalissue–weallvaluetheseactivities.

IwasworkingwithanumberofdifferentgroupsofmanagersinthecargodepartmentofBritishAirwaysandweaskedthemthisquestionaboutwhatmakesacaringleader.Notonlydidthemanagersconsistentlyagreewiththeareasabove,theynamedtheleadersintheirdepartmentwhorolemodelledthis.Oneleader’snamekeptcomingupasanexampleofacaringleaderandImadeapointoffindingoutthenameofthemanager.Onelunchtime,justafterfinishingthisverysession,Inoticedthisparticularleaderwalkthroughthebuilding.Henolongerworkedwiththeoriginalteamofpeoplebuthespottedthissamegrouphavinglunchandwalkedstraightovertothem.FromadistanceIcouldseehandshakes,laughterandanimateddiscussionswhichlastedacoupleofminutes.Whenheleftyoucouldtellbythepeopleinthegroup’sfaceshowmuchthatinteractionmeanttothem.Whenthegroupcamebackafterlunch,thefirstthingtheysaidwasthattheyhadseenMarkandtheyhadaquickchatwithhimandwhatagreatleaderhewas.

Markhadachoicewhenhesawthisgroupofmanagers–hecouldhaveeasilyavoidedthemifheneededtoorashedid,makeapointofgoinguptothemandengagingwiththem.Asleaderswealwayshavechoicesandifweknowthatspendingafewminuteswithotherschattingaboutthemandhowtheyaredoingcanmakeadifferencetotheirdayandultimatelyhowtheyperform,thenwhywouldwenotdoit?

Herearesomequestionsforyoutoconsider:

•Howmuchdoyouknowaboutyourcustomers?Howmuchdoyouknowaboutyourteam?

–Doyouknowthename(s)oftheirpartnersandchildren?

–Doyouknowwhatreallymatterstothem?

–Doyouknowwhatmotivateseachofthem?

–Doyouwhattheylikedoingintheirsparetime?

–Doyouknowwhatwouldkeepthemawakeatnight?

Whatoccasionscanyoucreatesothatyouhavetimetogettoknowyourpeoplebetterandrecognizethemforthecontributionstheymake?What,foryou,wouldbeanauthenticwayofshowingyoucareforyourcustomersandyourteam?

LearningGreatserviceleadersaretolerantofothers’one-offmistakesandseethemasawayto

learn.AttoymakerLego,theorganizationhassetupa‘FutureLab’aimedatinventingnewproductsandexperiencesfortheLegocustomer.Theaimofthelabistodeliberatelydisrupttheorganizationfromwithin,ratherthanwaituntilacompetitordisruptstheirbusiness.Theylearnasmuchaboutthemselvesandtheircustomersfromfailureastheydofromsuccess.Theirattitudeis‘Howcouldwehavelearntabetterwayofdoingthingsforthecustomer,ifwehadnevermademistakes?’AsCarlJungsaid:‘Everythingthatirritatesusaboutotherscanleadustoanunderstandingofourselves.’

Withintheorganization,feedbackisagreatwayofcreatingalearningenvironment,particularlyifitisdeliveredbyaleaderwhoshowshumility,connectswellwithpeopleandcaresaboutthem.Whenwehaverespectforapersonwearewillingtohearwhateverfeedbacktheyhaveforusbecauseweknowtheintentistohelpus.

Onewayofcreatingafeedbackcultureistoinvitefeedbackfromothersonyourperformance,yourbehaviouranditsimpactonothers.Bymodellinghowtoreceiveit,youwillbeencouragingotherstodolikewise.

‘Inthemoment’feedbackiswhatallleaderswanttoaimfor.Beingabletooffereachotherfeedbackwhilehavingaconversationorjustafterameetingoraninteractionwithacustomershowsthatthecultureiskeentolearnanddothebesttheycanforthemselvesaswellasothers.

LeadershipQualitiesQuestionnaireLet’sgiveyouanopportunitynowtolookatwhereyourstrengthsandgapsareasanengagingleaderandthereforewhatyouneedtodomoreoforlessoftocreateanengagingenvironmentforyourpeopleandcustomers.Belowisashortdiagnostic.Afteryouhavecompletedit,usethescoresheettoidentifyyourstrengthsandgaps.Youcanalsosetyourselfanactionplantoaddressanygapsyouhaveidentified.

RATINGSCALE

5–Idothisallthetime

4–Idothismostofthetime

3–Isometimesdothis

2–Idothisnowandthen

1–Ineverdothis

Consideryourteamandcustomerswhenansweringthesequestions.Towhatextentdoyou:

1.Talkopenlyaboutweaknessesandfreelyadmitmistakes

2.Askandencouragequestionsandchallenges

3.Showgenuineconcernforothers

4.Givedevelopmentalfeedbacktootherstohelpthemimprove

5.Showhonestyandconsistencyinthewayyouarewithothers

6.Stepintotheworldofotherstounderstandtheirperspective

7.Demonstrateempathytootherswhentheyairtheirconcerns

8.Inviteotherstogiveyoufeedbackonyourperformanceandimpact

9.Makeyourselfaccessibleandlistenwithoutjudgement

10.Communicateyourideasandthoughtsinawaythatexcitesandenthusesothers

11.Showthatyoulistenandvaluewhatothersaresaying

12.Giveresponsibilitytootherssotheydevelopandgrow

13.Showacceptanceofothersirrespectiveoftheirbehaviours

14.Developnetworkstokeepyouinformedanduptodate

15.Knowwhatisreallyimportanttoyourindividualteammembers

16.Showdeterminationandresilienceevenwhenthingsdonotgotoplan

TransferyourscorestothescoresheetinFigure2.4,thentotalthecolumns.

Figure2.4ScoreSheet

Eachcolumnrepresentsoneofthefourattributesofthegreatserviceleader:

•leaderswhoshowhumility

•leaderswhocare

•leaderswhocreateconnections,and

•leaderswhowanttolearnandchallengeotherstolearn.

COLUMN1ISTHESCOREFORHUMILITY

Scoresbetweenfourandeightsuggestthereisroomforimprovementinthisarea.Itmayhelpforyoutoconsiderwhenyoucoulddemonstratethesebehavioursmoreoften.

Scoresbetween9and15suggestthatyoumaybeabletoshowhumilitywithsomepeoplebutnotall,oryoumaybeabletodemonstratesomeofthesebehavioursbutnotall.Itmaybehelpfulforyoutoconsiderwhoyoufinditmostdifficulttoshowhumilitytoandwhyandhowyoucouldtakeastepclosertodemonstratingthesebehavioursmoreconsistently.

Scoresbetween16and20suggestthatotherswillseeyouassomeonewhoistransparentandhonest.Thiswilloftenbedemonstratedinthedegreeoftrustthatothershaveinyou.

COLUMN2ISTHESCOREFORCONNECTION

Scoresbetween9and15suggestthatyoumaybeabletoformhealthyconnectionswithsomepeoplebutnotalloryoumaybeabletodemonstratesomeofthesebehavioursbutnotall.Itmaybehelpfulforyoutoconsiderinwhatcircumstancesyoufinditmorechallengingtoconnectwithothersandhowyoucouldtakeastepclosertodemonstratingthesebehavioursmoreconsistently.

Scoresbetween16and20suggestthatotherswillseeyouassomeonewhoisenergetic,enthusiasticandpassionateaswellaswantingtodevelopastrongunderstandingofothers.

COLUMN3ISTHESCOREFORCARE

Scoresbetween9and15suggestthatyoumaybeabletodemonstratecaretowardssomepeoplebutnotalloryoumaybeabletodemonstratesomeofthesebehavioursbutnotall.Itmaybehelpfulforyoutoconsiderinwhatcircumstancesyoufinditmorechallengingtoshowyoucareforothersandhowyoucouldtakeastepclosertodemonstratingthesebehavioursmoreconsistently.

Scoresbetween16and20suggestthatotherswillseeyouassomeonewhoalwayshastimeforothersandshowsothershowmuchtheyarevalued.

COLUMN4ISTHESCOREFORLEARNING

Scoresbetween9and15suggestthatyoumaybeabletodemonstratelearningwithsomepeoplebutnotalloryoumaybeabletodemonstratesomeofthesebehavioursbutnotall.Itmaybehelpfulforyoutoconsiderinwhatcircumstancesyoufinditmorechallengingtodemonstratethesebehavioursandhowyoucouldtakeastepclosertodemonstratingthesebehavioursmoreconsistently.

Scoresbetween16and20suggestthatotherswillseeyouassomeonewhoeagertogrowanddevelopandeagertoencourageotherstodothesamewithoutanyfearoffailure.

Basedonyourscores,considertheareasyouwouldliketoimprovetoincreaseyourabilitytobecomeanengagingleader:

WhatDoesitMeantobeaServiceLeaderRoleModel?Youmaynowbethinkingthatsuccessfulcustomerleadershipisallaboutthequalitiesthatyoudisplayandrolemodeltoothers.Weverymuchbelievethatthe‘how’ofcustomerleadershipisveryimportant,butwealsoknowfromexperiencethat‘what’leadersdoonaconsistentbasissendsverypowerfulmessagestotheteamyoulead.Serviceleadershipthereforeisthecombinedeffectofhowyouareandwhatyoudo.

Inthelastpartofthischapterweprovideanoverviewofthekeybehaviourswehavenotedinsuccessfulcustomerleadersandweencourageyoutoratehowwellyoucurrentlydemonstratethesebehaviours.You’llseethattheremainingchaptersprovidemoredetailsofwhatsuccessfulleadersdoineachofthesecategoriessoyou’llbeabletofocusonthoseareaswhereyouneedmosthelpandinspiration.

Arolemodelissomeonewhoservesasblueprintforothers,whosebehaviourisemulatedbyotherpeopleandwhoconsistentlyleadsbyexample.Rolemodellingisausefulmeanstoprovidecontinuityandmaintainhighstandardstobepassedontoothers.Oneofthereasonsthatpeoplemakegoodrolemodelsisalignmentandconsistency.Whatrolemodelssayandwhattheydoiscongruentandtheycontinuetodemonstratethesame

positivequalitiesandbehavioursonaconsistentbasis.Whenrolemodelslosetheircredibility,itisoftenbecausetheirwordsandactionscontradicteachother(witnessmanypeople’sdisillusionmentwithpoliticians).

DOWHATIDO,NOTWHATISAY

Leadersthroughoutanorganizationactasrolemodelsforcustomer-centricity.Onecompanyweworkedwithdevelopedasetofvaluesandbehaviourstoencourageacustomer-focusedorganization,particularlypromotingtheconceptofteamworkingacrossthebusiness.Butthesebehavioursnevertookrootbecauseseniormanagers’behaviouractivelypromotedasenseofrivalryandlackofcooperation.

Akeytobeingasuccessfulserviceleaderismakingsureyouarewalkingthetalk.Communicatewithotherswhatstandardsyouexpect,ensuringyouconsistentlyapplythosestandards.Forexample,praisebehavioursyouwanttoencourage,noticehowconsistentyouare.

Bemindfulofhowyourepresentthecustomertoothers;beconsistentandtalkpositivelyabouttheimportanceofcustomer-centricity.Ifyouarepartofthemanagementteam,toetheline:donotrolemodeldisunitybytalkingaboutteammembersbehindtheirbacksorquestioningcollectivedecisionmaking.

WHATDOESITTAKETOBEACUSTOMERROLEMODEL?

Beingarolemodelfordeliveringagreatcustomerexperienceisallaboutbeingconsciousofwhatyoustandfor,thebehavioursyoudemonstrateandtheimpactthesehaveonothers.

•Self-reflectionandself-awarenessareimportant.Takeaminutetoconsiderwhatisreallyimportanttoyou:forexampleisitthecustomer,achievement,teamwork,fairness?

•Howwellalignedisthistoyourorganization’svalues?

•Whatsortofrolemodelisrightfortheorganization?

•Whatbehavioursisitimportanttorolemodel?

•Next,thinkaboutwhatbehaviouritisthatyouarecurrentlymodelling?Howsoundisthis?Howalignedisthebehaviourwiththevalueofcustomer-centricity?

•Consideryourpublicbehaviourbutalsoyourbehaviouroutsidethepublicgaze.

•Assessthecurrentimpactthatyourrolemodellingishaving–360-degreefeedbackcanbeausefultoolhere.

•Developaclearviewofthebehavioursyoucurrentlydemonstrate.Discussandagreetheimpactofthesewithyourcolleaguesandteam.

•Identifywhatbehavioursyouprojectapositiverolemodelforaroundthecustomerandothersthatmayneedadjustingordeveloping.Thefollowingself-assessmentshouldhelpinthisregard.

HowCanITellifIamRoleModellingtheRightCustomer-centricBehaviours?Youcannotgetengagedcustomersandemployeeswithoutgaininginsightsintowhatisimportanttothem,creatingstandardsandprocessesthatwilldeliverwhattheywant,measuringhowsuccessfulyouhavebeenandthencontinuingtoinnovateandredesignwiththecustomerandemployee’sinputandinvolvement.

Inourexperienceofworkingwithawidenumberofcustomer-centricorganizationsandinresearchingcustomerleadershipforthisbook,wehaveidentifiedsixkeybehaviouralsetsasshowninFigure2.5thateffectiveserviceleadersdemonstrate:

Figure2.5RoleModelCustomer-centricity

CustomerInsightsandPriorities

Thissetofbehavioursinvolvesgettingclosebothtotheinternalandexternalcustomer,usingcustomerinsightsandfeedbacktodrivethedirectionofyourteam’sservice

delivery.Italsoinvolvesensuringthatthecustomerisakeystrategicpriorityandthatthisistranslatedintokeyperformanceindicatorsforeveryonethroughoutthebusiness.

RecruitforAttitude,TrainforExcellence

Thesayingtripsoffthetongue,buthowmanyserviceorganizationstrulytakethisapproach?Effectiverecruitmenttakestimeandeffortandleadersshouldnotunderestimatetheimportanceofselectingforapositiveattitudeandapproachtothecustomer.

MotivateandEmpower

Greatserviceleaderscreateanenvironmentwherepeoplewanttogiveoftheirbest.Thismeansadoptingaleadershipstylethatbothsupportsandchallengesindividualsaswellasunderstandingwhatmotivateseachpersonintheteam.Italsomeansconsciouslyempoweringindividualstodowhatisbestforthecustomer.

CommunicationeandPraise

Whetheryouareinanexternalcustomerfacingroleoraback-officesupportfunction,youneedtoconsiderhowfarupthecommunicationagendayouputyourcustomer.Linkedtocommunicatingwithandaboutthecustomeristheimportanceofcatchingpeoplegettingitrightandpraisingthosewhodeliverexceptionalservice.

ImproveandInnovate

Customerexpectationsareconstantlyrisingasisthewaythecustomerinteractswithbusinesses.Intheageofdigitalmedia,howwellareyoukeepingupwithdemand?Whatactionsdoyoutakeasaleadertoensurethatyourcustomerexperienceisconstantlyimprovingandalsothatyouinnovatetomeetasyetunseendemands?

BeConsistentlyConsistent

Thechallengeofembeddingacustomer-centricculturethroughoutanorganizationistoensurethateverypartofthebusinessisalignedandthatthecustomerremainsakeypriority,consistently.Itiswidelythoughtthatitwillprobablytakeyouanywherefromtwomonthstoeightmonthstobuildanewbehaviourintoyourlife.Atwork,oneofthechallengesweseewithcustomerexperienceisthattheorganizationoftenhaschangingprioritiesandwhenoneinitiativehasbeenintroduced,e.g.serviceleadership,itiseasyforthistobeabandonedwhenanotherprogrammeappears.BeingconsistentlyconsistentandonmessageintermsofbehavioursarounddeliveringagreatcustomerexperienceisessentialifyouwanttoputthecustomerintoyourDNA.

AssessYourCustomerBehavioursUsethefollowingself-assessmentinFigure2.6toseewhereyourcustomer-focusedbehavioursarestrongandwhereyoumayneedtorefocusyourattention.

SCORING

5=Ialwaysdothis

4=Inearlyalwaysdothis

3=Isometimesdothis

2=Irarelydothis

1=Ineverdothis

Figure2.6AssessYourCustomerBehaviours

StrengthsandStretchesSummaryUsingthescoresfromtheaboveself-assessment,identifythebehaviouralsetswhichareyourstrengthsandwhereyoumakeagoodrolemodel.Likewise,lookatwhereyouhavescoredthelowestandconsiderwhatyoucandotoimprove.Wehopethatthefollowingchapterswillprovideyouinspirationonhowtodothis.

Chapter3CustomerInsightsandPriorities

Businesseswhicharecustomer-focusedhaveaculturewhereeveryone,nomatterwheretheysitintheorganization,hasaclearpictureofwhatisimportanttothecustomerandtheparttheyplayinhelpingdeliveranexceptionalservice.

Inthischapterwelookattheroleoftheleaderingaining,understandinganddisseminatingcustomerinsights.Wealsolookathowserviceleaderscanensurethatcustomerexcellenceisastrategicpriorityatanorganization,teamandindividuallevel.Wecoversometipsonhowyoucangetclosertotheneedsoftheinternalcustomerifyouworkinaback-officefunctiontoo.

Attheendofthechapterisalistofpracticalactionsyoucantaketogaincustomerinsightsandtoensurethatyoumakecustomerfocusakeypriority.

GettingClosetotheCustomerTherearefeworganizationsthatwehavecomeacrosswhodonotincludethecustomerasakeyperformancemetricfortheirorganization.Therearealsofeworganizationswehavecomeacrosswheredebatedoesnotensueabouttheprosandconsofdifferentwaysofsurveyingcustomers.TypicalmethodsinvolvemeasuringCustomerSatisfaction,NetPromoterScoreandCustomerEffortScore.

NetPromoterScore(NPS)developedbySatmatrixandFredReichheldisgloballyoneofthemostwidelyusedmeasuresofcustomerloyalty.Thisaskscustomerstowhatextentonascaleof1to10theyarelikelytorecommendtheorganisation.Customerswhoscore9or10arecalledPromotersandaremostlikelytoremainloyaltotheorganisation,torepeatpurchaseandtorecommend.Thosewhoscore7and8arecalledPassives,satisfiedbutunenthusiasticcustomerswhoarevulnerabletocompetitiveofferings.Customersscoring6orlessarecalledDetractorsandpotentiallyspreadbadnewsaboutthewaytheorganisationhasdealtwiththem.TheNetPromoterScoreisarrivedatbytakingthepercentageofcustomerswhoarePromotersandsubtractingthepercentagewhoareDetractors.NPSisausefulbenchmarkforyourorganisation’scustomerloyalty.Opensourcesontheinternetforexamplereport2014NPSforAppleiPhoneas+67,Amazon+64,SouthwestAirlines+62andZappos+60.

Whateverthemeasure,thebestserviceleadersusecustomerinsightstorecognizesuccessandtodrivechange.ThemeparkoperatorDisney,forexample,hasinvestedheavilyin‘guestology’:understandingitsguests’wantsandneedsandgoingaboveandbeyondtodeliverthem.AllemployeesatDisneyarecalled‘thecast’andassoonastheystepfrombackstageintothemagickingdomtheyareexpectedto‘perform’.Mirrorsareplacedatexitsbackstagesothatcastmembersareremindedofthis.Appearancestandardsaresetfromtheoutset.Disneyhasuseditsguestologytodefinefourcomponentsofa‘goodshow’.TheseareSafety,Courtesy,Show(providingamemorableexperience)and

Efficiency.Theorganizationhasdefinedapriorityorderforthesecomponents,withsafetybeingofparamountimportanceandefficiencythefourth.Thishelpscastmemberswhenitcomestodecisionmakingsotheyknowthatsafetyalwayscomesfirst.

Disney’scustomerinsightshavehelpedthemfocusonattentiontodetailingettingthebasicsright.Hotelroomdoorsintheparkshavetwopeepholes:oneattheusualheightandoneatachildeye’slevel.Trashcansintheparkaresetoutatregular27-feetintervalsbecausethisisthemaximumdistancetheparkdesignersobservedguestswouldcarryapieceofrubbishbeforethrowingitaway.Theyalsohaveasetofservicestandards.Theseare:seekoutguestcontact,eyecontactandsmile,provideimmediateservicerecovery,preservethemagicalexperience,thankeachandeveryguest.Theservicestandardsareprintedoncardscarriedbyallstaffsothestandardsareallunderstoodandremembered.

GETBEHINDTHEMETRICS

Oftenwefindthattherichnessofcustomerfeedbackislostinthemeasuresusedtogaugesuccess.ItisgreatforexampletobeabletomeasureNetPromoterScoreorCustomerEffort,butwherearethepainpointsforthecustomerandtheopportunitiestodifferentiateandimprove?

DeliverycompanyFedExmonitorsleadingqualityindicatorscalledServiceQualityIndicators(SQI)thatitusestoguidemanagementandemployees’efforts.The12keycomponentsofSQIhavebeendeterminedthroughextensivecustomerresearchandrepresentthemostimportantserviceandoperatingdimensionscorrelatingwithcustomersatisfaction.Someoftheseincludedamagedpackages,lostpackages,missedpick-ups,aircraftdelaysandcomplaints.

Theleadingindicatorsweredeterminedviaextensivequalitativefeedbackwithcustomerstofindoutwhatwasreallyimportanttothem.Toofrequentlywefindthatserviceleadersdonotlookbehindthekeyperformanceindicatorsanddrilldownintowhatthemetricmeansfortheirteamorfunction.Weoftenfindthatqualitativedatasuchasverbatimcommentsfromcustomersholdsricherinsightsthanthemetricsalong.

Likewisewefindthatbusinessesoftenrelyononesourceofcustomerfeedback,ignoringtheinsightsthatcanbegainedviaothersourcessuchassocialmedia.Amongstarangeoffeedbackmechanisms,BMWintheUKactivelyencouragesitscustomerstorateeachofitsretailers’fortheirsalesandserviceexperienceon-line.Theylikeotherbestpracticeorganisationsalsomonitorsocialmediaforothercustomerfeedbackincludingcomplaints.AreportbyFutureFoundationshowedthatmorethanthreequarters(76percent)ofthosethathadcomplainedtoserviceproviderssharedtheirexperiencesandmorethanhalfofthese(54percent)didsoinanonlineenvironment.Thosewhowerehappywiththedealingofandtheoutcomeoftheircomplaintwerealsomorelikelytosharetheirpositiveexperienceviasocialmediawithnearlyathird(30percent)doingsocomparedtojustoveroneinfive(23percent)ofdissatisfiedcomplainants.

Leadersneedtoalsocreateopportunitiesforfirst-handcustomerfeedbackopportunitiesviaface-to-facecontactwithcustomerssuchasfocusgroupsandshadowingthecustomerastheyinteractwiththeorganization.AtChilternRailwaysforexample,leadersholdregular‘MeettheManager’meetingsatrailwaystationsacrosstheir

franchise.Therearetenmeetingsscheduledforexamplein2015.Theyfindthemextremelyusefulasa‘2way’communicationchannel.Managersgettohearwhatcustomersreallythinkabouttheirservicesandtheyalsohaveachancetoexplainwhytheydothingsthewaytheydo.Questionsandresponsesarepostedasaresultonthewebsite.

MAKETHEMETRICSTALK

It’sgreattomeasurecustomeradvocacybuthowwelldoyoucommunicatetheinsightthisprovidestoyourteamandusetheinformationtohelpdriveimprovement?Bestpracticeistospeedilymakecustomerinsightsavailableandalsototakeactionasaresult.

AtcharityTheNationalTrust,wehavebeenhelpingleadersineachmansionandcountrysidelocationtocreateaserviceimprovementplanwiththeirteams,basedonvisitorinsights.Eachteamreviewstherangeofdifferentvisitorinformationthatitreceivesfromonlineandface-to-facesurveys,commentcards,TwitterandTripAdvisor.Thisallowstheteamstoidentifywhatisimportanttodifferentcustomertypes,howwelltheyareperformingineachfunctionandwhattheyneedtodotoimprove.Teamssharetheinsightsandactionsviateammeetings,one-to-onereviewsandnoticeboards.

Aspartofatransformationprogrammeatanothertrainoperator,EastCoast,inordertomakecustomerfeedbackmoreaccessibleandindividualtoallemployees,thecustomerwasnolongercalled‘thecustomer’but‘MrsJones’.Bypersonalizingthecustomerandgivingheraname,employeesweremoreabletorelatetothefeedbackandwhenmakingdecisionsasked:‘WhatwouldbebestforMrsJones?’

CUSTOMERJOURNEYMAPPING

Onemethodthatwehaveseenbeensuccessfullyusedinanincreasingnumberoforganizationsislookingatthejourneythecustomertakesininteractingwithyourproductandservicefrombotharationalandemotionalpointofview.ThisisbasedonresearchfromtheNobelprize-winningpsychologistDannyKahnemanwhomappedthecustomerexperiencejourneyonanemotioncurve.Hearguesthatcustomerswillremembertheirexperiencesbywhateverthe‘peak’intheirexperiencewas(whetherhighorlow)andbytheending.Iftherewasahighpointatsomepointduringtheexperience,andyoumakeitagreatending,itwillberememberedasanoverallpositiveexperience.

ForexampleScandinavianAirlines(SAS)havemappedoutthecustomerjourneyandfocusedonthekeytouchpointsforthecustomerfrom24hourspriortoflighttocollectingtheirbags.Theircustomerinsightshowedthatcustomerswantedanautomatedservice,butwantedapersonnearbyifneeded.SoSASprovidedassistanceatallautomatedcheck-ins.Staffaddedon‘chat’tomaketheexperiencememorable.(Theircustomersurveyshowedthatcustomerswhoweregreetedwithafriendlysmileandhelloeasilyforgottheinteraction.Byaddingamorememorableconversation,theairlinesawasignificantincreaseincustomersatisfactionscores.)Toencourageconversationstaffwearbadgesthatencouragecustomercomment(‘Youhadmeathello’,‘TodayI’monfire!’‘Experiencedandstillsparkling’‘Happyhourstartsnow!’).

Bymappingoutthecustomerexperienceineachpartofthejourney,businessescan

identifyeffortpointsandminimizeoreliminatethem.Aneffortpointisapointinthejourneywherethecustomerhastomaketoobiganefforttomovethroughthatstep–tosuchanextentthattheymaychoosenottobother!Examplesofeffortpointsinyourbusinessmightbelongqueuesorcomplicatedadminthatthecustomerhastocomplete.

Theretendtobethreebasicthingsyoucanfocusontoreducetheeffortrequiredfromthecustomer:

1.Reducingthetimeonthetask

2.Makingthetransactionmoreconvenient

3.Makingthingssimpler.

Ifeffortpointsarenotaddressedtheycancausedissatisfactionamongstcustomerswhichcouldleadtodefection.InsurancecompanyAvivamakessubstantialuseofcustomereffortminimizingtechniques..Teamsvisualizethecustomerexperienceandhowitfeelstobeacustomer.Insomecasescustomersarefilmedtohelpbringtheexperiencetolifeandsothatmanagersandstaffcanseetheunintendedconsequencesoftheiractions.

UseCustomerInsightstoDrivePrioritiesCustomerorientationcannothappeninisolation.Itneedstobeseenasakeystrategicpriorityforthebusiness.Thismeansthatleadersneedtoclearlycommunicatetheorganization’sintenttodelivertheanexceptionalcustomerexperience.

Bestpracticeorganizationshaveaclearroadmapforhowtheywilldrivethecustomerexperience.Theyrecognizethatitisalong-termjourneythatneedstobesustainedovertime.AtglobalengineeringcompanyAtlasCopco,itscompressordivisionisonthefourthyearofajourneytocustomerexcellence.Beingnumberoneforcustomerexperienceinitssectorisakeystrategicpriority.Inordertoachievethisgoalcustomercaretrainingtakesplaceacrossthebusinessonanannualbasisaswellasprojectimprovementteamsworkingcross-functionallytoidentifyrootcausesofcustomerissuesandtobringaboutchange.Leadersinthebusinessalsocommunicatetheimportanceofeveryonedeliveringanexceptionalcustomerexperience.Theysetexpectationsthateachdepartmentorteamhasanimportantparttoplayindeliveringthisambitionandprovideindividualandteamrecognitionofservicesuccess.TheresulthasbeenayearonyearincreaseinbothNetPromoterScoreandemployeeengagement.

SETCUSTOMEREXCELLENCEOBJECTIVES

Ifyouhavenotdonesoalready,embeddingacustomerexcellenceobjectiveineveryperson’skeyperformanceindicatorsisagreatwayofmakingdeliveringcustomerexperiencerelevanttoeachindividual.WewilltalkinChapter6abouttheimportanceofindividualrecognitionandpraise.

TheInternalCustomerManyback-officefunctionscanfeelremotefromthecustomerandoftenfromthefrontlineteamsthattheyserve.Oftentheyhavelittledirectcontactwiththeendcustomerand

theyhavelittleface-to-facecontactwithfront-facingteams.Inadditiontheymaynotsharethesamemetricsasfrontlineteamsandthiscandrivedifferentbehaviours.Inourexperiencethisischaracteristicofbothbusiness-to-businessandbusiness-to-consumer-typeorganizations.Sohowcaninternaldepartmentsbecomemorecustomer-orientated?

Oneofthekeymindsetshiftsistocreateaculturewherenon-frontlinepeoplebelieve:‘IfI’mnotservingtheend-customer,I’mservingsomeonewhois.’Thisfocusontheinternalcustomermeansthateveryteamandeverydepartment,irrespectiveofwheretheyareintheorganization,hasacustomer–thepeopletowhomtheysupplyaservice.Thisisoftenamindsetshiftformanypeoplewhomaybeusedtoviewingthepeoplewithwhomtheyinteractasstakeholdersratherthancustomers.

Manyoftheapproachestohowtocreateacultureofserviceexcellencewithinfront-facingteamscanbeappliedtointernalteams.

LEADERSHIPANDVISION

Aninternaldepartmentwillnotsustainlong-termcustomer-centricityunlessitsleaderbelievesandshowsviatheiractionsthatdeliveringagreatcustomerexperienceisimperativefortheteam.WetalkedinChapter2abouttheimportanceofcreatingavisionofthecustomerexperiencetheteamcandeliver.However,thecreationofthevisionorambitionshouldnotbedoneinisolation.Theleaderneedstoinvolveteammembersinmeetings,discussionsandfocusgroupsaroundwhoaretheteam’scustomersandtheambitionoftheteamintermsofcustomerexperience.Thisprocesscanhelpbuildengagementandcommitmenttothevision.

CUSTOMERINSIGHTS

Itisessentialtousecustomerinsightsaspartofthisprocess.Whatdothepeopletowhomthedepartmentprovidesaservicebelievethedepartmentorteamdoeswell?Whatcantheyimprove?Whatotheroradditionalservicesdotheywanttosee?Whatservicesdotheteamprovidethatnolongermeetthecustomerrequirements?

Forexample,weworkedwithafinanceteaminabusiness-to-businessorganization.Asaresultofthecustomerfeedback,theteamdiscoveredthatonemajorreportwhichtheyhadproducedformanyyearsonamonthlybasiswasnotvaluedbytheircustomers.Customersonlylookedatonesectionofthereportanddiscardedtherest.Manypeopleinthefinancedepartmentwereinvolvedincollatingtheinformationforthereportbutnooneovertheyearshadstoppedtoaskifthiswasusefultotheirinternalcustomers.Theteamdiscoveredviaactivelyaskingforfeedbackandthenholdingdiscussionswiththeirinternalcustomersthattherewasdifferentinformationrequiredwhichwasofmorevaluetothem.Thissavedtimeandhelpedthedepartmentbecomemoreefficient.Italsoledtohigherlevelsofinternalcustomersatisfaction.

Internalteamsacrossaretailorganizationwithwhomweworkeddecidedtoseekfeedbackfromtheretailnetwork–regionaldirectors,areamanagersandbranchmanagers–abouttheserviceprovidedbyheadofficeandtheirdistributioncentre.Theretailnetworkratedeachinternalfunctionandgaveitascoreonascaleofonetotenforhowwelleachteamwasprovidingaservicethatthenetworkvalued.Theresultingleaguetable

andqualitativefeedbackspurredeachteamtodevelopanactionplanforimprovement.Thefeedbackprocesswasrepeatedonasix-monthlybasisandhasbeenamajordriverinimprovinginternalservicequality.

Oneleisurebusinesswithwhomweworkholdscustomerexperienceworkshopsforallofitsemployeesonanannualbasis.Aspartoftheintervention,everyoneisaskedtoidentifyinternalblockagesandbarrierstodeliveringagreatcustomerexperience.Theleadershipteamreviewstheresultingoutputsandengagesteammembersinleadingandbeingmembersofprojectteamstoaddressthekeyissues.

Lastyearforexampleeightprojectteamswereformedontopicsrangingfromcreatingabetterwho’swhoguideforthecompanytoimprovingtechnicalsupport.Theprojectteamsweremadeupofacross-sectionofrolesandrepresentalllevelsoftheorganization.Theteamsidentifiedtherootcausesoftheissuesandworkedonsolutionswhichtheythenpresentedtotheexecutiveandcommunicatedviathecompanywebinarupdatesandnewsletter.Asthecustomerexperienceworkshopsareheldonanannualbasis,allemployeesalsoreceiveanupdateontheimprovementstheprojectteamshavemadeeachyear.Theythenhavetheopportunityofdiscussingideasforfurtherimprovementstoenhancethecustomerexperience.

CUSTOMERMETRICS

Anotherstepincreatinganinternalcustomerexperiencecultureistobeclearwhatstandardscustomersexpectoftheteam.Usinginternalcustomerfeedback,leaderscanhelptheteamsidentifyservicestandards.Thesestandardsorteamcustomercharteroutlinethebasiclevelsofservicethatthecustomerwillreceive.Theycanapplytoanythingthatisrelevanttocustomers:turnaroundtimeonemails,howareportshouldbepresented,howtoanswerthephoneetc.

Thebenefitofsettingthestandards,anddoingthisinacollaborativewaywithalloftheteam,istoensurethatthebasicsoftheservicetheteamprovidesaredeliveredconsistently.Italsohelpswhennewmembersjointheteamastheyarethenawareofwhatisexpectedofthem.

Itispossibletolinkthestandardstotheorganization’svaluesorexternalcustomerpromises,forexampleoneorganizationweworkwithhasavaluearound‘warmth’.Wehelpedtheauditteamrelatethistotheworktheydid.Althoughtheteamrecognizedthattheyneededtobeobjectiveintheirwork,theycouldaddadegreeof‘warmth’inthewaythattheycommunicatedwiththeircolleagues,forexampleinthelanguagetheyusedintheiremailsandininternalcommunication.Thisshiftintonehelpedthedepartmentbeseenasmoreapproachable–theirinternalscoresforhelpfulnessincreased.Wewilltalkmoreaboutservicestandardsinthenextchapter.

Manybusinessesaredrivenbymetricsandtoembedacustomer-centriccultureininternaldepartmentsitishelpfultohaveacustomer-centricmetricwhichisrelevanttothedepartment.TherearearangeofmetricsthatbusinessescanusesuchasInternalNetPromoterScores,InternalCustomerSatisfaction,CustomerEffort,CustomerEasyandCustomerClosenessscores.

Ourviewisthatwhateverthemetricitshouldberelevanttothedepartmentandteam

andthattheteamshouldbeabletogaininsightsfromthemetricandtakeactionasaresult.Wehavefoundthatcreatingteamserviceimprovementplansandmonitoringandreviewingtheseonaregularbasisdrivesinternalservicequality.

CLOSETOTHEEXTERNALCUSTOMER

Oneofthebarrierstocreatinganinternalcustomerfocusisthelackofclosenesstotheendcustomer.Teammembersinheadofficesorsatellitesmayneverinteractwithcustomersorexperiencetheorganization’sproductsorservices.Hereareanumberofideasforhowyoucanencourageinternalteamstogetclosertotheexternalcustomer,therebybetterunderstandingtherolethattheycanplayindeliveringanexcellentservice:

•Backtothefloor

Wehaveallseenthetelevisionprogrammeswhereseniorleadersengagein‘BacktotheFloor’activities.However,wewouldchallengewhythisneedstoberestrictedtotheupperechelonsofabusiness.Wewouldencourageinternalteamstofindopportunitiesformembersoftheirteamstospendtimeinbranches,contactcentres,outontheroadetc.Thistakeseffortandplanningbutwehaveseenteam’sunderstandingofbothexternalandinternalcustomerneedsgrowasaresult.Theactivityworksbestwhenpeoplearetaskedwiththensharingtheknowledgetheyhavegainedwiththeircolleagues.

•Adayinthelifeof

Ifitisnotpossibleforeveryoneinateamtogobacktothefloor,thenbringingexternalcustomersintothebuildinginpersonorviaothermediumsuchasfilmallowsinternalteamstobetterunderstandwhatcustomerswantandneedfromtheservice.

Wehavesuccessfullyrunteameventswhereactorshavereplicatedreal-lifecustomerexperiencesaswellaswherefront-facingemployeeshavedemonstratedwhatitisliketobeonthesharpend.

•Jobswapsandsecondments

Agreatdevelopmentopportunityisalsotoofferjobswapsbetweenroles,forexamplefrontlineandbackofficestaffandsecondmentstofrontlineteams.Peoplewhotakeontheseopportunitiescannotonlyenhancetheircareersbutalsobringbackusefulinsightstotheteam.

•Mentoring

Afurtheropportunityisforinternalteammemberstobecomementorsoffront-linecolleagueswhowishtomakethetransitionintoheadoffice.Therearemanybenefitsforboththementorandmenteefromtheseschemes.

•Training

We’vealsoseenshiftsinattitudetowardsthecustomeroccurwheninternaldepartmentalteammemberstakepartindevelopmentinterventionsdesignedforfront-lineteams.

OPENCOMMUNICATION

Theessenceoftheseactivitieswehavedescribedaboveistokeepopencommunication

linesgoingbetweentheteamandtheinternalcustomer.Soforexample,whenmarketingcreatesanewcustomercampaign,theynotonlycommunicateitfirsttootherteamsbeforetellingthecustomer,buttheywillalreadyhaveinvolvedandengagedrepresentativesoffront-lineandinternal-facingteamsinthedevelopmentprocess.

Financialservicesorganisation,Nationwide,tookareal-timeapproachfordevelopinganappforitsexternalcustomers.Thedevelopmentteamnotonlyinvolvedexternalcustomersviafocusgroupsinitsdevelopment,butinvitedinternalteammemberstoaddtheirideasandthentestandreviewtheproductasitwasdeveloped.

Teammembershavegreatideasandgiventhefreedomandresponsibility,theycaninvariablyfindbetterwaysofdeliveringagreatservice.Internaldepartmentsoftenharnessthepoweroftheteamininitiativestodriveefficiency.However,theyoftenforgettolookatwaysinwhichprocessescanbemadeeasierandsimplerforboththeinternalandexternalcustomer.

Otherideastoencourageaninternalcustomerfocusare:

•Internalworkshopstoheightenserviceawareness

•Cross-functionalprocessimprovementgroups

•Publicityinternallyandexternallyonwhotocontactaboutwhatissue

•Organizationalstructuralredesign,includinggeographicalandlayoutrelocation

•Establishingaproblemescalationprocesstoresolveissues

•Encouragingemployeesto‘own’aproblemfromstarttofinish.

Thereisnosilverbulletwhenitcomestocreatinganinternalcustomerfocus.Neverthelessallourworkdoesshowthattheleaderofateamandtheirleaderneedtodemonstratethatcustomerfocusmatters.

ActionsYouCanTakeasaResultofthisChapter1.GetbehindthecustomersatisfactionKPIthatrelatestoyourpartofthe

business:findoutwhatisreallyimportanttoyourcustomersandwhattheopportunitiesareforimprovement.

2.Useawiderangeofmethodstoidentifyandtrackcustomerinsights,e.g.socialmedia,focusgroups,commentcards,questionnaires,usergroupsetc.

3.Spendtimewithyourcustomers:gotothemorinvitethemintoyourorganization,watchandlistenastheyinteractwithyourproductsandservices,findoutwhattheylikeandwhereyourteamcanimprove.Shareyourfindingsandinvolveyourteam.

4.Shareonaregularbasiscustomerinsightswithyourteam.Makethesereadilyaccessibleandrelevant.

5.Developaserviceimprovementplanwithyourteamandmonitorandaddtothisregularly.

6.Undertakeacustomerjourneymappingexercisewithyourcustomersandyour

7.Identifyeffortpoints–bothforyourcustomerandfortheteam–andsetaplanofactiontoreducethese.

8.Instigateinnovativewaystomakecustomerdatacometolife:whoisyourMrsJones?

9.Setorganizationalandteamprioritiesbasedoncustomerinsights.

10.Seteveryoneinyourteamacustomerobjective.

11.Identifywhoareyourinternalcustomersandgainfeedbackfromthemaboutthecustomerexperienceyouprovideandhowthiscanbeimproved.

12.Usetechniquessuchasshadowingandjobswapsandjointtrainingeventstoencourageinternalteammemberstogetclosertoexternal-facingcolleaguesandcustomers.

Chapter4RecruitingforAttitude,TrainingforExcellence

Inthischapterwefocuson:

•Theimportanceofhavingapositiveattitudeandhighenergytoservethecustomerwellandhowyoucanassessthis

•Tipsfromtopserviceorganizationsaroundrecruitmentandinductiontechniques

•Theimportanceofsettingservicestandards

•Developingemotionalintelligenceandtheimportanceofongoingdevelopmentforserviceexcellence

Wehopethatthiswillhelpyouassesshowyoucurrentlyhireanddevelopyourteamandthestepsyoucantaketoimprovethis.

TheImportanceofPositiveAttitudeInhisbookHiringforAttitude,authorMarkMurphysaysthatoutofthe20,000newrecruitsthathetrackedinorganizations,46percentofthemfailedwithin18months.Whenquestionedaboutthereasonsforthefailureintherecruitment,89percentwasdowntoattitudinalreasonsand11percentduetolackofskill.Theattitudinalgapsincludedlackof‘coachability’,motivation,temperamentandlowlevelsofemotionalintelligence.

Inthischapterwewanttoexplainwhattodotoevidencethatthepersonyoumaybehiringistrulycustomer-focusedandcandisplayapositiveattitudeintermsofcoachability,motivationandemotionalintelligence.FormerCEOofSouthwestAirlines,HerbKelleher,wasoneoffirstpromotersof‘hiringforattitude’.Hesaid‘Wecanchangeskilllevelsthroughtraining,butwecan’tchangeattitude.’

Thereasonwearelookingatthisareaofrecruitingforattitudeisbecauseofthestronglinkithaswithcreatingengagedemployeesandengagedcustomers.Weknowthatengagementcomesfromhowtheemployeeandcustomerare‘feeling’,sobestpracticeserviceorganizationsarenowrecruitingpeopleusingcriteriabasedonhowtheywillmaketheircolleaguesandcustomersfeel.

WehaveusedSouthwestAirlinesasanoutstandingexampleof‘recruitingforattitude’.InJanuary2015,theyreportedtheirforty-secondconsecutiveyearofprofitability.Theirpre-taxreturnoninvestedcapital(ROIC)was13.1percent,nearlydoublewhatitwasfortheyearbefore.SouthwestistheonlysustainablyprofitableairlineinUS.Theymakeapointofattributingthistotheeffortsoftheirpeopleandtheyknowthat‘recruitingforattitude’playsahugepartinensuringthattheycontinuetomaintaintheirprofitability.

LibbySartain,vicepresidentofthePeopleDepartmentinSouthwestAirlines,says‘takingajobwithSouthwestislikejoiningacult.Theultimateemployeeissomeone

whosedevotiontocustomerandcompanyamountstoasenseofmission,asensethat‘thecause’comesbeforetheirownneeds.’

WhatDoes‘RecruitingforAttitude’Mean?Inordertorecruitforattitude,theorganizationneedstobereallyclearwhatitstandsfor,andwhatvaluesandbehaviourssupportthatvision,otherwiseitdoesnotknowwhattolookfor.Forexample,SouthwestAirlineshasmanyvaluesbutithasanoverridingsenseof‘fun’and‘non-conformity’.Thatwillguidethemonwhattheyneedtolookfor.LindaRutherford,vicepresidentofcommunicationandstrategicoutreachatSouthwestAirlinessupportsthis:

Wehireforattitudeandtrainforskill,andeveninpositionsthatrequirespecificskills(suchaspilots),attitudecontinuestobeatoppriority.Successfulcandidatesshouldembraceteamwork,demonstratealtruism,possessaself-deprecatingdemeanour,taketheirwork–butnotthemselves–seriously,anddowhatisnecessarytohelpthecompanyreachitsgoals.

AnnRhoades,executivevicepresidentofhumanresourcesatDoubletreeHotelsCorp,ahotelchainbasedinPhoenixUSA,usedtoworkatSouthwestAirlinesandhasadoptedtheirhiringmethodologyintoDoubletree.RhodesdescribestheDoubletreecultureasfreedom,informality,andflexibility.Heracid-testinterviewquestionforjobcandidatesis,‘Tellmeaboutthelasttimeyoubroketherules.’Alongsilenceoranoncommittalresponseisanindicationthatacandidateistryingtofigureoutwhatshewantstohear.‘Thegoodones,’shesays,‘don’tcare.’Sheadmitstorecruitingaseniorfinancialanalystwhotoldherheneverbroketherules.Sheconvincedherselfthathemightchangebecausehehadverystrongqualifications.Itwasn’tlongbeforeheresigned.

So‘recruitingforattitude’meansrecruitingpeoplebasedonthebehavioursyouseeandtheirfitwiththecultureofyourorganization.

RecruitmentTechniquesRecruitmentshouldnotbebasedon‘gut’feelaboutattitude.Rather,translatetheattitudeyouareseekingintobehaviours.Usespecificcriteria,basedonthedefinitionsofthedesiredbehavioursyouarelookingforandscoreeachcandidateagainstthese.Recruitersneedtohaveadiscussionabouthowtheyarrivedatthosescoresandneedtosupporttheirscoreswithexamples.

Competency-basedInterviewTechniquesAwidelyusedrecruitmenttechniqueistoaskwhatiscalledcompetency-basedquestionstodiscovercandidates’suitabilityfortherole.Forexample,ifoneofyourvaluesisrespect,youmaywanttodefinewhatthatmeansinyourorganizationandthencreatethemeasuresthatyouaregoingtousewheninterviewingyourcandidateorobservingtheminaction.Hereisanillustrationofhowrespectcanbefurtherdefinedas:

•Consideringeveryone’needs,recognizingskills,expertiseandother’scontribution

•Celebratingwhatpeoplehaveachievedforeachotherandthebusiness

•Nevertakinganyoneforgranted

•Understandingthatallourcustomersarevital,regardlessofcontribution.

Measuresthatsupportthisare:

1.Welistenandaskquestionstounderstandourpeople

2.Wetreatpeoplewithdignityregardlessofroleorposition

3.Wewelcomeandcelebratediversityanddifference

4.Werecognizeexpertiseandexcellenceonadailybasis,celebratingoursuccesses

5.Westopwhatwearedoing,listenandrespondtoeveryonewhowalksthroughourdoor

6.Wecreateanempoweringenvironmentforgreatperformance,developing,coachingandencouragingeachother.

IntheirbookCharacterStrengthsandVirtuesChristopherPetersonandMartinSeligmansuggestthattherearecertaintraitsthatarepresentinallsuccessfulservice-orientatedrecruitsregardlessofthecultureoftheorganization.TheysuggestthatthefourmostcommonareOptimism,Hope,CuriosityandZest.

Howcanyouidentifywhetheryourcandidateshavethesetraitsinabundance?Let’sstartbydefiningwhatyouwouldbelookingforineachofthesetraits–askyourselfthequestion–whatwouldthepersonIaminterviewinghavetobesayinganddoinginorderformetobelievetheywereoptimistic?

OPTIMISM

Thisisaboutcandidatesdemonstratingthroughexamplesandthroughtheirbehaviour:

•Confidenceaboutthefuturesuccessofsomething

•Abeliefthattherewillalwaysbeawayaroundaproblem

•Areallychallengingordifficultproblemallowsustolearnmoreaboutourselvesandthesituation.

Herearesomequestionstoyoucanuseatinterviewtoidentifyoptimism:

•Tellmeaboutatimewhenyouwerefacedwithareallychallengingordifficultcustomersituation.Whatwasyouryourapproachtotheproblem?

•Tellmeaboutatimewhenyougotdownaboutsomethingandfelttherewasnowaythroughtoresolutionofthesituation.

Thisisaboutcandidatesdemonstratingthroughexamplesandthroughtheirbehaviourthatthey:

•Expectpositiveoutcomes

•Arefullofpositiveexpectations

•Arerealisticratherthanoveroptimistic

•Adopta‘nothingventured,nothinggained’approach.

Herearesomequestionstoyoucanuseatinterviewtoidentifyhope:

•Describeatimewhenyoujustwantedtogiveuponwhatyouweredoing?

•Tellmeaboutatimewhenbeingrealistichelpedtomanageyoursandothersexpectations.

•Givemeanexampleofatimewhenyousetyourselforotherspositiveoutcomeswhentheywerenotconvincedtheywouldsucceed.

CURIOSITY

•Wanttoknowmore

•Askwhyuntiltheyareconvinced

•Displayathirstforlearningandexploring

•Seevalueinchange

•Proactivelyseekoutnewinformation.

Herearesomequestionstoyoucanuseatinterviewtoidentifycuriosity:

•Tellmewhatyouhavedoneinthepasttoextendyourlearningaboutsomething

•Howwouldyoudescribecuriosityfromapositiveandnegativeperspective?

•Whatdoescuriositymeantoyou?

•Displayenergyandenthusiasmthatiscontagious

•Showapassiontogetthingsdone

•Haveawillingnesstotakeonmore

•Showself-motivation

•Showawillingnesstotakerisks.

Questionstoidentifyzestinclude:

•Tellmeaboutatimeinthepastwhenyouhaveengagedotherswithenthusiasmandtheimpactthathad.

•Givemeanexampleofwhenyoushowedrealpassiontogetsomethingdonefor

acustomerandhowyouwentaboutdoingit.

•Tellmeaboutatimewhenyoutookariskandwhathappened.

Strengths-basedInterviewingCompetencyinterviewsarebasedroundtheassumptionthatpastbehaviourwillpredictfutureperformance.Competencyinterviewsareknowntobegenerallyreliable,objectiveandconsistentbuttechniquestoanswerquestionswellcanbelearnt.Competency-basedinterviewshavebeeninvogueforsometimenowanddonotnecessarilyallowbusinessestoevidencepositiveattitudinaltraits.Theresponsesthatcandidatesgivecanberehearsedandatbestdemonstratewhatthecandidatecando,notwhattheylikedoing.Manybusinessesthereforehavebeenmovingtoa‘strengths-based’interviewapproachwiththeaimoffindingoutcandidates’interestsandwhattheyaregoodatratherthanwhattheyarecapableofdoing.Thetheoryisthatbyidentifyingyourstrengthsandmatchingyourselftotherole,youwillenjoyitmoreandperformbetterthatthosewhohavetotryhardtofilltherole.Evidenceshowsthatthecandidatealsofindstheinterviewmoreengaging.

ProfessorAlexLinleyofCappdefinesastrengthas:‘apre-existingcapacityforaparticularwayofbehaving,thinkingorfeelingthatisauthenticandenergisingtotheuserandenablesoptimalfunctioning,developmentandperformance’.Thisisbecausewhenpeopleusetheirstrengths,theydemonstrate‘flow’,arealsenseofenergyandengagement.

Graduaterecruiters,suchasStandardChartered,Ernst&Young,Barclays,Nestlé,RoyalMail,BAESystemsandUnileverallnowusestrengths-basedinterviewsintheirrecruitmentprocess.Theyfindthatthistechniqueismorelikelytouncoverthecandidate’spreferencesandhowtheymightfitwiththeorganization’scultureandthejobrequirements.Responsestostrength-basedquestionscannotberehearsedandexamplesaresuchquestions:

•Describeasuccessfuldayyouhavehad

•Whatareyougoodat?

•Whatthingsarealwaysleftonyourto-dolistandnotfinished?(Theseareprobablyweaknesses:thingsyoudislikedoing)

•Whatmakesyouhappyatwork?

•Whatcomeseasilytoyou?

•Whatthingsgiveyouenergy?

•Whendidyouachievesomethingyouwerereallyproudof?

•Doyouprefertostarttasksortofinishthem?

•Whatdoyouenjoydoingtheleast?(Thesearelikelytobeareaswhereyoulacknaturalaptitudeorskills.)

Spottingstrengthscomesfromseeingtheenergyandenthusiasmofacandidate.Thecandidateismoreauthenticintheirresponse.Strengthsarearguedtoleadtohigher

performancethancompetenciesandareeasiertospot.

ExperienceCandidatesinActionApartfromcreatingquestionbanksbasedontheattributesyouwanttoexplorewithyourcandidateineitheracompetency-orastrengths-basedinterview,westronglyrecommendyouseeingthecandidateinactioninyourworkingenvironment.Howdotheyinteractwithteammembersandcustomers?Whatattitudedotheyportray?Thiswillhelpyoutomakethebestassessmentofthefitofthecandidatewithyourculture.

Askingquestionsinaninterviewisonlyonewayofcollectingevidenceonhowwellyourcandidateisabletodisplaythetraitsyouwant.Thinkingaboutthefourtraitsaboveofoptimism,hope,curiosityandzest,youcanputcandidatesintoacustomersettingandseehowtheyperformfortheday,youcansetcandidatesexercisessuchasagroupdiscussion,aleadershiptaskorapresentationtotheirprospectiveteam–allgreatwaysofgatheringindicatorsoftheirnaturalabilitytodemonstratetheseattributes.

Itisalsoimportantthatthatyoucheckoutyourobservationswithothermembersoftheteam.Assubjectivehumanbeingswearecapableofseeingthingsthewaywewanttoseethem!Ifyoufeelastrongrapportwithacandidatebeawarethatyoumaygetblindedbyyourownfilteringprocess,i.e.youmayseethemdifferentlytoothers.Thebestwayofdealingwiththisistomakesurethatothersintherecruitmentprocesshaveachancetoseetheminactionaswell.Thesamecanbetrueifyoufeelalackofrapportwithsomeone.

Herearethreeexamplesofhowcompaniesindifferentindustriesapproach‘recruitingforattitude’.

PretAMangerPretAMangerisBritain’sleadingsandwichchainwithanenviablereputationforservice.InTheTimesnewspapersurveyofthebestcompaniestoworkforintheUK,basedonemployeefeedback,Pretcametenth,aheadofsomeverywell-knownbluechipcompanies.Ithasover250storesintheUK,USandHongKong.APretFoundationTrustwassetupin1995tohelpsupportthefoodrunsandothercharityprojects;10pfromthesaleofeverytunabaguette,LovebarandLemonaiddrinkgoestowardsit.TheFoundationalsofundsanapprenticeshipschemeforthehomelessandex-offenders,whichgivesthreemonthsoftrainingandthepromise,allbeingwell,ofajobafterwards.

Pretrecruitpeoplewhoarehard-working,enjoydeliciousfoodandwhohaveagoodsenseofhumour.AnypotentialnewrecruitatPretgoesthroughthefollowingsteps:anonlineapplication,aninterview,andanExperienceDaywherecandidatesworkaspartoftheteaminashopforawholeday.Thismeansthecandidateandtheorganizationgettocheckeachotherout.Attheendoftheday,eachmemberoftheteamtellsthemanagerwhethertheythinkthecandidatewouldbeagoodfitatPretandthemanagertellsthecandidatethereandthenwhethertheyhavebeensuccessful.Ifunfortunatelytheyhavenot,they’llexplainwhyandpaythecandidatefortheday’sworkthattheyhavedone.Ifthecandidateissuccessful,theywillbewelcomedintotheteamandthehourstheyhaveworkedwillbeincludedinthefirstweek’spay.

Pret’sphilosophyisthat‘ourwonderfulhardworkingpeoplemakeallthedifference.Theyareourheartandsoul.Whentheycare,ourbusinessissound.Iftheystopcaring,ourbusinessgoesdownthedrain.’Theirphilosophyistopaypeopleasmuchastheycanafford,ratherthanaslittleastheycangetawaywith.Theyinvestin,trainanddeveloptheirpeople.Allshopshavetrainerswithintheircorestaff.TheyrunmanycoursesattheirTrainingAcademyinVictoria,Londonandinvestheavilyinemployees’development.Thisisreflectedinthenumberofteammanagerswhogoontobemanagers(72percent)andmore.Theyemploymanydifferentnationalitiesandvaluethecosmopolitanfeelthisgivesthecompany,twiceayeartheythrowamassivepartytowhicheveryoneatPretisinvited.

ZAPPOS

Zappos.comisanonlineshoeandapparelshopcurrentlybasedintheUS.Ithas1400employees.Sinceitsfoundingin1999,Zapposhasgrowntobethelargestonlineshoestore.FounderNickSwinmurnstartedZapposin1999afterhisfrustrationwithmallshoppingconvincedhimthattherehadtobeabetterwaytofindtheshoesyouwantinthecolouryouwantandintherightsize.TonyHsiehcameonboardasCEOandpropelledthecompanytoover$1billioninannualgrossmerchandisesales.Thebusinesshasbeenrecognisedasoneofthefastestgrowingretailersintheworld.ItisconsistentlyaJ.D.PowerCustomerServiceChampionandscoresconsistentlyhighNetPromoterScores.

Zapposhasawell-definedcorporateculturewithtencorevalues.Theseare:

•DeliverWOWThroughService

•EmbraceandDriveChange

•CreateFunandALittleWeirdness

•BeAdventurous,Creative,andOpen-Minded

•PursueGrowthandLearning

•BuildOpenandHonestRelationshipsWithCommunication

•BuildaPositiveTeamandFamilySpirit

•DoMoreWithLess

•BePassionateandDetermined

•BeHumble.

Atrainingteamtrainsemployeesineachcorevalue.Everyemployeehearsthesamemessage,learnsthevalues,andlearnsthebehaviourthatisexpectedtolivethevalueseverydayatwork.Employeeshavedevelopedanannualculturebookwhichsetsoutandreinforceswhatisimportanttothemasacompany.

ThehiringprocessatZapposislengthyandfocusesonattitudeandculturalfit.Zapposdonotpostspecificjobvacanciesonline.Theyinvitepotentialcandidatestojoinan‘insidergroup’byconnectingtocurrentemployeesviasocialnetworking.PeoplewhoareinterestedinworkingforZapposprovidepersonalizedinformationincluding‘what’ssomethingweirdthatmakesyouhappy?’and‘writeyourownheadline’(essentiallya

professionalsummary).Zappostakesculturalfitseriouslyandhiresslowly.ItmaybemonthsbeforeZapposapproachesapotentialcandidatebutinthemeantimetheywillbelinkedtothe‘insidergroup’.

PotentialcandidateswillmeetwithmanyZapposteammembersandnormallyattendsometypeofdepartmentorcompanyevent.Thisallowstheemployeeswhoarenotparticipatingininterviewstomeettheprospectiveemployeeinformally.TherecanbealengthyperiodoftimebetweenaninitialculturalfitinterviewwithanHRrecruiterandanactualjoboffer.Ifapotentialemployeefailstopasstheculturalfitinterview(50percentoftheweightinhiring),theapplicationisnottakenforward.Interviewershavedevelopedfiveorsixbehavioural-basedquestionsthatilluminateacandidate’scongruencewitheachoftheZapposcorevalues.Thisapproachtointerviewingallowsinterviewerstoassessacandidate’spotentialabilitytofitwithintheculture.

IfyouarehiredbyZappos,youcanexpecttospendyourfirstthreetofourweeksmanningphonesintheircallcentreandlearninghowtorespondtocustomerneeds.Uponcompletionoftheirtimeinthecallcentre,Zapposemployeesareoffered$3,000.00toleavethecompany.Ifyouhaven’tbecomeaZapposinsider,committedtothegoalsandtheculture,thecompanyreallyprefersthatyouleave.

DAVIDLLOYDLEISURE

Werecentlydeliveredalarge-scaleemployeeengagementprogrammewithDavidLloydLeisure(DLL).Theycurrentlyown93leisureclubs,withthemajorityintheUKalthoughtheyalsohaveapresenceinIreland,Holland,BelgiumandSpain.Theirambitionfortheirdesired,futurecultureistocreateanenvironmentwheremembers(customers)feelemployeesareconsistentlygivingtheirpersonalbestwheninteractingwiththem.DLLwantedtoincreasememberretentionandtheyknewtheyhadtothereforeincreaseemployeeandmemberengagement.

Inpreparationfortheworkshopsthatwererunforleadersandallemployees,DLLinvestedinresearchtoidentifywhattheynowstoodforandthebehavioursthatwouldsupportthat.Interviewswithmembersandemployeesaboutwhatwasworkingandnotworkingforthemresultedinoneclearvision‘Givingourbesttohelppeoplebetheirbest’andfivebehaviourstosupportthat:beingEnthusiastic,Engaging,Expert,Empathic,andEnabling.BylivingthesefivebehavioursDLLbelievedtheirmemberswouldfeelSpecial,Understood,andValuedwhichwaswhatmembersweresayingwasmissingforthem.

Managersandemployeeswentthroughanexperientialworkshopwhichencouragedthemtoworkatbotharationalandemotionallyengaginglevel.TheworkshopmovedthemtoaplacewheretheyunderstoodwhatDLLwastryingtoachievethroughthisinterventionbeforetheyweregiventheopportunitytoengagepersonallywiththebehaviours.Theycompletedanactivitywhichallowedthemtoexperiencewhatitwasliketobeonthereceivingendoftheirbehavioursfrombothapositiveandnegativeperspective.Theconvincerforthemwasfeelingwhatitwasliketoexperiencepositivebehavioursandtonoticetheimpactonotherswhenthebehaviourtheydisplayedwasnegative.

ThesefivebehaviourswerethenappliedtotheDLLperformancemanagementprocessandrecruitmentprocess.Thebehavioursweredefinedfurthersotheydescribedthespecificbehaviourtheywantedbothemployeesandmanagerstoexhibitandtobemeasuredagainst.

Thistransformedtheirrecruitmentprocess–nolongerweretheyrecruitingforpeoplewhohad‘donethejobbefore’,i.e.hadtheexperienceandskillsofknowinghowaleisureclubworks;theyrecruitedpeoplewhotheyknew,throughtheirbehaviour,wouldmaketheirmembersfeelspecial,valuedandunderstood.DLLhavenowrecruitedgeneralmanagersfortheirclubswhohaveneverbeenintheindustrybefore–somethingthatwasnotusualpractice.

Apartfrominterviews,DLLalsoaddedroleplaysintotherecruitmentprocesssotheycouldseespecificallyhowthecandidatedealtwithasituationinthemoment.Candidateswouldbeputinsituationswheretheywouldhavetoengagewithotherstaffmemberstocompleteataskorleadateamtowardsanoutcomesothattheirleadershipstylecouldbevisible.Atseniorlevel,candidateswerealso‘vetted’bythestaffmemberstheywouldbemanaging.Theywouldbeinvitedintotheworkplaceandstaffmemberswouldbeencouragedtoaskthemquestionsabouttheirleadershipstyleandtheirintentionsforthedepartment.Thecandidateswouldbeexpectedtodiscusswiththestaffwhattheirexpectationswouldbeofthemastheirleader.

TrainforExcellenceOnceacandidatehasbeenhired,traininganddevelopmentareimportant,notonlytoensurethatthenewhiredeliversexcellentservice,butalsobecausedevelopmentisaprovenmotivator(seealsoChapter5).

Inductionisanidealopportunitytoestablishcustomerexpectationsandintroduceservicestandards.Standardsofserviceneedtobesetbythecustomerandreflectwhatisimportanttothem.Forexample,hereisachecklistofstandardsthatcustomersfromadepartmentstorelookforintermsofbasicservice:

•Peoplegreetmeandsmile

•Allstaffarerecognizable(wearinguniforms)andhavenamebadges

•Peoplemakeitcleartheyareavailabletohelpbutwithoutimposingthemselvesonme

•Peoplearewarm,friendlyandhelpful

•Peoplelistentounderstandmyneeds

•Peopleareclearlyknowledgeableandhappytoshareinformationasrecommendations,reassuranceorsimplyinterestinginformation

•IfIpicksomethingupI’mgiveninformationonrelateditems/lines

•I’mgivenadviceonsimilarthings/itemsImaynothavenoticedandoncurrentoffers

•PeopletemptmetotrysomethingIwouldn’tusuallydo

•IfIhavechildrentheyaretalkedtoandshownthingsthatmayberelevanttothem

•Peopleofferhelpifneeded

•Peopletalktomeopenlyandencouragemetotalktothem

•Ifit’sbusyIstillfeelgood–peopleareactivelytryingtohelpandstillofferadvicewithasmile

•Someonechecksallwasgoodforme–ifitwasn’ttheyreallydosomethingaboutit

•It’sclearpeoplearealerttoproblems

•Peoplethankmeforvisiting

Applehasdevelopedasetofservicestandardsthatsetouthowtheyexpecteverymemberofstafftobehave.Calledthe‘StepsofService’,thesearespelledoutintheacronymAPPLE:

•Approachcustomerswithapersonalizedwarmwelcome

•Probepolitelytounderstandallthecustomer’sneeds

•Presentasolutionforthecustomertotakehometoday

•Listenforandresolveanyissuesorconcerns

•Endwithafondfarewellandaninvitationtoreturn.

Only2percentofapplicantsgethiredatAppleandtheyhaveextensiveknowledgeaboutproductsandthebusiness.Applehaveapolicycalled‘Thetalentweightedtothefront’.Thisstrategyencouragesstorestoputtheirmosttalentedandquickestemployeesatthefrontlinetoensurespeedyandreliableservice.Tomakesuretheyhavehappyloyalcustomerswhotrusttheirstaff,Appletrainingencouragesteammembersto‘un-sell’aproductorserviceifitisnotrightforthecustomerandifalower-pricedorlesser-featuredproductwillbebettersuited.TheAppleGeniusBarisatechsupportstationlocatedinsideeveryAppleRetailStoretoofferhelpandsupportforAppleproductswhichcustomerscanbookappointmentsforface-to-faceandonline.Candidatesfor‘Genius’techsupportstaffundergotraininginfacilitiesworldwide,thenarecertifiedandregularlytestedontheirskills.

UsingEmotionalIntelligencetoServetheCustomerOneareaofrecruitmentanddevelopmentwhichhasbeenafocusformanybusinessesisemotionalintelligence(EQ).Thisistheabilitytoputyourselfinthecustomer’sshoesandtoseethingsfromtheirperspective.Thisismostapparentwhenthingsgowrong,butEQisrelevanttoeveryserviceactintheorganization.Ifyourorganizationdoesnotrecruitandtrainpeoplearoundemotionalintelligencethennowisthetimetostart.

WHYEQISSOIMPORTANT

Themost‘efficient’organizationsarenotalwaysthemostcustomerfriendly.ResearchbyDanielGoleman,authorofWorkingwithEmotionalIntelligenceindicatesthatwhenitcomestolastingrelationshipsitismoreoftenhowweareandhowwerelatetocustomersratherthanspecialisttechnicalskillsandabilitywhichcountswithothers.Serviceproviderswhoareemotionallyintelligentarethosewhohavehighawarenessof:

•Themselvesandtherangeanddepthoftheirfeelings–sad,happy,depressed.

•Otherpeopleandtheirfeelingsandwhatsignalssuchfeelingsgiveoff.

•Theimpacttheyhaveonothers.

•Theimpactotherpeoplehaveonthem.

Theyareabletousethisknowledgetomanagethewaytheydealwithotherpeopleandtochangetheimpactthatothershaveonthemorthattheyarehavingonthecustomer.

Everyfront-lineserviceemployeeknowsthathandlingmultiplecustomerquerieseachdayputsthemunderpressure.Itisveryeasytotakethingspersonally,tobecomefrustratedandstressed.Serviceproviderswithhighemotionalintelligencerecognizetheiremotionaltemperaturesandareabletocontroltheireffects.Theytakestepstoproactivelymanagetheirstresslevelsandthewayitcomesout.

Whenhandlingcustomercalls,particularlydifficultones,theabilitytoempathizewiththecustomeriskey.ServiceproviderswithhighlevelsofEQcreaterapportwithcustomersbyspeakingtheirownlanguage,byshowinganinterestandrelatingtowhatthecustomerisfeeling.Inthiswaytheyformbetterrelationshipswithcustomerswhichleadtomoreeffectiveresultsandareabletodefusemanydifficultsituations.

THEREALITY:FEWORGANIZATIONSHAVEHIGHEQ

Ifawell-developedabilitytoempathizewiththecustomerisclearlysoimportant,whyisitnotuniversalinserviceorganizations?WhatstopsEQbeingpresentthroughouttheorganization?HerearesomecommonreasonsforpoorlydevelopedEQ.

MANYLEADERSARE‘PEOPLEINSENSITIVE’

Customerleadersoftenreachpositionsofauthoritythroughtheirtechnicalabilityandtheircapacitytolookdispassionatelyatfactsandpresentinformationlogically.TheMyers-BriggsTypeIndicator©measuresthisasapreferencefordecisionmakingthroughthinking.Researchsuggeststhatmoremanagersarehigheronthisscalethanfeeling,whicharethosewhoactivelypayattentiontoothers.AstudyoftherelativeineffectivenessofITmanagersservingtheirinternalclientsobserved‘Oneofthemorenoticeableaspectsishowmanyofthemfindithardtogetintouchwiththeirfeelings.’Suchmanagerspaymoreattentionto:

•factsratherthanemotions

•logicratherthansensitivities.

Thisapproachaffectstheabilitytolistenmoretocustomersandtocolleaguesandto

createandmaintainrapport.

MANYSUFFERFROMOVERLOADANDSTRESS

Inaneraofdownsizingandmoreforless,employeesfeelincreasinglyunderpressureaslayersofpostshavebeenremovedandtheyareworkinglonghours.Fearcanleadthemtotakeona‘siegementality’,afraidtodelegateandclosedtotheviewsorfeelingsofothersforfearitwillbepersonalcriticism,orleadtoevenmoreworkfortheindividualinvolved.

THEREISADELUGEOFINFORMATION

Asinformationavailabilityhasincreased,sohastheinabilityofmanagersandorganizationstohandlethedata.Thishasledtothesituationwherewarningsignsofpoorqualityorcustomerdissatisfactiongounheeded.

SERVICELEADERSFEAROFLETTINGGO

Manyserviceleadersarereluctanttoempowerandareoverlyconcernedtokeepcontrol.Thisleadstolackoftrust,whichothersquicklypickupon.

SHIELDINGOFIMPACT

Webecomeshieldedfromtheconsequencesofouractions.Employeesoflargeorganizationsfrequentlydonotfeelthepersonalimpactoftheirdecisions.Emailandvoicemailhaveheightenedthiscocooningimpactwhichcanleadtoanapproachof‘itwasn’tmyfault’.

HOWTOINCREASEYOUROWNEQANDTHATOFYOURTEAM

TherearemanyapproachesyoucanuseasacustomerleadertoincreaseyourownEQandthatofothersinyourteam.Hereisaselectionofmethods:

•FindwaysduringrecruitmenttocheckoutthelevelofcandidatesEQ.Forexample,askhowtheyhandleddifficultcustomerproblems.Watchforresponsesthatindicateempathyandconcernforthecustomer.

•Mysteryshopyourservice:askyourteamtoexperiencetheservicetheyprovidefromacustomer’sperspectiveandtoidentifythefeelingsthisexperiencegenerated.

•Mysteryshopyourcompetitorsandencourageyourteamtodothesame,notinghowtheneedsofcustomersweremet.

•EncourageyourteamtobringinexamplesofbestpracticeincustomerserviceandthosewhichdisplayEQ.

•Feedbackcommentsfromcustomers.Usecustomerresearchtoidentifyhoweachserviceproviderisperforming.

•Monitorperformanceandprovideongoingcoaching.Focuson‘how’theserviceproviderrelatestothecustomeraswellastheirknowledgeorskills.

•Providetrainingontheskillsneededinhandlingdifficultcustomersituations.Putparticularemphasisonshowinggenuineempathytothecustomerwhenthingsgowrong.Studiesshowthatcomplainingcustomerswillnotlistenuntilyoushowthatyoutrulyunderstandtheirsituation.

•Engendera‘can-do’attitudeinyourteambyempoweringthemtomakedecisionstohelpthecustomer.

•Coachyourteaminuseofrapport-buildingtechniquessuchasrecognizingcustomermoodsandadaptingservicestyletomatch,useofmirroringverbalandnon-verbalcues(whereappropriate),showingagenuineinterestinthecustomer.

•Talkwithyourteamabouthowtodealwithdifficultcustomerissues.Passonthisinformationtootherpartsoftheorganizationsothatstepscanbetakentoavoidtheseproblems.

•Givefeedbacktoyourteamonhowtheyareperforming–motivationalfeedbackwilldeveloptheirlevelofconfidenceanddevelopmentalfeedbackwillhelpthemtoimprove.Bepreparedtolistentofeedbackonyourownperformance.

•Talkaboutwhatcausesyourteamstressaspartofyourregularteammeetings.Takestepstoovercomecausesofstress.Providetrainingtoyourteaminstressmanagement.

•Maketimetofindouttheexpectationsofothergroupsandcolleagues.Encourageaninternalcustomerapproachtohandlingtheirexpectations.

•Acknowledgewhatindividualsinyourteamarefeelingandofferthemhelpandsupport.

AssessyourownEQLookatthefollowingstatementsand,usingthescoringsystemwhere:

•AgreestronglyScore5

•AgreetosomeextentScore4

•NeitheragreeordisagreeScore3

•DisagreesomewhatScore2

•DisagreestronglyScore1

Ratetowhatextentyouagreethatyou:

Self-awarenessScore

1.Iamawareofsituationswhichcausemetothinknegatively

2.IrecognizetheemotionsIfeelwhendealingwithcustomers

3.Irecognizewhatinfluencesmywayofthinking

4.IknowwhenIamangryorsad

5.IknowwhenIfeelmotivatedandwhenIdonot

6.IamconfidentinwhoIam

Totalscore:Self-awareness

AwarenessofownimpactonothersScore

7.IknowwhenIamnothandlingacustomersituationwell

8.Iamawareofhowmymoodaffectsothersaroundme

9.Ihaveanaccurateassessmentofmyself

10.Ihavereceivedfeedbackfromcustomersontheimpactofmybehaviours

11.IamawarewhenImakeotherpeoplefeelgoodaboutthemselves

12.Iknowwhenmymessageisnotcleartothecustomer

Totalscore:Awarenessofownimpactonothers

Awarenessofothers’emotionsScore

13.Icanidentifycustomers’emotionfromtheirtoneofvoice

14.Iamawarewhencustomersareupset

15.Iamabletoputmyselfinthecustomers’shoesandacknowledgetheirfeelings

16.Iknowwhensomeoneisnotbeingsincere

17.Icanunderstandwhencustomersgetangry

18.Inoticewhenotherssaythingsthatareinconsistentwithwhattheyappeartobefeeling

Totalscore:Awarenessofothers’emotions

Awarenessoftheimpactofothers’emotionsonselfScore

19.Iknowwhatphrasescustomersusewhichupsetme

20.Iamawarewhencustomersaretryingtomanipulateme

21.IknowwhichcustomersIsympathizewith

22.Iknowwhensomeoneistryingtogetmetoagreewiththem

23.Irecognizewhencustomersmakemeangry

24.Iamawarewhencustomersmakemefeelpatronised

Totalscore:Awarenessoftheimpactofothers’emotionsonself

AbilitytomanageselfScore

25.Iknowhowtocontrolmyemotionswhencustomersgetangry

26.Iamabletosaynotothecustomerwithoutfeelingguilty

27.Iamdiplomatic

28.IexpresswhatIamfeelinginanappropriatemanner

29.Irarelytakecustomercommentspersonally

30.Icanchangemyapproachwithacustomerifmyfirstattemptisnotsuccessful

Totalscore:Abilitytomanageself

AnalysingyourScores

Lookatthescoresforeachofthefivesectionsabove:

1.Self-awareness

2.Awarenessofownimpactonothers

3.Awarenessofothersemotions

4.Awarenessoftheimpactofothersemotionsonself

5.Abilitytomanageself

Youneedtoscoreover24outof30inallfivesectionstobeconsideredeffectiveincreatingandmaintainingeffectiverelationships.Lookattheareaswhereyouhavelowscoresandconsidertheactionsyoucantaketoincreasethesescores.

OngoingDevelopmentAswementionedearlier,oneofthecharacteristicqualitiesofgreatcustomerleadersistheirpassionforlearning.Intoday’sdigitalenvironment,developmentnolongerneedstobe100percentface-to-facealthoughwedoseevalueinone-to-oneandone-to-groupinterventions.Greatserviceorganizationsuseavarietyoflearningopportunitiesandmediumstoencouragedevelopment.Thekeyisthatlearningisongoing,focusedonthecustomerandthecultureoftheorganizationaswellasskills.

Nooneapproachisrightforeveryorganization,butbusinesseswhodowellgivetimeonanongoingbasistodevelopment.Onemistakethatwehopeyouavoidisrestrictingservicetrainingtofrontlineemployees.Inourexperiencewhilethisisimportant,thekeyistoengageandtrainleadersthroughoutthebusinesstobecustomer-focused.Inouropinion,asthisbookdemonstrates,customerexperienceisaleadershipissueandcustomerleadersneedtohaveopportunitiestodeveloptheirleadershipskillstobetterservetheirteamsandthecustomer.

Herearesomecorporateexamplesillustratingdifferentapproachestoreinforcingtheservicemessage.

FIRSTDIRECT

FirstDirect(styledasfirstdirect)isatelephoneandInternet-basedretailbankintheUK,adivisionofHSBCBankplc.FirstDirecthasheadquartersinLeedsandhas1.16millioncustomers,950,000ofthemuseInternetbanking.Thebankemploys3,200peopleand44percentofFirstDirectsalesareviae-channels.Ithandlesaround135,000telephonecallseveryweek.

FirstDirecthasscoredexceptionallywellinmostcustomersatisfactionsurveysandisrecognizedgloballyasoneofthebestprovidersofcustomerservicesinthefinancialservicessectoracrosstheworld:96percentofcustomerswouldrecommendFirstDirect

andoneoutofthreenewcustomersisviareferral.

FirstDirectaimsfora‘magicalrapport’withtheircustomers–pickingupbodylanguageoverthephoneandreactingaccordingly.Therearenoscriptsinthecallcentre:‘Youcanseethroughascript.Whatweareaskingisforpeopletobethemselves.’Therearealsono‘averagecallhandingtime’targets.Customersarenotpassedfromonepersontoanother.Thesamecustomerrepresentativewillphonetodealwithanissue.

FirstDirect’sprimaryconcernistorecruittherightpeople.Theytargetpeoplewithgoodcommunicationskillsbecausetheyfigurethattheycanteachbankingandkeyboardskillsbutnothowtobeaniceperson.FirstDirectaimstobeadestinationemployer.Itwantsitspeopletoremainwiththebanklongtermsothattheycanusetheirlong-termexperiencetoprovideabetterservice.

Afterappointment,newstaffundergosixweeksoftraining(ornineweeksparttime)with65percentofthetimeinaclassroomenvironmentand35percentintegratingwithdedicatedcoachesintheliveworkingenvironmenttakinglivecalls.Inthefirstfewdaysoftrainingthenewstaffengagewiththecultureofthebusiness.Theythenhaveapatternofongoingtrainingandcoachingtohelpdeliverthebrand’sservicevalues.

Fordisthesecond-largestUS-basedautomakerandthefifth-largestintheworld.IntheUKFordofferedformalaccreditationincustomerserviceforallemployeesinitsdealershipsintheUK.Employeescouldattainaccreditationfollowinganin-depthassessmentaspartofthecompany’s‘MomentsofTruth’customerserviceinitiative.ThiswasatraininginvestmentaimedathelpingFordRetailtodeliverthebestserviceexperiencestocustomersthroughouttheindustry.MomentsofTruthinvolvedall3,000FordRetailstaffin74UKlocationsworkingtoachieveaformalqualificationincustomerservice.

Theprogrammeinvolvedeveryemployeeattendingalauncheventandon-siteworkshopsandworkingtowardsanNVQqualificationorequivalentincustomerservice.Thiswasthefirstindustryinitiativeofitskindonthisscale;membersoftheFordRetailboardandseniormanagementteamalsocompletedthetrainingthemselves.

Everyoneworkedthroughaseriesofexercisestounderstandwhatitmeanstodeliverexcellentcustomerserviceandhowtheycanprovideitthemselvesintheirownareas.TheFordRetailviewisthata‘MomentofTruth’occurseverytimeanemployeehascontactwithacustomer,fromasalesmanatthepointofsaletoatechnicianensuringavehicleiscleanfollowingaservice.

JOHNLEWIS

TheJohnLewisPartnershipisfamousforitsexcellentcustomerserviceandgoodvalue(‘neverknowinglyundersold’).Itisawinnerofnationalcustomerserviceawardsfortenyearsrunning.ThreeoutoffourcustomersrecommendJohnLewistoothers.

JohnLewisisthelargestdepartmentalstoregroupbyturnoverintheUK,with28storesand4homestores.ItisthesecondlargestprivatelyheldcompanyintheUK.None

ofthe27,000peoplewhoworkatJohnLewisisanemployee–they’reall‘partners’whojointlyownthebusiness.Theygetaprofitsharebasedonhowmuchprofitisgeneratedbythebusinessasawhole,sotheyallfeelreallyinvolvedandincentivized.Thisencouragesthemtogivegreatservicebecausetheyfeelsuchasenseofownershipforthebusiness.Thepartnershipschememakesthemfeelvalued.AsMDAndyStreetsays:‘We’rebasedonthenotionthatifwetreatourpartnerswell,itwillleadtogoodcustomerservice.’

JohnLewis’ssixfoundingprinciplesofcustomerserviceare‘Behonest;giverespect;recognizeothers;showenterprise;worktogether;achievemore.’NewmembersofstaffatJohnLewisaresentalloncustomerservicetrainingdays.Afterthat,there’songoingtrainingforemployeestomakesureeveryone’sgivingthesameexceptionalservice.TheknowledgeandexpertiseofJohnLewis’sin-storestaffisoneofthebusiness’strongestsellingpoints.‘Ifyoudon’tknowyourstuff,customerscanseestraightthroughit.’Thisfostersasenseofauthorityandtrustworthiness.

LeadersatJohnLewisregularlyspeaktofront-linestaffandgettheminvolvedinimprovingthewaythingsaredone.Thephilosophyis‘Front-linestaffhaveinsightsnooneelsecanform.’Partnersregularlyaskcustomerswhattheywantandwhattheythink,andrecordresults.Then,theyactonit.‘It’stemptingtofeelthatoncetheinformationhasbeengathered,thejobisdonebutyourprocessesandcultureneedtobealteredasaresult’,saysAndyStreet.

RITZCARLTONHOTELS

TheRitz-CarltonHotelCompanyoperatesfive-starresortsandluxuryhotelsworldwideanindependentlyoperateddivisionofMarriottInternational.Thehotelchainwasestablishedin1983withthepurchaseofTheRitz-Carlton,BostonandtherightstothenameRitz-Carlton.Themanagementcompanyhasgrownfrom1hotelto79hotelsworldwide.RitzCarltonhas38,000employees.ThefirstRitz-CarltoninBostonsetthestandardsofservice,diningandfacilitiesasabenchmarkforallRitz-Carltonhotelsandresortsworldwide.PresidentandCOOHorstSchulze’sstrongconvictionofcustomerloyaltyandemphasisonavalue/mission-drivenphilosophyissummedupinthestatement‘Weareladiesandgentlemenservingladiesandgentlemen’.

It’sconsistentlyhighstandardsofserviceareachievedbyathoroughinductionprogramme.Thereisasix-hourfollow-uptoorientation,termedDay21,whichtakesplaceaboutthreeweeksafterthenewemployee’sstartdate.TheGeneralManagerconductsthefirsthour,solicitingfeedbackaboutthenewemployee’sexperiencetodate.TheGMasks,‘Howisitgoing?Whatdidwemiss?Arethereissuesweneedtodiscussorexplain?’

Topperformersineachofthehotel’s35departmentsaredraftedtobecoaches/trainersintheirareasofexpertise.TheRitz-CarltonLine-upisthesystem-wide15-minutegatheringofemployeeseverymorningintheirdepartments.TheLine-upscheduleisstandardthroughoutthecompany;fiveminutesdiscussingwhatishappeningatthecorporatelevel,anotherfiveminutestalkingabouttheirhoteleventsandgatheringsofthedayandweekandimportantguestsarriving,andfinallyfiveminutesreviewingoneoftheGoldStandards20Basics.TheLine-upisthecompany’smostimportanttoolinmaintainingtheirsuperiorservicestandards.

EachRitz-Carltonemployeehasacardcontainingthetwenty‘basics’andthemantra‘weareladiesandgentlemenservingladiesandgentlemen’.

AssessYourApproachtoRecruitment,InductionandServiceDevelopmentUsethechecklistinFigure4.1toassesswhatyoudowellintermsofrecruitingforattitudeandtrainingforexcellence.

Figure4.1AssessYourApproachtoRecruitment,InductionandServiceDevelopment

Ifanyoftheabovearenotinplaceandneedaddressing,considerwhatyouneedtoachieveandwhoyouneedtoinfluencetomakethechangesneededinthisimportantarea.Developaplanofactionforimprovement.

Chapter5MotivatingandEmpoweringYourPeople

Inthischapterwelookatwhatittakestocreateanenvironmentwherepeoplewanttogiveoftheirbest.Welookatleadershipstyleanditsimpactatwork.Wealsodiscusswhatittakestoempowerotherstotakeeffectivedecisionsonbehalfofthecustomerandattheindividualmotivatorsteammembersneedtohavesatisfiedtobecometrulyengagedaswellastheactionyoucantakeasaleadertobetterunderstandyourpeople.

Likeotherchapters,you’llfindavarietyofbestpracticeexamplesandself-assessmenttoolsandactionplanstohelpyourelatethekeylearningpointsfromthischaptertoyourworkenvironment.

HighEnergyandPositiveAttitudeHaveyoueverwonderedwhysometimespeoplearenotperformingtotheirfullpotentialorarereluctanttodeliveragreatservice–evenwhenyou’vetrainedthemandtriedtounderstandwheretheyarecomingfromandwhattheissuesare?Ournormalreactionistolookattheirlevelsofskillsandknowledgeandhowtobridgethegap.However,justasimportantareteammembers’behaviours.Aswehavedescribedearlier,highlyengagedteammembershaveapositiveattitudeandhighenergyanddrivetodotheirbestforthecustomer.

Customerscantellwithinsecondswhethertheyaredealingwithacommitted,engagedemployeeoronewhoisfundamentallydissatisfied.Thisiswhyleadersneedtobeabletoidentifyexactlywhattheyneedtodotocreateanempoweringenvironmentfortheirteam.

UsetheEnergyandAttitudemodelinFigure5.1tohelpyouthinkaboutwhereindividualsinyourteamaremostofthetimeintermsoftheirlevelsofengagement.

Figure5.1EnergyandAttitudeModel

Thismodelisusefulonaone-to-onebasiswhentacklingindividualperformanceissues.Hereishowyoucanidentifyeachtypeandthecoachingopportunitiestheypresent:

•Spectators:positiveattitude,lowenergy.Spectators:

–Acknowledgegoodideasbutarereluctanttochangethemselves

–Avoidtakingrisksandkeepalowprofile

–Trytoridethingsoutuntilthingsreturntonormal

•Spectators’coachingneeds:

–Notover-promisewhentheycan’tdeliver

–Iftheycannotmeetdeadlines,enlistother’shelp

–Talktotheirmanageraboutwhatsupporttheycangive

–Bemoreconfidentinputtingforwardandactingonideas

•Cynics:negativeattitude,highenergy.Cynics:

–Expressfrustrationoverpainandhesitancyofothers

–Argueagainstchanges

–Alwaysseethenegatives

–Pressforquicksolutionsanddecisiveactions–thencriticisethem

–Areoblivioustotheconsequencesoftheirnegativity

•Cynics’coachingneeds:

–Talklessandlistenmore

–Beawareofthenegativeimpacttheycreate

–Voicetheirconcernsinamorepositivemannerandcriticiseless

–Asktotakeonchallengesandmakethemostofthem

•Victims:negativeattitude,lowenergy.Victims:

–Blockoutchallenges

–Avoidconfrontingissues

–Retreatinto‘safety’–buryingtheirheadsinthesand

–Avoidrisk,doingtheminimum

–Avoidthinkingaboutwhatmighthappen

•Victims’coachingneeds:

–Bemoreconfidentinthemselves

–Askforhelpifthetaskistoodaunting

–Considertheimpacttheyarehavingonothers,playamorepositiveroleintheteam

–Considerwhatworktheywouldreallyliketobedoing,anddoit

•Players:positiveattitude,highenergy.Players:

–Seethesilverlininghiddenbeneaththedarkclouds

–Viewambiguityandchangeaschallengeandopportunity

–Findhumourindifficultsituationsanduseitasatool

–Treatlifeasacontinuouslearningexperience

–Expandtheirpersonalcomfortzone

•Players’coachingneeds:

–Setapositiveexampleforothers

–Putforwardideasforimprovement

–Encourageandsupporttheirfellowteammembers

–Tellcynics,spectatorsandvictimswhentheyarehavinganegativeimpact.

SupportandChallengeSohowdoestheleaderimpactteammembers’energyandattitude?Inearlierchapterswe’vetouchedontheimpacttheleaderhasinengagingtheirteammembersviatheirbehaviours.A2013GallupStateoftheWorkplaceReport,TheRelationshipBetweenEngagementatWorkandOrganizationalOutcomes,states:

Gallup’sresearchhasfoundthatmanagersareprimarilyresponsiblefortheiremployees’engagementlevels.Organizationsshouldcoachmanagerstotakeanactiveroleinbuildingengagementplanswiththeiremployees,holdmanagersaccountable,tracktheirprogress,andensuretheycontinuouslyfocusonemotionallyengagingtheiremployees.

Whenwelookatgreatserviceleaderswhoinspireandmotivatetheirfollowerstodeliveranexceptionalservice,weseetheydisplayamixtureofbothsupportiveandchallengingbehaviours.

Bysupportivebehaviourswemeanofferingmotivationalfeedback,listening,empathizing,assisting,providingadvice,guidanceandbackupforothers,activelyhelpingwithresourcesviatheirowntimeandeffort.

Examplesofchallengingbehavioursareofferingdevelopmentalfeedback,challengingotherstodobetterbothbytherequestsyoumakeofthemandthestretchesyouset,questioningpeoplesotheyrethinktheiractionsanddecisions,providingstretchinggoals,offeringalternativesandconfrontingassertively.

ThecombinationofsupportandchallengebehavioursthattheleaderdisplayshasadirectimpactonthebehaviourandmotivationoftheteamasFigure5.2illustrates.

Figure5.2ImpactontheTeamofDifferentDegreesofSupportandChallenge

Wehopeyoucanseearelationshipbetweentheimpactofsupportandchallengeleadershipbehavioursandtheenergyandattitudefollowersdisplay.

Therightlevelsofsupportandchallengewillreallyhelpdriveanenvironmentofserviceexcellence:peoplearesupportedandcongratulatedwhentheydisplaycustomer-orientatedbehavioursandarechallengedwhentheyareseentobedisplayingbehaviourscountertothis.Theydemonstrateplayerbehaviour:highlevelsofenergyandapositiveattitude.

LEADERSHIPSTYLES

Thedegreetowhichyoudisplaybothsupportiveandchallengingbehaviourindicatesyourpreferredleadershipstyle.

HIGHSUPPORT,LOWCHALLENGE=NURTURERSTYLE

Hereteammembersarenotbeingchallengedtoworkoutsidetheircomfortzonesandasaresulttheymaybecoastingandnotdeliveringtothelevelyouneedthemto(Spectatorbehaviours).

Inthelongtermthisbehaviourwillleadtopeoplewithtalentandenergybeingdemotivatedandothersbelievingtheyhavepermissionnottodeliver.Toincreaseyour

challengeyoumakeclearyourexpectationsandprovidefeedbackbothwhenexpectationshavebeenmetandwhentheyhavenot.

HIGHCHALLENGE,LOWSUPPORT=TASKMASTERSTYLE

Usingthisstyle,teammembersfeelunderpressureandmayshowsignsofstress.Theywillnotbeperformingtotheiroptimumbecauseofthisandtherewillbeafundamentallackofrespectfortheirleader(Cynicbehaviour).

Thetaskmasterisperceivedassomeonewhocareslittlefortheirteamandwhoisoverlyfocusedontasksandresults.Toincreaseyoursupport,youwillneedtospendtimeunderstandingeachofyourteammembersandtheirneeds.

LOWSUPPORT,LOWCHALLENGE=ABDICATORSTYLE

Teammembersfeelabandonedandmayadoptavictim-likeapproach.Thehighperformerswill‘getonanddo’butmaywellbeexpandingenergyinthewrongdirectionwhichwillleadeventuallytodisillusionment.Teammemberswhoneedmoredirectionandattentionwilllosemotivationandself-beliefquickly.Abdicationisdifferentfromdelegation.Delegationmeansyouprovidehighlevelsofsupportandchallenge.

HIGHSUPPORT,HIGHCHALLENGE=COACHSTYLE

Byadoptingthisstyleteammembersfeelmotivated,inspired,stretchedanddeveloped.Theybecomeplayersandgotheextramiletodeliverforthecustomerandfortheorganization.Teammembersaretreatedasindividualsandinvolvedandconsultedontheirareasofexpertise.Thisresultsinhighperformingteams.

Leadership:theSupportandChallengeModel

Figure5.3SupportandChallengeModel

UsetheSupportandChallengeModelinFigure5.3tohelpyouidentifyyourownlevelsofsupportandchallengeandtheimplicationsofthatonyourteammembers.

Considerwhereyouaremostofthetimeonthemodelandwhereyougowhenyouareunderpressureorstress.Nextthinkaboutthelong-termimpactofthisstyleonyourfollowersandhowthisimpactstheirenergyandattitude.Youmayneedtobalanceyoursupportwithmorechallengeorviceversainordertoremainin‘Coach’modetocreatehighperformance.Providingeffectivefeedbackisausefulleadershipskilltodriveplayerbehaviour.

FeedbackSkillsPartofcreatingahighperformanceclimateisthecontinuousgivingandreceivingoffeedback–let’sfaceit,ifwedon’tknowhowwearedoinghowcanwelooktoimprove?

Fundamentaltobeingabletogiveeffectivefeedbackisthebeliefthatfeedbackisa

helpful,healthyandpositivecommunicationbetweentwopeople.Thepurposeoffeedbackistomaintainandimproveperformance–itthereforeshouldhavebothapositiveintentionandimpact.Consequentlyitisvitalthatthewholefeedbackprocess,whethergivingmotivationalfeedback(whathasgonewell)ordevelopmentalfeedback(wheretheindividualcanimprove)isconductedinapositiveandconstructiveway.

Hereisaquickreminderoftheprinciplesoffeedbackandhowtogiveitinaneffectivemanner:

•Remember,feedbackistorecognizestrengthsandimproveperformance,tokeeppeopleontrack.Providingfeedbackonperformanceshouldbearegularpartofeveryone’srole.

•Balanceyourfeedback:motivational–whatwentwell,whichbuildsconfidence;developmental–whatcouldhavebeendonedifferently,whichbuildscompetence.

GIVINGFEEDBACK,SUGGESTIONS

•Bespecific,useexamples

•Focusonobservedbehaviour,describewhatyouseeandhear

•Timeyourfeedback,providingitwhenitislikelytobemosteffective

•Givemotivationalfeedbackbeforedevelopmental,ensuringanappropriatebalancebetween‘supportandchallenge’

•Avoid‘buts’and‘howevers’linkingmotivationalanddevelopmentalfeedbackasthemotivationalpraisebecomeslosti.e.‘theopeningwasgoodbutthemiddleandendwereterrible’.Likewise,donotsandwichdevelopmentalfeedbackbetweentwopiecesofmotivationalfeedback.Thiscancreateconfusionforthereceiver.

•Prioritizeyourfeedback,recognizepeople’slimits.

Givingeffective,motivational(i.e.whatwentwell)ordevelopmental(i.e.whatneedstochange)feedbackhasthreesteps:

1.Describewhatyousaworheardsomeonedowithnojudgement:

Motivational:‘Iheardyouapologizetothecustomerformissingtheiragreeddeliveryslot.’

Developmental:‘Iheardyoutalkoverthecustomerwhenshewasexplainingthesituation.’

2.Describetheimpactithadonthetask,customerorhowitmadeyoufeel:

Motivational:‘Theimpactwasthatthecustomerstoppedshoutingandallowedyoutosuggestaresolution.’

Developmental:‘Theimpactwasthatthecustomerstartedshoutingthreateningtocloseheraccount.’

3.Describewhatyouwouldlikethemtocontinuetodoorchange:

Motivational:‘Iwouldencourageyoutocontinuetoapologize,asyoudid,when

youknowthatwehavenotdeliveredforthecustomer.’

Developmental:‘Iwouldencourageyoutowaitforthecustomertofinishwhattheyaresayingandtothenapologizeifwehavefailedtodeliverforher.’

DEALINGWITHREACTIONSTOFEEDBACK

Indeliveringfeedback,thegiverneedstobeconsciousofthereactionsofthereceiver.Ideallypeopleshouldbereceptivetofeedbackandseeitashelpful.Whenreceivingfeedbacktheindividualhasachoicewhethertoacceptwhattheyaretold.However,inordertoensurethattheyunderstandthefeedback,theyneedtolistenandavoidrejectingwhathasbeensaid,arguingorbeingdefensive.Askingquestionstofullyclarifyandseekingexamplesisuseful.Thereceiverofthefeedbackshouldalsoideallyacknowledgethegiverandshowtheirappreciation;thefeedbackmaynothavebeeneasytogive.

Inrealityawidevarietyofreactionsoftenoccur.Peoplemay:

•Denywhathashappened.Thisreactionoftenaccompaniestheinitialshockoffeedback.

•Showemotion.Beupset,angryorgoquietasthemessagesinksin.

•Justifytheiractionsandfindexcusesfortheirbehaviour.

Thesereactionscanoccurwhengivenmotivationalfeedbackaswellasdevelopmental,e.g.‘Ilikeyourbriefcase.’‘Oh,thisoldthing’(blushes)‘Igotitcheapinasale’.

Amanagergivingfeedbackneedstobeawareofpotentialreactionsandtakeappropriatecoursesofactiontohelppeopleacceptfeedback.Sometipsareiftherecipientisindenial:reiteratethefacts,whatyousaworheard.Iftherecipientshowsemotion:listenactively,empathize.Youmayneedtopostponeanyfurtherdiscussionuntillater.Iftherecipientofthefeedbackgoesintojustification:refertheindividualtothestandardsexpectedofthem,andaskthemwhattheycoulddodifferentlytopreventthesituationhappeningagain.

EmpowermentAswehaveseeninearlierchapters,thetopdriverformotivatingandengagingemployeesisapositiverelationshipwiththemanager.

Empowermentisanimportantmotivatorforteammembersaswellasbenefittingthecustomerasdecisionsaremademostspeedily.Thecaseforcreatinganempoweringculturehasbeenmademanytimes.HarrisInteractive,CustomerExperienceImpactReport2014foundthatthemostsuccessfulcompaniesarethosewhohaveleaderswhonotonlybuyinto,butactivelydriveacustomer-centricenvironment.Employeeengagement,whichwetalkedaboutinChapter1,isacriticalfactorinprovidingaculturewherepeoplewanttoworkandexercisediscretionaryeffort.Valuessuchasempowermentandmotivationcannotbegiventoemployeesormademandatoryonsigningacontractbutcreatinganenvironmentthathasahighpropensitytowardsmeetingtheseneedsispossible.

Sowhyiscreateanempoweringclimatetheanswertoengagingourpeople?

‘Climatedrivesperformancebecauseitistieddirectlytomotivation–thatistheenergypeopleputintotheirwork’(Leadership&OrganizationalClimate).Empowermentiscreatedbyanumberoffactors–companysystemsandpolicies,externalfactors,thepoliticsoftheorganization,companystrategy,havingtherightskillsandtrainingandwhatleadersdo.Itisestimatedthat70percentofclimateisdictatedbywhatleadersdo.

Sowhyiscreatinganempoweringclimatesodifficultinacustomerserviceenvironment?

Themindsetandapproachofleaderswillclearlyimpactonthedegreetowhichtheteamareempowered.Itisusefultolookatempowermentondifferentlevels.

LEVEL1–NOGO

Thisiswhereteammembersarenotempowered,theyfollowandsticktotherulestheyhavebeengiven.Noquestionsareaskedandnoactionistakenunlesstheyareinstructedtodoso.Thisisoftentheapproachthatistakeninahighlyregulatedenvironment,howeverthatdoesnotmeanithastobethatwayasthesecondlevelofempowermentmaywellworkmoreeffectively.

LEVEL2–CHECKTHENGO

Thisiswhereteammembersareencouragedtotalkthroughandchecktheapproachtheyaregoingtotaketothesituationwiththeirmanagerbeforetakingit.

LEVEL3–GO

Thisiswherepeoplearetrulyempoweredtodowhatisbestforthecustomer,withoutasking.

Considereachofthethreelevelsandthedegreetowhichyourteammembersoperateateach.Wehavefoundthatifyouwanttogettoa‘go’statewhereyourteamdomakecustomer-focuseddecisionswithoutreferral,itisnotaseasyastellingteammembers:‘youareempowered!’Evenwhenyougivethegreenlightandsaythatpeoplecan‘go’andbeempowered,therearemanybarrierstoempowerment,e.g.

•Notrecruitingtherightpeoplefortherole

•Notgivingpeopletherightresources

•Nottrainingthemwelltogivethemtheconfidenceandtheskillstodotheirjob

•Serviceprovidersseeingthesamecomplaintshappentimeaftertimewithoutanyimprovementstakingplace.

OneorganizationthattakesempowermentveryseriouslyandreapsbusinessbenefitsislogisticscompanyFedEx.Ithasmorethan300,000teammembersworldwide.Itsserviceareacoversmorethan220countriesandterritories.Itdealswithover6.5millionpackagetrackingrequestsdailyandworksoutof1,173stations,10airexpresshubs,33ground

hubsandover500pick-up/deliveryterminals.

TheFedExphilosophyispeople-service-profit.Ithasintegratedanumberofcompany-widepoliciestoalignitsstaffwithitsphilosophyandhasacleargoaltohavepeoplewhoarecommitted,motivatedandwelltrained.

Toensuresufficientactionistakentofixanyproblems,FederalExpress’sCustomerSatisfactionPolicystatesthatstaffshould:‘Takeanysteptosolvecustomerproblems,arrangethemostexpeditiousdelivery,providepromptrefundorcreditswhenFedExfailsthecustomer.’Reinforcingthis,FedExhasclearlyestablishedreimbursementandempowermentstandardsfordifferentjoblevelsandfunctions.Theseenablephonerepresentativestorefundupto$250withoutpriorapprovalandsupervisorstorefundupto$10,000overthephone.The$250limitisbasedonananalysisoftheaveragecostofhandlingandsettlingcomplaintsandcompensationclaims.

FedExwillrefundevenwhentheydideverythingright.Alongwitharefund,however,thecustomerwillreceiveanexplanationofhowtheprocessshouldworkandtheeventwillbeloggedforreferenceshouldithappenagainwiththatcustomer.Managementinformationisusedtwiceweeklyforreviewtotrackcausesandinstigateremedialaction.Thecardinalsinisforarepresentativetoletacustomeroffthephonewhoisnotsatisfied.Repswillalwaysaskthecustomerdirectlyiftheyaresatisfied.Theaimforis99percentsatisfaction.

BAhasrunawidenumberofserviceinitiativesovertheyears.Thelatest,‘ToFlyToServe’promotesfourbehavioursforallstaff:

1.Findsolutions

2.Lookthepart

3.Keeppromises

4.Dothingsproperly

InBA’sManchestercontactcentreenvironment,thecentremanageraskedhisteamof160stafftosayhowtheywantedtopersonalizethesebehaviourstofittheircontactcentre.‘Lookthepart’waslessrelevantforthemsotheyfocusedon‘soundthepart’.Atrainingcoursewasdevelopedtohelpwithtonalitycalledthe‘BAwaywithwords’,whichhasbeenrolledouttoallcontactcentrestaff.

Agentshavenoscripts(otherthanastandardcallgreeting)andnotimelimitstothecalls.Whentheyjoin,eachnewrecruitisgivenanine-monthcriticalpathwhichshowsthesupportanddevelopmenttheywillget.Teamleadersusecallreplaystocoachanddeveloptheirteamsonaregularbasis.

BAcontactcentreshavefocusedonempowermentasameansofimprovingtheservicetheyprovide.IntheManchestercontactcentretheteamhadbeenveryprocess-drivenandtraininghadbeenbuiltaroundhowtosay‘no’inacustomer-friendlyway,whichwasn’tgoingdownwellwithstafforcustomers.

TohelpstaffusetheirownjudgementtheContactCentreManagersetupanemail

addresscalled‘FindSolutions’andauthorizedallhisteamleaderstousetheirjudgementtodotherightthing.

Forexample,whereacustomerhadmadeaninnocentmistakeandbookedanon-refundableflighttothewrongairport,teammemberscouldauthorizetheamendmentwithoutchargingforanewticket.Theteammemberthenemailsthedetailsofthecasetothe‘FindSolutions’emailaddress.

Thecentremanagerrunsmonthlyreviewswiththeteamleaderswheretheydiscussthedifferentcaseslogged,partlytodebateifthiswastherightthingtodo,butalsotochecktrendsandseeiftheyshouldchallengeanyofthecentralrules.ThisideahasbeenagreatsuccesswithstaffandcustomersandhasbeenrolledoutgloballyacrossalltheBAcontactcentres.

BuildanEmpoweringCultureLet’snowlookatwhatyoucandotobuildanempoweringculture.

LookatthestatementsinFigure5.4.Foreachaction,giveyourselfaratingusingatrafficlightsystemofred,amberandgreen.Whereyourscoreisredoramber,considertheactionsyoucantaketobringthescoreintoagreen.

Tobeempoweredisachoicetheemployeemakesandittakescouragetostandupforthecustomerinaworldofconformity.Empowermentisnotjustabouthowanemployeeistrainedorwhattheythinkabouttheirorganization–itiswhattheyfeelabouttheirjobandtheircustomerstoo.

TomRathandDonaldCliftonintheirbookHowFullisyourBucket?saythateveryonehasaninvisiblebucket.Weareatourbestandmorelikelytobeempoweredwhenourbucketsareoverflowing.Thenumberonereasonpeopledon’ttakeresponsibility,becomedisengagedandeventuallyleavetheirjobsiswhentheirbucketisemptyandtheydon’tfeelappreciated.Hisstudiesshowedthat65percentofpeoplereceivednorecognitionintheworkplacein2013.Teamswithpositivetonegativeratiosofthreetoonearesignificantlymorecustomerfocusedandproductive.Soladlethepositiveswhenyouseeyourteammemberstakinginitiativetoservethecustomer.We’lltalkmoreaboutthisinthenextchapter.

Figure5.4BuildinganEmpoweringCulture

MotivationUnderstandingeachofyourteammember’smotivationaldriversisalsoaneffectivewayof‘ladlingonthepositives’.DeanSpitzer,authorofSuper-Motivationopenshisbookwithsomealarmingstatisticsimpactingthecustomerexperience.Inthesurveyshecompletedforhisbookhereportsthat69percentofmanagerssaidthatlackofemployeemotivationwasthemostimportantissuefortheirorganization.Hewentontoreportthat84percentofemployeessaidtheycouldperformsignificantlybetteriftheywantedtoand50percentofemployeessaidtheywereputtingonlyenougheffortintotheirworktoholdontotheirjobs!Theimpactoftheseresultshasalarmingconsequencesfortheexperiencethecustomerwillreceive.

Noonecanmotivateustogiveourbest:payandconditionsareimportantandifcomparativelytheyarepoor,thisdoesnotencourageustogiveofourbest.However,ourmotivationcomesfromwithinanditisonlywhenourmotivationaldriversarebeing‘fed’willwefeelwewanttogiveofourbest.Wehaveencounteredmanyserviceprovidersinpoorpayingjobswhostillgooutoftheirwaytodeliver‘aboveandbeyond’.

Wemaywellarguethatwecanbeincentivized,i.e.Iwillgiveyouanextra£500ifyoucanworktwohourslaterthisevening.Butlet’sbeclearthatincentivizationisverydifferentfrommotivation.Manysalespeoplewhoareincentivizedhavealreadyworkedoutwhattheirlikelymonetaryrewardislikelytobefortheyearandspendaccordingly–

theyseeitaspartoftheirpackageandatworstthiscanonlyactasademotivatorifthemonetaryrewardisreducedduetopoorperformanceoradipintheeconomy.

Spitzer’sbeliefisthatallindividualsaredrivenbyeightprimaryneedsorhumandesires–allareimportanttousashumanbeingsbutsomearemoreimportantthanothers.

WehavebasedthisshortmotivationaldiagnosticonSpitzer’sEightHumanDesires.Completethediagnosticfollowingtheinstructionsandyouwillbeabletoidentifyyourtopmotivators.Whenthesedesiresaresatisfied,youwillworkatyourbest.

MotivationSelf-assessmentLookatthelistinFigure5.5andscoreeachstatementonascaleof1to10where10=extremelyimportanttomeand1=notveryimportanttomeatall.

Ensurethatyouspreadyourscoressoideallyyoushouldhavenomorethan4questionswitha10,4questionswitha9,4questionswithan8,4questionswitha7,4withascoreof6,4withascoreof5,4withascoreof3,4questionswithascoreof2,4questionswithascoreof1.

Figure5.5MotivationSelf-assessment

Transferyourscorestothegridbelow,showninFigure5.6.Thenaddthetotalofeachcategoryworkingacrossthepage,e.g.forCategoryAtotalthesumofyourscoresforquestions1,9,17and25.

Figure5.6MotivationScoring

Nowwriteinthetwocategoriesinwhichyouscorethehighest.

INTERPRETINGYOURSCORES

Thisquestionnaireisdesignedtoidentifytheworkconditionswhichhelpyoufeelmotivated.Itworksontheprinciplethatmotivationcomesfromwithin.Otherpeoplecannotmotivateus.However,theycancontributetoamotivatingenvironmentbysatisfyingoneofthefollowingneedsthatwemayhave:

CategoryA: activity:beingactiveandinvolvedatwork,beingkeptbusywithavarietyoftasks

CategoryB: ownership:beingabletoownone’sworkandhaveresponsibility

CategoryC: influence:beingempowered,takingcontrol,beingabletoinfluence

CategoryD: belonging:feelingpartofagroupandhavingopportunitiestosocialize

CategoryE: competency:feelingabletouseanddevelopyourskillsfurther

CategoryF: achievement:feelingthatgoalsarereachedandthereisastretchinitforthem

CategoryG: recognition:beingrecognizedforeffortandsuccess

CategoryH: meaning:feelingthatwhatyoudohassignificanceandismakingadifference

Nowthatyouhaveidentifiedyourtopmotivators,youmaywanttoqualifythatbythinkingofsituationswherethosedesireshaverecentlybeenmetorhavenotbeenmetandtheimpactofthatonyourlevelsofmotivation.

Thisdiagnosticcanalsobeusedwithyourteammembers.Theveryprocessofcompletingthisasateamwillappealtothosewithahighneedforaffiliationandrecognitionsoitcanbeamotivationaltoolinitself.

Hereisalistofactionsyoumaywanttoconsidertosatisfyeachoftheeightdesires:

1.Activity

–Makeworkmoreactive

–Buildfunintowork

–Askforpeople’sinput

–Addvarietytowork

2.Ownership

–Givepeopleaccountabilityandresponsibilityfortasks

–Letpeoplemakechoicesmoreoften

3.Influence

–Putpeopleinpositionsofinfluence

–Provideleadershipopportunities

4.Belonging

–Offeropportunitiestosocialize

–Createapowerfulteamidentity

5.Competence

–Recognizepeople’sstrengths

–Providelearningopportunities

6.Achievement

–Provideobjectiveperformancemeasures

–Challengepeopletostretchtheirlimits

7.Recognition

–Provideencouragement

–Showyourappreciation

8.Meaning

–Showpeoplethesignificanceandpurposeoftheirwork

–Helppeopleseehowtheymakeadifference

MotivationalTeamActivityItcanbehelpfultoworkthroughthefollowingprocess:

•Asktheteamtocompletethequestionnaireandrevealtootherstheirtoptwoorthreescores.

•Remindeveryonethatallofthecategoriesaremotivatorsbutthetoptwoorthreewillbethemostimportanttothem.

•Explaintotheteamwhateachofthecategoriesmeanandaskthemforexamplesofwhattheywouldneedasteammembersfortheneedsofeachcategorytobemet.

•Askeachteammembertoidentifywhattheywouldwantmoreoforlessofforthemtofeeltheirtopdesirewasbeingmet.

•Usethisinformationastheirleadertohelpyoudecidewhatyouneedtodointhefuturetoappealtoeachindividual’sdesire.

De-motivatorsintheWorkplace

Itisalsoworthnotingtheaspectsoftheworkenvironmentwhichdemotivateemployees.Thisincludes:

•Officepolitics

•Unclearexpectations

•Unnecessaryrules

•Poorprocesses

•Unproductivemeetings

•Lackoffollow-up

•Constantchange

•Internalcompetition

•Dishonesty

•Hypocrisy

•Withholdinginformation

•Discouragingresponses

•Criticism

•Underutilization

•Toleratingpoorperformance

•Beingtakenforgranted

•Overcontrol

•Unfairness

•Imposedpoorquality

•Inconsistency.

Wesuggestyoudiscusstheitemsonthislistwithyourteamandidentifythetoptwodemotivatorswhichyoucanthentakestepstoeliminate.

MotivationSelf-evaluationProfileInthischapterwehaveexploredwhatisneededtocreateanempoweringenvironmentandtacticsyoucanadoptasaleadertocreatethatenvironment.

DanArielyisanIsraeliAmericanprofessorofpsychologyandbehaviouraleconomicsatDukeUniversity.InatalkherecentlydidataTEDconferenceheexplainstheresultsofsomerecentstudiesbecompletedaroundmotivation.InonestudyhecompletedatHarvardUniversity,heaskedparticipantsintwogroupstobuildcharactersfromLEGO®’sBionicleseries.Inbothgroups,participantswerepaiddecreasingamountsforeachsubsequentBionicle,e.g.$3forthefirstone,$2.70forthesecondoneetc.Whileonegroup’screationswerestoredunderthetabletobedisassembledattheendoftheexperiment,theothergroup’sBioniclesweredisassembledassoonastheyhadbuiltthem.

Theresultwasthatthefirstgroupmade11Bionicles,whilethesecondgroupmade7beforetheygaveup.Eventhoughtherewasnohugemeaningatstakeduringthisactivityandeventhoughthefirstgroupknewtheirworkwouldbedestroyedattheendoftheexperiment,seeingtheresultsoftheirlabourforevenashorttimewasenoughtodramaticallyimprovetheperformanceofthefirstgroup.Arielyhadproofofthesignificanceofachievementandrecognitionasahumandesire.

Thisfinalquestionnairehelpsyouidentifystrengthsandgapsinyourapproachtocreatinganempoweringenvironment.

Circlethenumberthatyoubelieveisclosesttothewayyoucurrentlybehavetoempowerandcreateamotivatingenvironment.

Whenyouhavefinished,identifythequestionswhereyouhavescoredeitherone,twoorthreeandcreateaplanofwhatyouwanttodotoaddresstheseareas.

Asanalternative,youcangivethequestionnaireinFigure5.7toyourteamtocompleteaboutyou.Whentheyhavecompletedit,useitasameansofstartingadiscussiontounderstandfromtheirperspectivewhereyoumeettheirexpectationsandwhereyouneedtoimprove.

Figure5.7MotivationSelf-evaluationProfile

Chapter6CommunicationandPraise

Inthischapterweoutlinetheimportanceofconstantlycommunicatingaboutthecustomertoemployees,bothintermsofwhatisimportanttothecustomeraswellashowindividualsintheorganizationareperforminginrelationtocustomerexpectations.Wealsospendtimelookingatthepowerofpraise,whichisoftennotrecognizedorpractisedbyleaders,butwhichprovidesrichencouragementtoemployeestodeliveraboveandbeyond.

Communicate,Communicate,CommunicateOnequestionweoftenaskleadersinorganizationsthatwanttobecomemorecustomer-focusedishowdoyoushowthatthismatters?Whatleaderschoosetocommunicateaboutthecustomertotheirteamsandhowtheydothismakesamassiveimpactonteammembers’customerorientation.

Ifyoustaybehindyourdesk,arenotapproachableanddonotmaketheefforttospeaktoteammembersorcustomers,donotexpecttogenerateacultureofcustomerexcellence.WesawahugeturnaroundinattitudeandapproachtothecustomerwhentheChiefFinancialOfficer(CFO)ofoneofourclientorganizationsstartedeachofhisbusinessreviewmeetingswiththefirstagendaitem:Customer.Heaskedeachteamtoreportbackonwhattheyweredoingtoprovideandimprovetheirservicebeforeheaskedaboutfinancialresults.ThewordquicklygotroundthebusinessthattheCFOwasaskingaboutcustomerserviceandthateachdepartmentalandbusinessheadneededtobepreparedtostandupandbecountedonthisissue.ThefactthattheCFOcontinuedthisbehaviouratthebeginningofeachmeetingoneyearonreallyshowedthatitmattered.Thecultureoftheorganizationbegantochangefromthispointandcustomeradvocacyscoresincreased.

Whatdoyousayaboutyourcustomerswhenyoucommunicatetoyourteam?Howoftendoescustomerengagementformakeypartofyourcommunication?Howmuchtimedoyoupersonallyspendwithcustomers?

ACCESSIBLE,APPROACHABLE,CONNECTED

Leadersoftodayneedtobemoreaccessible,approachableandconnectedthaneverbefore.Thereisatrendtoincreasethequantityofcommunicationleadershavewiththeirteamsandthevarietyofcommunicationmethods.Outsideorganizationsthe24/7societyandpeople’sincreasinguseofdigitalmeansthatpeoplenowexpecttobeinformedandconnectedwhenevertheylike.Communicationwithinmostorganizationsdoesnotfacilitatetheresponsivenessrequiredbythedemandsofthedigitallysavvyemployee.However,manyorganizationshavebecomesocialinthemselvesanduseinternalsocialnetworksandcommunicationandcollaborationtoolslike‘Yammer’and‘Chatter’to

speedupinternalcommunicationsandreducetheamountoftimetakenupbyemailandmeetings.

AtinsurancecompanyLV=leaderscontinuallycommunicateandmakethemselvesaccessibleviaanumberofmediums,suchasaninternalcommunicationandcollaborativetool,coffeemorningstomeettheChiefExecutive,summerandChristmassocialevents,twiceyearlyExecroadshows,managers’blogsandwebcasts.Theyholdannualengagementsurveysandactonemployeeideas:‘Yousaid,wedid’andtheyalsoruna‘MyRecognition’schemewhichgathers200ideasamonth(withtheaveragerewardperideastandingat£375).

LV=haslearnedthatitneedstocommunicateregularlywithallofitsemployeestoensurehighlevelsofengagementanditneedstodothisviaavarietyofmethods.Itweavesintoitscommunicationstoriesandexamplesofgreatcustomerservice,suchaswhentherewasafloodattheportofDoverandemployeesfoundoutwhichcarsinthecarparkbelongedtocustomerswhowereinsuredwiththem.TheymetcustomersofftheferriesandexplainedthattheircarswereunderwaterbutreassuredthemthatLV=hadalreadylaidonrepairsandhadasuiteoffreehirecarswaitingforthem.

STORYTELLING

Storytellingisapowerfulmeansofinspiringemployees.Itisthejoboftheleadertoensurethatthecommunicationisappealingandengagingforothers.Tohelpwiththisherearefourquestionsleadersmayfinditusefultoconsider:

1.Whatisthepurposeofthiscommunication–whatisthekeymessageIwanttogetacross?

2.WhatdoIwantmypeople/audiencetothink,doandfeelattheendofthemessage?

3.HowamIgoingtomakeitpersonal?

4.HowdoIwanttoberemembered?

Thisallowsyoutoconsiderthethreekeyinfluenceswhenyouarecommunicating–themessage,therecipientofthatmessageandyourself,thedelivererofthatmessage.

Thepurposeofmakingthestorypersonalisthatitgivestheleaderanopportunitytoexpresshowtheyarefeelingandthinkingaboutthemessage–itallowstheaudiencetoseethepersonbehindthemessageandengagewiththem.Itallowstheleadertorevealsomethingaboutthemthatisademonstrationoftheirhumanitysothatothersareattractedtothatperson.Placingyouinthestoryisanessentialpartofmakingyourcommunicationengagingandmemorable.Thisisnotaboutearningareputationasagreatorator,itisaboutearningareputationasanauthentic,humancommunicator.

OnestoryIheardfromamanageratthesupermarketchainSainsbury’swasaboutathree-and-a-half-year-oldgirlwhowiththehelpofherparentswrotetotheretailer.ShewasconfusedbyoneofSainsbury’sproductscalledtigerbread.Inhereyes,thebreaddidn’tresembleatigeratallandinfactlookedverymuchlikeagiraffe.Tohersurprise,thecustomersupportmanager(age27-and-one-third)toldherthathecouldn’tagreemore.Knowingthecustomerwascertainlyrightinthisinstance–andspottinganunusualopportunitytodosomethingfun–Sainsbury’schangedthenameofthebreadandputsignsaroundtheirstoresthatgiveahumorousnodtothethree-and-a-half-year-old’soriginalidea.Thestorywentviraland

theretailersawahugeincreaseinsalesofgiraffebread.

Towhatextentdoyoutalkaboutcustomersandgreatserviceinthecommunicationyouhavewithyourteamandotheremployees?Doyoucommunicatestoriesaboutserviceheroesandrecognizeteammemberswhogoaboveandbeyondforthecustomer?Doyousharegoodpracticeandnewsofimprovementsandinnovationsthatemployeeshaveundertakentobetterservethecustomer?

COMMUNICATIONSCHECKLIST

UsethechecklistinFigure6.1toassesswhatyoucanstarttodoordomoreof.

Figure6.1CommunicationChecklist

COMMUNICATIONSTYLE

Ifyouhavenotdonesoalready,werecommendthatyoualsoaskforsomefeedbackonyourcommunicationstyleanditsimpact.Therearetwosetsofinfluencebehavioursthatindividualsgenerallyadoptatworktocommunicateeffectively:PushandPullbehaviours.Pushbehavioursinclude:

•proposing–givingviewsandopinions,makingproposals

•directing–statingwhatyouneedandexpectofothers

•evaluating–ideasandopinionsgiventoyoubyothers

•incentivizing–providingincentivestodosomethingorgivingtheconsequencesofnotdoingsomething.

Peoplewhousepredominantlypushbehavioursworkfromtheirownagenda.Attheextremetheymaybeviewedbyothersas‘pushy’oraggressive.Theirlanguageisverymuchcentredon‘I’–‘Iwant’,‘Ineed’.Theimpactoftheirbehaviouristhattheysignalthattheywantthepersontheyareinteractingwithtomovetheiropinionortochange.

Theconsequenceoftoomuch‘push’canbethatpeopleonthereceivingendbecomedisenfranchised.Theydonotconsiderthattheiropinionsaresoughtorvalued.Inextremeapushstylecanappeardictatorial.Theresultofthisstyleofbehaviouristhatteammembersloserespectandtrustfortheirleader.

Pullbehaviours,ontheotherhand,focusmoreontheotherperson:

•Enquiring–askingquestionstofindoutmorefromtheperson

•Listeningandpacing–activelylistening,summarizing.Matchingthepaceoftheotherperson,goingwiththeirflow

•Findingareasofagreement–buildingcommonground,‘yesand’ratherthan‘yesbut’

•Beingopenaboutyourlimitationsandbeingopentosuggestionsandideas–beingreadytoadmitmistakes,beingopentootherwaysofdoingthings.

Thesebehavioursfocusontheotherperson:theleaderlistenstothespeaker.Thespeakerwillbeusingpulllanguagelike‘you’and‘we’.Peopleusingpullbehavioursshowaninterestinandconsiderationfortheindividual.Theimpactofusingapullstyleofinfluenceistosignalthatyouarepreparedtochange.Youareworkingfromtheotherperson’sagenda.However,ifyouadoptapredominantlypullstyleofinfluenceallthetimeyoumaybeperceivedas‘apushover’orpassiveperson.

Inordertocommunicateeffectivelywithcustomersandteammembers,therefore,customerleadersneedtoadoptastylewherebothpushandpullaregivenequalbalance.Itisparticularlyusefulinconflictsituationsandsituationswhereyouwishtogainbuy-intousepullbehavioursbeforepush,e.g.useenquiry,listeningandpacingtechniqueswiththeotherperson.Equallyinthesesituationsitisimportanttobedirectaboutone’sownviewsandopinions:

‘Whatdoyouthinkaboutthefeedbackwe’vereceivedfromcustomersthismonth?’(pullquestion)

‘Sofromwhatyou’resayingyoubelieve…’(listeningandpacing–pulltechnique)

‘Iagreethattherehastobeabetterwayofdoingthis…’(pull–findingareasofagreement)

‘TheoneareaIneedyoutofocusonis…’(push–directing).

Amixtureofpushandpullstylesofcommunicationhelpsmovetheconversationforwardandgainsagreement.

FeedbackandRecognitionGreatserviceorganizationsconsistentlyandconstantlyprovidecustomerfeedbacktotheirteammembers.Theymaketheteamawareofwhatcustomerslikeabouttheservicetheyreceiveandwherethey’dliketoseeimprovements.Theyrecognizeindividualswhogoaboveandbeyondtodeliverexceptionalservice.

Whenwasthelasttimeyousaid:‘welldone’,‘greatjob’,oreven‘fabulous’or‘excellent’tosomeone?Businesseswithastrongcustomerfocusrecognizeteammemberswhodeliverexceptionalservicefromacrossthebusiness–nomatterwhethertheyarefront-linefacingorsitinasupportfunction.

Accordingtoa2009reportfromMcKinsey,a$1,000paymenthadtentimesmorereturnoninvestmentwhengiventhrougharecognitionprogrammethanwhenaddedtobasepay.AnotherstudybyWhiteWaterConsultingInc.,foundanimpactofa1percentpayincreasecanbeachievedthroughfrequentthanksandpraise.

ThePowerofPraiseTheUSDepartmentofLaborfoundthatthenumberonereasonpeopleleavetheirjobsisbecausethey‘donotfeelappreciated’.Andthemajorityofusdon’tgiveorreceiveanywhereneartheamountofpraisethatweshould.Asaresult,we’remuchlessproductive,andinmanycases,completelydisengagedinourjobs.

Theconceptsof‘recognition’and‘praise’aretwocriticalcomponentsforcreatingpositiveemotionsinorganizations.Gallupresearchofmorethan10,000businessunitsandmorethan30industrieshasfoundthatindividualswhoreceiveregularrecognitionandpraise:

•increasetheirindividualproductivity

•increaseengagementamongtheircolleagues

•aremorelikelytostaywiththeirorganization

•receivehigherloyaltyandsatisfactionscoresfromcustomers

•havebettersafetyrecordsandfeweraccidentsonthejob.

Peoplewantrecognition;theywanttobenoticedandappreciated.Amanagerwhopraisesisonewho’spayingattentiontotheworkaswellastheworker.Thispersonalizedattentioncreatesanemotionalbondbetweenemployeesandtheorganization.Thisgoesalongwayindevelopingengagementandencouragingpeopletogiveoftheirbest.Italsoputsmoneyintheemployeeemotionalpiggybankwhichtheycantakeoutwhentimesaredifficultortough,providedofcoursethatthepraiseisfrequentlyapplied(atleastonceaweek).

Ontheflipside,onestudyofhealthcareworkersfoundthatwhenemployeeswereworkingforabosstheydislikedandwhodidnotgivethemanypraise,theyhadsignificantlyhigherbloodpressure.

Thereissomethingmemorableaboutbeingrecognizedatjusttherighttime,byjusttherightperson,withjusttherightwords.Thethingaboutpraiseisthatitneedstobeheartfelt.Thewordsthemselvescanbeshortbutthetoneandsinceritywithwhichtheyaresaidmakeallthedifference:

•Welldone

•Thankyou

•Wecouldnothavedoneitwithoutyou

•Itrustyou

•I’mproudofyou

•I’mgladtohaveyouaspartofourteam

•Greatidea!Let’sgowithit.

•Youhavemadeasignificantcontributionto___.

•Youreallyhelpedmeout

•Youareastar!

•ThisisoneofthebestI’veseen

•Wecouldn’thavedoneitwithoutyou

•Youhavesetanewstandardofexcellenceforusalltostrivetoward

•Ireallyappreciatewhatyouhavedone.

Fewerthanoneinthreeworkers,accordingtoGallupresearch,canstronglyagreethatthey’vereceivedanypraisefromateamleader,managerorsupervisorinthelastsevendays.Thesameresearchshowedthatemployeeswhoreportthatthey’renotadequatelyrecognizedatworkarethreetimesmorelikelytosaythey’llquitinthenextyear.

WHYDOWEYEARNPRAISE?

Peopleneedaday-to-dayfeelingofbeingappreciatedandrecognizedforwhattheydo.Thedesireforappreciationandhavinginterestshowninyoustemsfromachemicalreactioninourbodies.Thischemicalisdopamine,aneurotransmitterproducedinthebrain.Recognitionforgoodworkreleasesdopamineinthebrain,whichcreatesfeelingsofprideandpleasure.Dopaminestimulatestheventralstriatumandnucleusaccumbens,thepartsofthebrainthatprocessrewardsandcreatepositiveemotionslikesatisfactionandenjoyment.Evolutionarybiologiststhinkdopaminehelpeddrivehumans’abilitytolearnandsurvive,sothedesirefordopamineisbiologicallypreordainedandhumans’attempttogetitisinevitable.

Furthermore,knowledgethatbyrepeatingthebehaviouryouwillreceivemorepraiseresultsinfurtherdopaminebeingreleased,thusreinforcingthebehaviour.Thedopaminekickpeoplegetfrompraisedoesn’tlastverylong,soittakesrepeatedexposuretobuildtheapatternofbehaviour.Thisiswhyholdinganannualperformanceappraisaldoesnotoftenprovidetherecognitionpeopleseek.Praisingatleastonceaweekisfarmoreeffective.

WHYISITSODIFFICULTTOGIVEPRAISE?

Whenweconsiderthepositiveimpactofpraiseontheemployee’semotionalpiggybank,wearesurprisedthatmoremanagersdonotusepraiseandrecognitiontoencourageacultureofexceptionalservice.However,researchstudiesalsopointtothenegativitybias.Thebrainissetuptonoticethenegativefirst.Severalstudies,forexample,havefoundthatpeoplenoticedpicturesof‘frowny’facesmoreoftenthan‘smiley’faces.Asserviceleadersourtendencythereforeistopickupwhatsomehasnotbeendoingorachieved,ratherthansuccessfulbehavioursandwork.

Somemanagersworrythattheycangiveemployeestoomuchrecognition,buttheresearchshowsthatit’sextremelydifficulttodothat,aslongastherecognitionisrightfortheperson.Othermanagerssaythattheydon’treceiverecognitionthemselvessowhyshouldtheygivepraisetootherswhentheyareonlydoingthejobthatwasexpectedofthem.Thisratherdefeatistapproachfliesinthefaceofalltheresearchstudieswhichshowthepowerofrecognition.Inourviewprovidingpraiseandmotivationalfeedbackisakeyreinforcementofpositivecustomer-orientatedbehaviours.Itbuildsconfidenceandpride.Othermanagersareconcernedaboutshowingfavouritismtoaminorityofpeople.Wedonotseethisasfavouritism,ratherasidentifyingpositiverolemodelswhowillberespectedbytheircolleaguesforthebehaviourstheydemonstrate.

Ifyouhaveapersonalbarriertogivingpraise,ausefultiptoovercomethisistomakeyourselfgiveonepieceofpraisetoadifferentpersoneachday.Lookforthepositives.Oneleaderweknowputfivemintsintheirpocketatthebeginningofeachweek–these

werehisfavouritesweets.Hesethimselfthechallengeofgivingapieceofrecognitioneachdayandcouldonlyeatamintwhenhehaddoneso.

SOWHATISTHEBESTFORMOFPRAISE?

Thereisno‘best’formofpraise.Differentemployeeshavedifferentpreferences.Allofthemneedfrequentpraiseandsomeneeditmorepubliclythanothers,infrontofthegrouporthewholecompany.Afurtherconsiderationiswhethertogiveindividualpraiseorpraiseawholeteam.It’sahugethingtofeelconnectedandoneofthewaysofdoingthatistogetrecognitionasagroup.Publiclyrecognizingwholedepartmentsforthevaluetheyaddtotheorganizationincreasesemployeeengagement,raisesawarenessofthedepartment’sachievementsintheorganizationandprovidesthebuzzemployeesgetfromrecognition.

EXAMPLERECOGNITIONSCHEME

Oneorganizationweworkwithhasaschemethatencourages,motivatesandrewardsstafffor‘living’thekeybehavioursthatunderpintheirdesiredculture.Customersandcolleaguesnominatestaffwhentheyhavereceivedexcellentcustomerservice.Encouragingemployeestonominatetheircolleaguesreaffirmsthatdeliveringexcellentcustomerserviceinternallyisjustasimportantasexternalcustomerservice–whathappensinternallyhasaknock-oneffectforcustomers.

Allthenominationsarereviewedattheendofthemonthbyacommitteeofmanagersandawinnerforeachregionisselected.

Forsomepeoplewhatisimportantisrecognitionfromtheirpeerstheymostrespect,whilesomedesirenothingmorethanaquietwordofpraiseinprivate.Sohowcanyoudeterminetherightsortofpraiseforeachemployee?Thebestwaytofindoutistoask.

Recognitionschemescanbecontroversialanditisimportanttoensurethattheyareseentobefair.Wefavourthosewherepeeraswellaslinemanagerandcustomernominationscanbemade.Weworkwithoneorganizationwhobringscustomersintobethefinaljudgesofthenominationsforserviceexcellence.

KEYQUESTIONSAROUNDRECOGNITION

Somequestionstoconsiderwhendesigningarecognitionschemeare:

1.WHOshouldberewardedandrecognized?–Thecompanyasawhole,groupsorindividuals?

2.WHYshouldtheyberecognized?–e.g.foroutstandingperformanceorimprovementincustomerexperience?

3.WHENshouldthishappen?Onaone-offorongoingbasis,e.g.aspartofaregularrewardschemeorperformancemanagementsystem?

4.WHATformshouldtherecognitiontake?e.g.financialornon-financialreward?

5.HOWshouldtheschemebeadministered?e.g.whatshouldbethemethodofdeliveringthereward/recognition?

TopTipsonRecognitionActions

1.SURVEYYOURTEAM

Itissurprisinghowmanyorganizationsassumetheyknowbestwhenitcomestorecognizingstaff.Well-conductedsurveysareacriticalmeanstochallengeassumptions.

FirstDirectbelievesitmustcontinuetoworkatunderstandingitsemployeesandtheculturemoredeeply.IthasintroducedaCultureCritique,usingstafffocusgroupsandone-to-oneinterviewsnotjustwithcurrentemployeesbutpastonestoo.

2.TAILORSERVICEAWARDSTOINDIVIDUALNEEDS

Recognitionthroughtokenormonetarybenefitshasgottobemeaningfultothosewhoreceiveit.AmericanExpress,forexamplefoundthatthemajorityofemployeesconsideredtimeoffworkthemostsignificantformofreward.Theyimplementedarecognitionschemecalled‘TimeOffVouchers’whereindividualscanbegiventimeoffinrecognitionforachievement.

3.INSTIGATEA‘JOBWELLDONEAWARD’

Sometimesimmediaterecognitionforeverydaygoodservicecandoapowerofgood.Onecarretailerrunsa‘WOW’schemewhereanyonewithintheorganizationcansenda‘WOW’cardtoamemberofstaffwhohasgoneoutoftheirwaytogivethemgoodservice.Attheendofeachmonth,thenumberof‘WOW’cardsarecounted.ThosepeoplewiththemostnumberofcardswinM&Svouchersasathankyou.

4.REGULARLYFEEDBACKCUSTOMERCOMMENTSANDCOMPLIMENTS

TyrecompanyKwik-Fitkeepsacustomercorrespondencefolderineachdepotreceptionarea,publicizingpositiveletterscustomershavewritten.Itringsupcustomersonadailybasistogainfeedbackandpublicizestheresultsinternally.

5.ISSUECERTIFICATESOFACHIEVEMENT

Whenemployeesattaindefinedcustomerexperiencestandardsandskilllevels,acertificateortokenawardcanhelptodemonstrateitsimportance.Acertificateofachievementcanbecomehighlyprized.

6.PUBLICIZEEXAMPLESOFGOODSERVICE

Everyservicejobhasasubstantialroutineelement,andacompanynewsletteroremailshouldgiveservicecontributiontherecognitionitdeserves;sometimesgoodsalesfiguresseemtobetheonlythingtogetrecognizedandpeoplecouldbeforgivenforthinkingthatservicemistakesaretheonlythingtogetnoticed.Topromotegoodpractice,regular

newsletterfeaturesonsuccessstoriescanbeabighelptotheindividualsconcernedandtoothers.

Unipartrananawardschemecalled‘MarkinActionAward’whichrecognizedindividualsandteamswhotookexceptionalactionstolookafterinternalandexternalcustomers.AnycustomerorUnipartemployeecouldnominateanotherUnipartemployeefortheawardifservicewasbeyondthecallofduty.Todateoverhalfthenominationshavebeenforinternalservice.Thereisarigorousverificationprocessbyapanelofjudges.Selectedawardwinnersareinvitedtomonthlyformalceremoniesattendedbyboarddirectorsandseniormanagers.Theyreceiveatokennumberofsharesinthecompany,goldlapelpinsandhavephotosinreceptionarea.Winnershavealsobeenfeaturedinannualreportsandaccounts.

7.GIVEEACHTEAMANALLOWANCE

Givingasumofdiscretionarymoney,say£1000ayeartoteamstodistributeinagreedwayscanhelppromoteahealthy,empoweredenvironment.Theteamshouldbeabletochoosetodistributelotsofsmallawardsorfewerlargerones.Onecompanyweworkedwithpromisedeachteammember£150eachofactivitiesifthewholecompanyachieveditsNPStarget.Theonlyprovisowasthatthemoneyshouldbespentasateamonwhateveractivitythegroupdecided.Otherideasincludenon-monetarydiscretionaryawards,suchasretailvouchersandteamt-shirtstorecordachievements.OnemanagerofanITservicecentresays‘alittlethingliketakingthetroubletobuyice-creamsforeveryoneonahotbusydayliftsspirits;it’sthethoughtthatcounts’.

8.INSTIGATEANAWARDFORGOODSERVICETOTHEINTERNALCUSTOMER

Manyorganizationsputalltheirfocusontheexternalcustomerandneglecttheneedsoftheinternalcustomer.Yetalotofthefrustrationsoffront-lineservicestaffcanbetracedbacktothedepartmentswhosupportthem.Thesedepartmentsareoftenfarremovedfromtheexternalcustomerandmaywellputupdefensivebarrierswhichhinderfree-flowingprocesses.AtBirminghamMidshiresBuildingSocietytheemployeeannualbonus,forexample,waslinkedtotheattainmentofanagreedlevelofcustomersatisfaction.Thiswasdeterminedbythebuildingsociety’scustomersurvey.

9.INCLUDECUSTOMEREXPERIENCEINPERFORMANCEMANAGEMENT

Performancemanagementshouldexplicitlyholdemployeesaccountableforservicedelivery.InorganizationssuchasBootstheChemist,customerexperienceisakeymeasurementinperformanceappraisal.Salesassistantsareassessedontwocriticalcompetences,beingproactiveandbuildingpositiverelationswithcustomers.Otherorganizationsspecificallylinkperformancebonustotheattainmentofcustomersatisfactiontargets.

10.DEVELOPCUSTOMEREXPERIENCECOMPETENCIESANDENSURECAREERPROGRESSIONISLINKEDTOGOODSERVICE

Definingservicecompetenciesisthefirststepinsettingoutwell-definedimprovementanddevelopmenttargets.NationalVocationalQualificationsinCustomerExperiencearebecomingmorewidespreadandincreasinglyacceptedasavaluabletransferablequalification.

IsYourEmployeeRecognitionEffective?Youhaveakeyroletoplayasaleaderinrecognizingexcellentservicebehaviours.Usethischecklisttoidentifyimprovementsinthewayyoupraiseandrecognize.AnswerYesorNotothefollowingquestions:

•Inthepastsevendayshaveyougivensomeoneatworksomerecognitionorpraise?

•Wasthelastpraiseyougavepersonalizedaccordingtotheperson’sinterestsandmotivations?

•Wasittimelyandgenuine?

•Doyougivepraiseatleastonceaweek?

•Doyoumaketimeatteamormanagementmeetingsforpeopletotalkaboutsuccessesandthingsthataregoingwell?

•Doyouuseahand-writtenthankyounoteorthoughtfulemailtogivepraiseaswellasface-to-facethanksandrecognition?

•Doyousharepraiseforanemployeewiththeirco-workerswhereappropriate?

•Doyouusearangeofnon-monetaryformsofrecognitionsuchasjobflexibility,opportunitiesfortraininganddevelopmentandtimeoff?

•Doyouprovidethesameorsimilarrecognitionforsimilarachievementforallemployees?

•Istherecognitionandrewardyouuseappropriateinsizetothelevelofeffortandachievement?

•Doyouencouragepeerstorecognizeoneanother?

•Doyouprovidespecificexamplesofemployees’accomplishmentssothatit’sclearhowtheyarerolemodelsforothers?

•Doyourecognizeemployeesfordevelopingnewideasorshowinginitiative?

•Doyouengageseniorleadersindeliveringawardsandrecognitionaswellasyourself?

Nowconsiderwhereyouhaveanswered‘no’andselectoneareawhereyoucanmakeanimprovementinhowyourecognize.Wehopethatthischapterhasdemonstratedtheimportanceofpraiseandthatyouaremotivatedtoputwhatyouhavelearnedintoactiontocreateaclimateofgreatcustomerservice.

Chapter7ImproveandInnovate

Inthischapterwelookattheimportanttopicsofserviceimprovementsandserviceinnovation.We’lllookathowcomplaintsareanimportantsourceofimprovementideasandhowyoucanengageyourteaminidentifyinganddrivingupservicestandards.We’llalsolookatsomeofthetrendsthatmayimpactyouandyourorganizationaroundthecustomerexperienceofthefutureandwhichwillencourageinnovation.

UseCustomerFeedbacktoDriveImprovementsCustomer’sexpectationsareconstantlyrising.Tocontinuetobesuccessfulbusinessestodayneedtoinnovateandimproveconstantly.Thismeansbeingawareoftrendsandfindingnovelwaystodeliveranexceptionalcustomerexperience.

CUSTOMERINSIGHTS

Customerinsightsarearichsourceofimprovementideas.Irrespectiveofthemeansbywhichyougatherinsights–forexampleviacustomersatisfactionsurveys,Twitterfeeds,feedbackfromfocusgroupsorone-to-onediscussionswithcustomers–customerfeedbackcanprovideyourbusinesswithaclearpictureofwhatyouaredoingwellandwhereyouneedtoimprove.It’sreallyimportanttoestablishinwhateverfeedbackyougather,whatisimportanttocustomersaswellashowsatisfiedtheyareandwhatyoucandotoimprove.AsFigure7.1illustrates,areasofhighimportancetocustomersbutlowsatisfactiontocustomersofferbusinesseshiddenopportunities.

Figure7.1ImportanceVersusSatisfaction

CustomerJourneyMappingandProcessImprovementAnothermethodofcreatingacustomerfocusislookingattheprocessesyourorganizationadoptsfromacustomer’sperspective.Howeasyisyourcompanytodobusinesswith?Mappingthestepsinaprocesscanhelpidentifyblockagestoexcellentcustomer

experiencesuchastimedelaysorlengthyapprovalprocedures.Anextensionofthistechniqueiscustomerjourneymapping,whichwediscussedinmoredetailinChapter3.

ComplaintsasaDriverofBusinessImprovementYourmostunhappycustomersareyourgreatestsourceoflearning.

BillGates

Donotforgetthatcomplaintscandrivebusinessimprovement,improveinternalcommunicationsandincreaseoperationalefficiency.InAustralia,astudybythePublicTransportationOmbudsmanintothetaxiandhirecarindustryinthestateofVictoriafoundthatwhencomplaintswereviewedpositivelyandhandledprofessionallyandnon-defensively,theydroveindustryimprovement.Thisinturnledtofewerdissatisfiedcustomers,increasedcustomerloyaltyandgreaterconfidenceintheindustry.

Theamountofcustomercomplaintsisontheriseandisaclearindicatorofagrowingrefusaltoputupwithpoorservice;yetmanycompanieshavefailedtoactontheconsequencesandarelosingcustomersandreputationsasaresult.ResearchintheUKbytheInstituteofCustomerServicerevealsthisrisingcustomertrend:aroundthree-quartersofcustomersarepreparedtocomplain,comparedwithabouthalfaround10yearsago.

Complaintshandledwellenhanceabrand’sreputation.Acomplainingcustomerwhoexperiencesagoodrecoveryfromtheirproblemwillbecomeapromoteroftheorganizationandbuildpositivewordofmouth(andclicks),openlyspreadingpositivestoriesabouttheirexperience.Studiesshowthata5percentreductioninthecustomerdefectionratecanincreaseprofitsby25to85percent,dependingontheindustry(USTechnicalAssistanceResearchProgram[TARP]Studies2010).

AsurveybyAmericanExpressintheUKshowedthatmorethanhalfofcustomerswouldspendmoreongoodsandservicesiftheserviceexperiencewasguaranteedtobefirstclass.Handlingcomplaintswellisonewayofensuringexceptionalcustomerloyalty.

Dependingontheindustry,54to70percentofcustomerswhoregisteracomplaintwilldobusinessagainwiththeorganizationiftheircomplaintisresolvedinatimelyandthoughtfulfashion.Thisfigurerisesto95percentifthecustomerfeelsthatthecomplaintwasresolvedquicklyandfairly:infactawell-handledcomplainttendstobreedmorecustomerloyaltythantheyhadbeforethenegativeincident.

SOMETELLINGSTATISTICS

•Ofthethreeoutoffourcustomerswhoaredissatisfiedanddonotcomplaindirectlytotheorganization,atleasthalfjuststopbuyingordealingwiththeorganizationwheretheyhaveachoice.

•Onaverageadissatisfiedcustomertellsatleast10otherpeopleabouttheirpoorexperience,whereastheyonlytell3peopleiftheyhaveagoodexperienceasacustomer.The10peoplewhohaveheardaboutthepoorexperiencefromthecustomertellatleast5otherpeople.

•Onlytheminorityofcustomerswhoaredissatisfieddoinfactcomplainatthe

timeoftheincident.Thisisoftenlikenedtoaniceberg:underneaththewaterlinearethevastmajorityofcustomerswhodonotcomplain.

•TheInternetandsocialmediaarefundamentallychangingthelandscape.JeffBezosofAmazon.comsaysifyoumakecustomersunhappyinthephysicalworld,theymighteachtellsixfriends.IfyoumakecustomersunhappyontheInternet,theycaneachtell6,000friends.

THEPERILSOFHANDLINGCOMPLAINTSBADLY

Inadisturbinglylargenumberofcasesinorganizationsthismessagedoesnotgettranslatedintoaction.Onlyabout50percentofcomplainantsreportasatisfactoryresolutiontotheirproblem.Thereasonsarecomplex.Manyorganizationshaveaculturewhichcontainselementsofunclearpriorities,complacency,blameorcover-up,andthisleadstoproblemsbeingburiedorignored.Thiscandisplayitselfinfront-linestaff,forexample,failingtotellmanagementofcustomerissuesforfearthattheypersonallywillgettheblame.Atitsworst,itcanleadtocustomerdissatisfactionbuildingandmanagementblissfullyunawareoftheproblemuntilperhapsanewsstorybreaksofanunhappycustomer.

Sometimescumbersomeproceduresleadcustomerstosimplygiveupmakinganofficialcomplaint.Anotherfactoristhedifficultyoffosteringandmaintainingacustomer-focusedcultureandprocesseswheremistakesareencouragedtobereportedandactedupon.

Somecompanieshavefailedtotakeonboardthatcustomershavebecomemoreempoweredandarenolongerpreparedtoacceptpoorservice.Peoplehavebecomemoretravelledandbetterinformed,withanincreasingdemandforinternationalbrandsandcorrespondingserviceexperience.Perhapsthemostnotableinfluenceistherapidgrowthofsocialmedia.IncreasinglypeoplethroughouttheglobeareusingtabletsandphonestoaccesstheInternet.Itisestimatedthatbetween500millionand1billionpeoplewillaccessfinancialservicesbymobilephone(tapandgo)inthenextfiveyearstomakepaymentsandtransfers.

Newcommunicationchannelsarealteringcustomers’expectationsaboutservice.Socialmediaisgivingcustomersavehicleforspreadinggoodandbadnewsattheclickofamouse.AggregatorsitessuchasTripAdvisor,AmazonandFeefowhichconstantlyprovidecustomerfeedbackareexamplesofhowcustomerscanshapefuturepurchasingchoices.ResearchfromEuroRSCGWorldwideshowsthatnearly43percentofUSInternetusersfeellessinhibitedonline,withtheeffectmostprominentamongfemalesandusersaged25to54.Intheresearchcustomersreportedtheywerealsomorelikelyto‘lashout’ontheWebwhentheyhadsomethingtosayaboutacompanyorbrand.

Giveattentiontoidentifyingtherootcauseofacomplaint,anticipatingandresolvinganumberofkeyproblemareas.Itisclearthatacompany’sreputationandbusinessgrowthcanbesubstantiallypromotedbyeffectivecomplainthandling.

InvolveYourTeamImportantly,engageyourteaminimprovementideasandactions.Peoplewhoareclosest

tothecustomerhaveagreatdealofknowledgeaboutwhatworksornotforthecustomer,andtheycanusuallytellyouhowthingscanbeimproved.

InsurancecompanyAvivahasestablishedtheAvivaCustomerCupcompetition.Here550teamsfromacrossthebusinesscompetetoidentifyandimplementserviceimprovements.TherearethreeroundsofjudgingandthenthetoptenteamspresenttheirideastotheBoard.(Onewinningteamreviewedthepay-outonthematuritybondsprocessandimprovedthisfrom29–65daysto2–5days,honing12customertouchpointsdownto2.AsaresulttherewasanimprovementinNetPromoterScoreof39pointsto+61outof100.)

Symantecisoneoftheworld’slargestsoftwarecompanieswithmorethan18,500employeesinmorethan50countriesandoneofitsproducts,NortonSecurity,has120millioncustomersworldwide.Nortonhadagoalofcuttingtheneedforcustomerstocontactthecompanydirectlywithqueriesby25percentandtocutcallwait-timetoamaximumof2minutes.Itachievedtheseobjectivesovertwoyears.Itimprovedcustomersatisfactionscoresto90percentandNetPromoterScoresby+10pointsbyinvolvingitsteammembersinideasforimprovementtoitscustomers’Webexperience.Thisinvolved:

•Makingnavigationeasier.

•SettingupasmartervirtualagentcalledNathan:hecopeswith300,000questionsfromcustomers.IfNathancan’thelp,hedirectsthecustomertotheself-helppage.

•Increasingtheuseofsocialmedia–activelyrespondingto‘tweets’.

Italsomadeimprovementstothesupportitprovidescustomersonlineby:

•Providingafasterservicebytellingcustomerswhenpeaktimeswere

•Providingbetteragenttools

•Holdingcustomerfocusgroupstofindouttheirneeds

•UsinganonlinefeedbacksurveytomeasureNPS

•Simplifyingthewaylivesupportisused.

CreateaServiceImprovementPlanOneofthetechniqueswe’veseenworkwellindrivingimprovementsisthecreationofaserviceimprovementplan.Thissetsoutthekeypriorityimprovements(nomorethanthreeorfouratonetime)thattheteamagreestoaddress.Importantlytheplanismorelikelytobeimplementediftheteamknowsthiswillbeformallyreviewedandrecognitiongivenforsuccess.

InnovationThechallengeforallbusinessesistonotonlyimprovetheircustomerexperiencebutalsototransformthewaythattheydeliverservicetothecustomer.Inordertoinnovatebusinessesneedtounderstandtheenvironmentinwhichtheyoperateaswellasconsumertrends.

MappingYourLandscapeAusefulstartingpointasaleaderistotaketimeoutwithyourpeersorteamtomapthelandscapeinwhichyouoperate.Organizationsareimpactedbytwosetsofexternalfactors:themacroandmicroenvironment.Sometimescalledthenearandthefarenvironment,theseforcesforchangecanbesummarizedasinFigure7.2.

Figure7.2TheMacroandMicroEnvironment

PESTEL

Thefarormacroenvironmentrelatestofactorswhichare:

•Political

•Economic

•Sociocultural

•Technological

•Environmental

•Legal

Theseinfluencesmayimpactyourbusiness,noworinthefuture.Politicalinfluences

relatetogovernmentorconstitutionalpoliciesthatmayaffectyourbusiness.Economicinfluencesrelatetotheeconomyasawhole.Socioculturalinfluencesencompasssuchfactorsasclass,ageandgenderaswellasissuessuchascultureanddiversity.TechnologicalinfluencesincludetheuseoftheInternet,socialmediaetc.Manybusinessesareimpactedtodaybyenvironmentalissues.Legalconstraintsalsoaffectbusinessperformance.

PESTELEXERCISE

Listthepotentialinfluencesthatmayimpactyourbusinessinthenext1–2years(Figure7.3).

Figure7.3PESTELExercise

Nextconsidertheimplicationsofthesefactorsonyourbusiness.

TheNearEnvironment

Anauditofthenearexternalenvironmentinvolvesanalyzingcustomersandthecompetitivemarketplaceaswellasbeingawareofsuppliersandotherstakeholders’requirements.Thereareanumberoftoolsyoucanusetodothis.OneofthemostwidelyusediscalledPorter’sFiveForces.

MichaelPorter,abusinessprofessorfromHarvard,firstdevelopedtheFiveForcesofIndustrymodelinthelate1970s.Eachofthemodel’sfivecomponentshavemeasurablecomponentswhichclassifyeachforceashavinga‘Low’,‘Moderate’,or‘High’strength.

1.Bargainingpowerofsuppliers,

2.Bargainingpowerofbuyers(customers),

3.Threatofnewentrants,

4.Threatofsubstitutes,and

5.Intensityofcompetitiverivalry.

Thecollectivestrengthofthefiveforcesthendetermineshowattractivetheindustryistopotentialentrants.AccordingtoVordberainthebookStrategicManagement,theidealindustrytooperateinwouldhavea‘low’strengthforallfiveforces.

UsePorter’sFiveForcesToAnalyseYourMarketplace

Figure7.4AnalyseYourMarketplace

•Givenyouranalysis,whatconclusionscanyoudrawaboutyourmarketplaceandthethreatsthismaypresentinthefuture?

•Whatmitigatingactionifanycanyoutaketominimizethehighormediumstrengths?

TrendsinCustomerExperienceAtthesametimeasrecognizingthelandscapeinwhichyouarecurrentlyoperating,itisimportanttoalsostayabreastoftrendsincustomers’expectations.Beingawareofthesetrendshelpsyouanticipatecustomerneedsandcandriveinnovation.

Omni-channelAverycleartrendforexamplewhichisaffectingeverybusinessistherisingusebycustomersofomni-channelstointeractwithorganizations.Aswe’veseentoday’sconsumerwants24/7accesstoproductsandservicesandtheywanttointeractwithbusinessesviawhateverchanneltheychoose.Thistrendhasimplicationsforthewaybusinessesinvesttheirresourcesinthefutureaswellashowtheyensureaconsistencyofservice.Customersexpecttobeabletoclickandcollect,comeintobranch,usewebchat,Skypeorthephoneforexamplewheneverisconvenienttothem.Andtheyexpectyoutoknowtheirpreferencesandtobeabletomixchannelsseamlesslyandwiththeminimumofeffort.

Howisandwillthisgrowingtrendimpactyouandyourteam?Whatcanyoudotobettermanageandmeetthisdemandaswellasstayingaheadofthetrend?

Location-specificTrendsInwhatevercountryyouarereadingthisbook,youalsoneedtobeawareofthedemographictrendsthatwillimpactyourbusiness.ThefollowingextractscomewithpermissionfromKPMG’swebsiteonapageheaded:Howwilldemographictrendsaffecttheretailsector?whichwaspostedinJuly2013.ItisreproducedbypermissionoftheKPMG/IpsosRetailThinkTank(RTT).RTTwasfoundedbyKPMGandIpsosRetailPerformance(formerlySynovate)inFebruary2006.Itnowmeetsquarterlytoprovideauthoritative‘thoughtleadership’onmattersaffectingtheretailindustry.

WeareconsciousthatthesetrendsrelatespecificallytotheUKbutwehopeevenifyourbusinessdoesnotoperateinthiscountrythatitwillservetoillustratesomeofthetypesoftrendsyoumayneedtobeawareofanddiscoveraboutcustomersinyourcountry.

DemographicTrends:theHeadandTailoftheSnakeIfyouseelifeasasnake,intheUKandWesternEuropeitwouldcertainlyhavealargeheadandtail!

TheUKpopulationisgrowingandprojectedtoriseto73.2millionin2035,creatingnewmarketdemandandagrowingmarketplace.Theageingpopulationandchangingethnicmake-upoftheUKaretwoofthemostinfluentialdemographicforcesshapingtheUKconsumermarket.

Overthenexttenyearstwo-thirdsofallretailspendinggrowthwillcomefromthose

aged55andover.Themainchallengeforcustomerexperienceprofessionalswillbeadaptingtotheageingpopulation.By2030,thenumberaged65orolderisprojectedtoreach15.5million,growingby43percentonitslevelin2012,comparedtoanexpansionofonly13percentinthepopulationasawhole.Whilethisgroupcurrentlyaccountsforlessthan£1inevery£5oftotalspending,thissharemightriseto£1inevery£4withintwodecades.

Anageingpopulationprofile,helpedbylowerbirthrates,longerlifeexpectancyandthesheersizeofthebaby-boomergeneration–manyofwhomarenowretiring–arejustthreefactorsunderpinningthistrend.Asaresult,OfficeofNationalStatisticsestimatethatoverthenexttenyearsalmosttwo-thirdsofallretailspendinggrowthwillcomefromthoseagedover55.

Oldershoppersarefarmoredemandingthantheyoungbothintermsofbetterserviceandaccessibility.Inadditiononlineshoppingisbecomingmorewidespreadamongsttheolderpopulation.Analystspredictshoppingfacilitiesthatassistmobilityandconveniencewillcontinuetogrow,aswilldeliveryservices.Health,DIYandhomemaintenance,whichattractalargeshareofelderlyhouseholds’budgets,shouldbenefitfromthischange.Clothing,beerandsoftdrinks,whicharegearedtowardsamoreyouthfulmarket,couldloseout.Productdesign,servicedelivery,marketingandadvertisingwillallhavetoberethoughttobecomemoreappealingtoanolderdemographic.Aboveall,therewillbethechallengeofappealingtoolderconsumerswhostillthinkofthemselvesasyoungconsumers.

OlderConsumersareDown-ageingThebabyboomergenerationhasnointentionofretiringquietlytoalifeofcrochetandgentlegardening.Theyaredown-ageing:actingyounger,bothphysicallyandmentally.Understandingthisisimportantbecauseitisthisoldersegmentthat’sgoingtodriveexpectationsofserviceoverthenext10years.

SilverSloggers

However,contrarytoconventionalwisdom,baby-boomersarenotallawashwithdisposableincome.Withultra-lowinterestratesandannuityrates,pensionincomeisunderconsiderablepressure,forcingmanyolderconsumersbackontothepart-timejobmarkettosupplementtheirfinancialresources.Onepainfulconsequenceofpeoplelivinglongeristhatmanyolderconsumershavethecostoflookingaftertheirownparentstoconsider,andtheirownchildrenmaynotfinditeasytogetfull-timejobsinacontinuingclimateoffinancialausterity.

Thenumberofpeopleaged65andoverwhoareworkinghasdoubledinthepasttwodecades,coiningtheterm‘SilverSloggers’.Olderconsumerswillunquestionablybedifferentfromtodaywithmarkeddifferencesinlifestyle,attitudeandpreferences.

TheRiseofGenerationYTherisinginfluenceofso-called‘GenerationY’,whoaregenerallyconsideredtobetheunder35andbornroughlybetween1980and2000willalsohaveamajorimpacton

customerexperience.

Notonlydoesthisgroupdesiredifferentproductsfrompreviousgenerations,butithasdifferentwaysofshoppinganddifferentattitudestobrands.Thechangesalreadyunderwayinmultichannelretailingwillparticularlyappealtothisgeneration.

Consumersinthisagegroupareubiquitoususersofdigitaltechnologyacrossmultiplemobileplatforms.ResearchbyAccentureshowsthatGenerationYconsumersownonaveragebetweenthreeandfourdigitaldevicesperperson,and27percentownmorethanfourdevices.Theyalsospendanaverageofsixtosix-and-a-halfhoursperdayusingadigitaldeviceforpersonalactivitiesincludingmessaging/texting(48percent),emailing(39percent),gettingnews(27percent)andshoppingforaproductorserviceonline(20percent).

GenerationZ

Thenumberofchildrenaged16andunderintheUKisprojectedtoincreaseby12percentto13millionby2035.Thismeansadifficultbalancingactforcustomerexperienceprofessionals.Whiletacklingthedemandsofthebaby-boomers,theymustlookattheotherendoftheagespectrumandworkouthowtoattracttheinterest,andspendingpower,oftheyoungergeneration.

Tooyoungtoremember9/11,theseunder-16shavegrownupinaworldinpoliticalandfinancialturmoil.Asaresult,theyarekeentolookaftertheirmoney,andmaketheworldabetterplace.Thisgenerationisdescribedasthe‘firsttribeoftruedigitalnatives’or‘screenagers’.ButunliketheolderGenerationY,theyaresmarter,safer,morematureandwanttochangetheworld.Theirpin-upisMalalaYousafzai,thePakastanieducationcampaignerwhosurvivedbeingshotbytheTaliban.

Theyareworthy,keentovolunteerandawarethataneducationistobetreasured.ResearchbyUSadvertisingagencySparks&Honeysays60percentofthemwanttohaveanimpactontheworld,comparedwith39percentofGenerationY.

ShiftinBritain’sMulticulturalMake-upAfurthertrendistheriseinethniccommunities,particularlyinurbanareas.NetmigrationhasbecometheprimarydriverofdemographicchangeintheUK.However,changeisnotbeingfeltuniformlyanddiffersbyregion.FiguresfromtheOfficeforNationalStatisticsshowthatintheyearintheyearto30June2012athirdofmigrantsenteringtheUKheadedtoLondon,demonstratingthecity’srapidlychangingethnicprofile.HalfthebabiesborninLondonarenowtonon-indigenousUKmothers.Customerexperienceprofessionalswillneedtoidentifythekindofservicealess‘English’populationwillneedinthenextdecade.

SmallerHouseholdsSimilarly,thereispredictedtobemorebutsmallerhouseholds.Thenumberofone-personhouseholdsinEnglandisforecasttoincrease,single-parenthouseholdsareforecasttocontinuetorise,whilethenumberofone-childhouseholdsisgrowingandnowaccounts

for47percent,increasingdemandforsmallerpacksizesandincreasingthespendperchild.

UrbanDensity

In1950,thepopulationlivinginUKcitieswas79percent–alreadyalargefigure–butonewhichissettoriseto92.2percentby2030.TheUK’soverallpopulationdensityisoneofthehighestintheworldat256peoplepersquarekilometre,duetotheparticularlyhighpopulationdensityinEngland.Almostone-thirdofthepopulationcurrentlylivesinEngland’ssouth-eastwhichispredominantlyurbanandsuburban,withabout8millioninLondon.

ThisconcentrationinurbancentresmeansthathalfthepopulationofUKnowshopforcomparisongoodsinjust90orsomajortradinglocationsnationally,downfromover200in1971.Thissteadymarketconcentrationhasgonehand-in-handwiththehomogenizationofoffersinlargedominantcentressimplybecausemassmarketnon-foodretailersareallchasingspaceinthesameurbanplaces.

LocalCommunityAtthesametimeconsumersarelookingforlocalconnectionsandaccessibility.Grocersarefollowingacompletelydifferentstrategy,consolidatingnetworkpenetrationbyopeninglargenumbersofsmallconveniencegoodsbranches,increasingratherthanreducingbranchnetworksizes.AnalystspredictthegrowthoflocalservicessuchasGPsurgeries,librariesandotherhealthserviceswhichhavealreadybeguntopopupinbetweenconveniencestoresandchemistswhereastraditionallytheyhavebeensetbackfromthemainthoroughfare.Theseactasadrawfortheoldergenerationwhoarelessinclinedandperhapslessabletotravelfortheirgroceriesbutstillneedtoaccessessentiallocalservices.Transport,accessibilityandlocalinfrastructurewillthereforebecomeincreasinglyimportanttotheoldergeneration.

Thefinancialandtimedemandsbeingplacedonthemiddlegenerationisgrowing,duetoanincreasingnumberofdependentchildrenstayingathomeforlongerandariseintheelderlybeingcaredforathome.Thisisplacingafurthersqueezeondisposableincomeandagrowingdemandforconvenience-ledlocalsolutions.Analystspredictthatasurbanizationincreases,consumerswillincreasinglylooktoconnecttolocalcommunities.

ConcernforPrivacyandLackofTrust

Consumersaredemandingamoreindividualandpersonalizedservice.Askedtorankthefactorsthatwouldmakethemmostlikelytocompletethepurchaseofaproductorserviceina2014surveybyAccenture,respondents’topthreechoicesweresalesandcompetitivepricing(61percent),superiorproducts(36percent)andpersonalizedcustomerexperience–bothonlineandinstore(35percent).

Customerloyaltyprogrammesandrelevantpromotionsfollowed,at31and26percent,respectively,butengagingadvertisingcampaignsandcelebrityendorsementstrailedfarbehind,at6percentand3percent,respectively.

Thevastmajority(80percent)ofconsumersaged20–40intheUSandtheUKbelievetotalprivacyinthedigitalworldisathingofthepast,andinthesameAccenturestudynearlyhalf(49percent)saidtheywouldnotobjecttohavingtheirbuyingbehaviourtrackedifitwouldresultinrelevantoffersfrombrandsandsuppliers.

However,accordingtothesurvey,themajorityofconsumersareconcernedabouttheuseoftheirpersonalinformation:87percentbelieveadequatesafeguardsarenotinplacetoprotecttheirpersonalinformationand64percentareconcernedaboutwebsitestrackingtheirbuyingbehaviour.

Morethanhalf(56percent)saytheyaretryingtosafeguardtheirprivacybyinputtingtheircreditcardinformationeachtimetheymakeanonlinepurchaseratherthanhavingthatdatastoredforfutureuse.

Seventypercentofrespondentsbelievebusinessesaren’ttransparentabouthowtheirinformationisbeingused,and68percentsaythereisnotenoughtransparencyaroundwhatisbeingdonewiththeirinformation.

Thislackoftrustisdrivingconsumersfurthertorelyuponpeer-to-peerrecommendationratherthanbrandmarketing:

•ArecentsurveyforConsumerFocusfoundthatmorethan62percentofconsumerstrustwhatotherconsumerstellthemmorethanwhatcompaniessay

•ResearchbyBTandAvayafoundthat51percenttrusttheadviceonreviewsitesmorethananorganization’sofficialwebsite

•ResearchfromtheUSAbyNielsenfoundthat68percentofsocialmediausersgotosocialnetworkingsitestoreadconsumerfeedbackonproductsandservices,withoverhalfusingthesesitestoprovideproductfeedback,bothpositiveandnegative.Nielsenresearchalsofoundthatconsumerstrustedconsumeronlinereviewsandpersonalrecommendationsfromfriendsandacquaintancesfarmorethanbrandadvertising.

•A2012surveyofInternetusersinBritainbyReevoofoundthat88percentofconsumersconsultreviewswhenmakingapurchase,and60percentsaidtheyweremorelikelytopurchasefromasitethathascustomerreviews.

Sothecustomerisfarmoreinchargeofthebuyingprocessthaneverbefore.Thisphenomenonisjustasprevalentinthebusiness-to-businesssectorasthebusiness-to-consumer.ResearchbySiriusintheUKin2013foundthatbusinessconsumersweretypically57percentofthewaythroughtheirpurchaseprocessbeforetheycontactedsuppliers.Thesameresearchfoundthat45percentofbusinessconsumershadalreadyconsultedtheInternetbeforespeakingtothepotentialsupplier,24percenthadspokentoteammembersandcolleaguesaboutsupplieroptions,21percenthaddiscussedoptionswithapeerand11percenthadaccessedonlinecommunitiesforreviews.

TakeTimetoConsidertheFutureWehopethischapterhasprovokedsomedifferentthinkingaboutcustomers’needsinthefutue.

Asaserviceleaderitisimportanttotaketimetoconsiderhowthingsneedtochangetomeetthefutureneedsofthecustomerandalsounmetandcurrentlyexpressedneeds.Thechallengeistoriseabovethedaytodayandtolookforwardinaninnovativewaytoprepareforthefuture.Tostartthisprocess,askyourself,yourteam,yourpeers,yourboss,yourcustomers:

•Whatfuturetrendswillimpactusmostinthenextthreetofiveyears?

•Whatwillcustomersparticularlyvalueaboutourserviceinthefuture?

•Whataspectsoftheproduct/service/experienceweofferneedtobecompletelydifferent?

•Wherearetheopportunitiesforfuturegrowth?

Thefuturedependsonwhatwedointhepresent.

MatamaGandhi

Chapter8ConsistentlyConsistent

Inthischapterwelookattheneedforaconsistentfocusonthecustomerandwhatittakestoensurethatcustomer-centricityispartofyourownDNAandthecultureofyourorganization.

Thisisthelastchapterinthebookandasinotherchapters,weincludetips,examplesandcheckliststohelpyouassessyourselfandyourorganizationaswellasconsolidatingkeylearningpointsandpracticalactions.

YouMaybeEnthusiasticNow,butHowdoyouSustainaCustomerFocus?Ifyoulookatthosecompanieswhocontinuallyrankhighintermsofcustomerexperience,theyhaveseveralcharacteristicsincommon:JohnLewisdepartmentstoresintheUKandcompanieslikeNordstromintheUSareconsistentlyreliableandintheservicetheydeliverandcustomerscandependonthemtoconsistentlydeliveragreatservice.

Thisdoesnothappenbychanceandittakesalotofdeterminedeffortandfocus.Weoftenfindthatcompaniesbeginajourneytoserviceexcellenceandthen,aftereighteenmonthstothreeyears,the‘programme’diesandisreplacedbyanotherinitiative.Thisissometimesnothelpedbychangesinleadershipatthetopoftheorganizationorchangesinstrategicdirection.Othertimesapathysetsinafteraninitialenthusiasmandcustomercentricityisnotreinforcedorgiventheimportancethatitoncewasasotherprioritiestakeshape.

DON’TRESTONYOURLAURELS

Webelievethemostdifficultpartofcustomerleadershipisconsistentlybeingconsistentabouttheneedforagreatcustomerandemployeeexperience,howyoutocontinuetofocusonthisandtheactionsyoutakeasaleader.

Bestpracticecompaniesdonotseecustomerexperienceasaone-off‘campaign’or‘initiative’.Forthemcustomercareisawayoflife,itispartofthecultureoftheorganization.Thesebusinessescontinuallymeasureandmonitorcustomersatisfactionandbenchmarkthemselvesagainstthecompetition.Theyensurethatimprovementsaremadeinthelevelsofservicethattheygiveonanongoingbasis.Afterall,customerexpectationsareconstantlyincreasing.Whatisbestpracticetodaywillnotbesointhefuture.

Anexampleofon-goingcommitmentisBMWintheUK.Theirambitionistobethenumberonecarretailerofchoiceforbothsalesandservice.Itrecognizesthatitisonajourneythatdoesnotendandalthoughitismakinggreatprogressinwinningcustomeradvocacy,eachyearitneedstodomore.Theirjourneyhasincludedconsistentsetting

standardsforthecustomerjourneyineachretailoutlet,afocusonleadershipandbehaviours,ongoingtraining,makingimprovementsintheretailnetworktothewayteammembersinteractwithcustomersandimprovingtheprocessesthatareused,developingacustomerservicerecognitionschemefortheretailnetwork,creatingapubliconlinesalesandserviceratingsystemforeachretailoutletwherecustomersawardratingsandleavecommentsandfeedbackaswellaschangingtherewardschemeforretailerstoreflectcustomerfeedbackandtakingpartinNationalCustomerServiceweek.

Thechallengeforleadersistoprojectouteighteenmonthstotwoyears’timeandconsiderandplanforwhatyouandyourteamwillbedoingtoensurethatthecustomerisstillthenumberonepriority.Atanorganizationallevelthismayinvolvebuildinginregularreviewsofyourteam’sperformanceinrelationtocustomeradvocacyandinvolvingyourteamsindevelopingandreviewingserviceimprovementplansbasedonwhatisimportanttocustomers.We’vealsodiscussedinthelastchaptertheimportanceofanticipatingfuturecustomerneeds.

Itcaninvolveplacingcustomeradvocacyonexecutiveandseniorleaders’meetingagendasaswellasintegratingcustomerfeedbackintoeverymeetingyouholdwithyourteam.

Italsoinvolvesintegratingthecustomer-centricbehavioursintoallyourpeopleprocessessuchasyourvisionandvalues,competencyframework,recruitmentandinductionprocesses,objectivesettingandperformanceappraisal,talentmanagement,developmentplansandrewardandrecognitionschemes.

REPEATYOURMESSAGE

Rememberthattochangeandreinforceaculture,youneedtocommunicateagainandagain.Stayonmessage.Onceisnotenough.Showviayouractionsthathowpeopletreatthecustomerreallymatters.

Organizationssuchastheaward-winninghealthcareprovider,theMayoClinicintheUS,knowthatconstantreinforcementisneededtoensurethateveryonethroughouttheorganizationbringstheirvisontolife.Theorganization’scredois‘Thebestinterestofthepatientistheonlyinteresttobeconsidered’.Thiscredoguidesdecisionseverydaywithintheclinic.Careisfocusedaroundcustomerneedsandthereisstrongandconsistentevidencethatpatient’scareisorganizedaroundtheirrequirements.Thismeansthatdoctor’sschedulesandhospitalprocessesarefocusedonwhatisimportanttothepatientratherthananyotherfactorsrelatedtointernaloperations.

Theclinicrecognizesthateverymemberofstaffhasanimpactonthecustomerexperience.Itfoundfrompatientfocusgroupsforexamplethattheirperceptionoftheservicetheyreceivewasasmuchimpactedbytheirinteractionwithorderliesandcleanersasitwaswithclinicalstaff.Alltheleadershipteam,managersandstaffundertakecorecustomertrainingonceayearwheretheexpectationsandexperiencesofpatientsarediscussed.Inadditioneachdepartmentcreatesserviceimprovementplans,involvingtheircustomersinvalidatingtheiractions.Thefeelingofpride,accompaniedwiththealignmentofemployeeattitudes,contributetolowerstaffturnover:4percentfornursesversus20percentasanindustryaverage.

TenTopTipsforSustainingaCustomerFocus1.Bringthevoiceofthecustomerintotheorganization.Spendtimewiththe

customerandseetheorganizationfromthecustomer’sperspective:byexperiencingtheserviceandensuringthestructure,systemsandproceduresmaketheorganizationeasytodobusinesswith.Oneinternationalairlinesetupaspecialprogrammeofvisitswheretheirseniorexecutivesaccompaniedtheirtopcustomersonbusinesstripsusingtheairline.Thiswastoallowseniormanagerstoexperiencetheservicefromthecustomer’sperspective.

2.Co-createwithcustomers.NationwideBuildingSocietyusescustomerpanelstohelpdevelopeveryaspectofitsproductsandservices.CompaniesfromPizzaHuttoLegoareseeingthebenefitsofcrowdsourcingandco-creatingwithcustomers.Considerhowyoucanengagecustomersinimprovingyourservice–fromincludingthemonrecruitmentpanelstohavingthemjudgerecognitionschemestodesigningnewserviceexperiences.

3.Encourageanexternalperspectiveanduseittoembracechange:bybenchmarkingagainstbestpractice,attendingcustomerserviceconferencesandbelongtoabenchmarkingforum.Award-winningBrazilianindustrialistRicardoSemler,PresidentofSemcoS/Aconsultswithmanymajorcompaniestocompareeffectivenessandbelievesthatthemainlessonbusinessescanlearnisnottofearinnovationbuttoleadchange.

4.Sethighstandardsandbeconsistentaboutexpectingthesearemet.ConciergecompanyTenGroupoperatesonaglobalbasis.ItscustomersexpectanexceptionallevelofserviceandtheCEOandthemanagementteamareuncompromisingintermsofthestandardstheyinturnexpectsofitsteammembers.Deliverregulartop-upsoftrainingtohelpreinforcestandardsandtoflextocustomers’needs.RetailertheArcadiaGroupranaseriesofdevelopmentsessionscalled‘ASaleisaSale’tohelpalltheemployeesinitsheadofficeandtheretailnetworkincreasetheirawarenessofthechangingpatternofsalesfrombricksandmortartoonline.Thesessionsgeneratedthousandsofideaswhichweredisseminatedintoactionplansabouttheroleeveryoneacrossthebusinesscouldplaytobetterservethecustomer.

5.Recognizethatemployeeengagementresultsingoodexternalcare,sospendtimegettingthepeoplesideofthingsrightandspendingtimewithyourteam.AtMerrillLynchCreditCorporationseniormanagerssetthedirectionandtoneforthecompany.Theyarrangequarterlymeetingswithalltheiremployees(calledpartners)andsupportregularcross-functionaltrainingandcontinuousinteractionwithpartnersatalllevels.

6.Bevisibleandaccessible.Spendtimewithteams;holdopenforums;welcomefeedback;workatthesharpend.SeniormanagersinorganizationssuchasMarriottHotelsregularlyspendtimeworkinginthehotels.

7.Openlysupportcustomercareinitiatives:bymakingtime,moneyandresourcesavailabletothem,attendingevents,leadingimprovementgroups,makingsurethatcustomercareisoneverymanagementagenda.Whenoneretailchainsetouttoimproveitscustomerexperience,seniormanagerstookanactiveroleindeveloping

theprogrammeandvisitingstorestoofferencouragement.Theresultwasthatemployeesknewthatcustomercarewasbeingtakenseriouslyandthattheircontributionmattered.Thisledtoamarkedimprovementincustomerfocus.

8.Usesocialnetworks,bothexternallytogaininsightsintocustomerbehaviourandinternallytotapintothegrowinguseofcollaborationandcommunicationtools.Startapersonalblogfeaturingyourinsightsandinteractionswithcustomers.

9.Measureandmonitorlevelsofcustomersatisfaction,usingfeedbacktotakecorrectiveaction.Beaccountableforthistoo.AttheChubbGroupofinsurancecompaniesavarietyofcustomerfeedbackprogrammesplayakeyroleinbalancingbusinesssuccesswithafeelingofpersonalaccomplishment.

10.Recognizeandrewardexcellentservice.IntheUKhi-firetailerRicherSoundshasacustomerexperiencecompetitioneachmonthandthewinningthreebranchesgettouseaBentleycarforthemonth.Theyhavesevenholidayhomesforpeopletousecompletelyfreeofcharge,irrespectiveoflengthofserviceorseniority.Allseniormanagersareanintegralpartofthisservicerewardprocess.

DoyouMeasureUp?•Docustomersloseoutintheclutterofotherprioritiesfacingyoursenior

managers?Testyourseniormanagementteam(andyourself)tofindout.

•Honestlyratecustomercontactagainstyourotherpriorities:financial;shareholders;regulatoryrequirements;internalstakeholders.Howwouldyourankthese,inorder?

•Whendidyoulastspeaktoacustomer?

•Didyouimplementwhatyoulearned?

•Howdoyouknowwhatproblemsyourpeopleencounterwhendealingwithcustomers?

•Whendidyoulastupdatethisknowledge?

•Whatisthegapbetweenyourorganization’sintendedservicestrategyandhowyoureallydealwiththecustomer?

•Haveyoureviewedyourorganizationalstructurespecificallyforitscustomerorientation?

•Wheredocustomer-facingemployeessitinthehierarchy?

•Whatmessagesdoesyourleadershipstylesendtothecustomerandtherestoftheorganization?

•Whatfeedbackdoyouhavetosupportthis?

•Howdoyousupportandstrengthenyourstaff’sabilitiestodealsuccessfullywithcustomers?

•Areyourskillsingivingandreceivingfeedbackuptoscratch?

•Doyouusethemregularly?

•Areyouwillingtotackleyourcolleaguesaboutdifficultissueswhichimpedecustomerexperience?

•Arethesystemsyouoperatelikelytoencouragecustomersatisfaction?

•Arerewardandmotivationsystemslinkedupcorrectlywiththisaim?

InfluencingChangeinYourOrganizationBecomeachange-makerforcustomers.Inordertodriveimprovementsincustomerandemployeeengagement,takestockofyourcurrentorganizationalculture,whatneedstobechangedtoworkbetterforthecustomerandwhoyouneedtoinfluencetoensurethisischange.

Organizationalcultureisthepersonalityoftheorganization,‘thewaywedothingsaroundhere’.Originallyananthropologicalterm,culturereferstotheunderlyingvalues,beliefsandcodesofpracticethatmakeabusinesswhatitis.ManagementpsychologistScheindescribescultureasaphenomenonthatsurroundsusall.CultureaccordingtoScheininhisbookOrganisationalCultureandLeadershipis‘Apatternofsharedbasicassumptionsthatagrouplearnsasitsolvesproblems.’

Itcanbeseenthrough:

1.Behaviour:language,customs,traditions

2.Groupsnorms:standardsandvalues

3.Espousedvalues:published,publiclyannouncedvalues

4.Formalphilosophy:mission

5.Rulesofthegame:rulestoallinorganizations

6.Climate:climateofgroupininteraction

7.Embeddedskills

8.Habitsofthinking,acting,paradigms:sharedknowledgeforsocialization

9.Sharedmeaningsofthegroup

10.Metaphorsorsymbols.

Increasinglybusinessleadersarerecognizingthattheconceptoforganizationalcultureisparticularlyimportantwhenitcomestochangingthecustomerexperience.Ifchangeistobedeep-seatedandlong-lastingwithinanorganization,itneedstohappenataculturallevel.Thechallengeformanyorganizationsishowtochangeexistingculturesbecausecultureisrooteddeepintheunconsciousbutrepresentedinbehaviourandpractice.

Thebestwaytobeginaculture-changeprocessistobetterunderstandthecultureinwhichyouarecurrentlyoperating.Ifyoudon’tunderstandandmanageculture,itwillmanageyou.Beawarethattheremaybedifferenttypesofcultureoperatingwithinthesameorganizationorpartofanorganization.

METHODSFORANALYSINGORGANIZATIONALCULTURE

Onewaytounderstandcultureistouseananalyticalframework.JohnsonandScholescalltheirframeworktheCultureWeb,aseriesofoverlappingaspectsofculturewhichmakeupthecollectivemindset.TheCultureWebisbestconsideredindividuallyandthendiscussedwithgroupsofmanagers.Forexample,lookatyourownorganizationinrelationtothefollowing:

•Symbols–logos,offices,cars

•Power–whohaspower

•Organizationalstructure–formalandinformalstructures

•Controls–whatgetsmeasuredandrewarded

•Rituals–whatareacceptedproceduresandrituals

•Stories–sometimescalled‘warstories’.

Thereareanumberofusefulquestionnaireswhichyoucanusetoaudityourcompany’sculture.Completedbyacross-sectionofemployees,theyhelptoformamapofthecontextinwhichyouareoperating.Inpracticelargeandgeographicallyspreadbusinesseshavemanydifferenttypesofcultures.Figure8.1isanexampleofacultureauditdevelopedforanorganizationthatwantedtoassessitsdegreeofcustomerorientationatthebeginningofaculturechangeprogramme.

Figure8.1CustomerOrientationCultureAudit

Nowtotalyourscores.Total:_____

Thestatementsincludedinthequestionnairehavebeendevelopedfromresearchaboutwhatmakesexcellentcustomer-focusedorganizations.Youcancirculatethequestionnairetodifferentpartsoftheorganizationandaskemployeesatalllevelstocompleteit.Thequestionnairecanalsoactasaspringboardforemployeefocusgroupstosharedifferentperceptionsofstrengthsandweaknessesintermsofservice.

Analternativeapproachistouseacard-sortexercise.Descriptionsarewrittenoncardtodescribethewaytheorganizationworksandwhatitvalues.Thewordsonthecardhavenegativeaswellaspositiveconnotations,forexample:

•Valuingdiversity

•Workinglonghours

•Focusingonthecustomer

Groupsofemployeesareinvitedtosortthecardstobestdescribewhatisimportantintheorganizationcurrently(i.e.whatisthecurrentculture).Theresultingcardsortcreatesapictureoftheprevailingculture.Theexercisecanberepeatedtofocusonwhatemployeeswouldlikethecultureoftheorganizationtobeinthefuture.Inthiswayagapanalysiscanbeundertakenbetweencurrentanddesiredculture.

Afurthermethodistheuseofrichpictures(socalledbecausetheyproviderich

metaphorsabouttheorganization).Hereindividualsareaskedtodepicttheorganizationsymbolicallyasifitwasanimagesuchasabodyorahouseoramodeoftransport.Eachpersonthendescribeswhytheyhavechosentorepresenttheorganizationinthisway.Theresultingdiscussionshelpteaseoutthewaythingsaredoneintheorganization.

ChangingCultureMostmanagementgurusrecognizethatchangingcultureisalong-termproject:ittakesbetweenthreeandfiveyears.Itisaprocessthatcanbeundertakenbottom-upbutultimatelyverymuchdependsontheleadershipoftheorganization.Whenwesayleaderswemeaneveryonethroughouttheorganizationwhoisinapositiontoleadothers.Aswehaveseenyou,aspartofthisgroup,shapeandreinforcethewaythattheorganizationfunctions.

Itisgenerallyacceptedthattobringaboutculturechange,allaspectsoftheorganizationneedtochange.

7‘S’FRAMEWORK

The7‘S’sdiagnosticframework,developedbymanagementconsultantsMcKinsey,providesausefulperspectivewithwhichtoassessthecultureandeffectivenessofanorganization.TheSeven‘S’sare:

1.Structure

2.Strategy

3.Sharedvalues

4.Style

5.Staff

6.Skills

7.Systems

1.Structure

Therearemanypermutationsofstructurethatanorganizationcanadopt:

•Centralized

•Decentralized

•Hierarchical

•Flat

•Team-based

•Virtual

Eachhasitsprosandcons.Forexamplemanylayersofhierarchycanblockaleader’saccesstocustomersandviceversa.Middlemanagersmay‘filter’realityandpresent

leaderswiththepictureofcustomersatisfactionwhichtheywishthemtosee.Theresultofthisisnotonlyleaderswholackcustomerfocus,butalsoemployeeswhoarefearfulof‘steppingoutofline’ortakingresponsibilityforthecustomer.

2.Strategy

Thestrategyofanorganizationshapesitsstructure.Likewisethebehavioursandvaluesofanorganizationcanpromoteorundermineitsstrategy.

3.SharedValues

IfyoudiscoverthepassionoftheCEO,youwilldiscovertheorganization’srealpriorities.Istherefundamentalpassiontowards:

•makingmoney?

•staffrelationships?

•customerorientation?

Theseareimportantissuestogettothebottomof.Whatmeasuresareusedinrewardsystems?Thisoftenalsoshowstherealityofwhatisimportanttotheorganization.

4.Style

Howleadersbehaveinfluencesthebehavioursoftheirstaff.Wehavetalkedaboutleadershipstyleinearlierchaptersandhowthemosteffectiveleadersbothsupportandchallenge.Theyaresensitivetopeople’sneedsatthesametimeasinspiringtheteamtoachievethetask.Whenseniormanagers’careerpathshavebeenviaspecialistortechnicalfunctions,forexample,theymaywellfailtoappreciatetheneedforaholisticapproachtochange.Typicallywherethisstyleprevails,quantitativemeasuresaresetforoperationaldelivery.Littleattentionispaidtothequalitativeaspectsofservice,suchasemotionalintelligence,creatingrapportandbeingempathetictothecustomer.

Seniormanagersareoftenpreoccupiedwithotherinfluencessuchascompetitors,shareholders,theCity,governmentandregulatorybodies.Customerscompeteagainsttheseotherpreoccupationsfortheirshareofairtimeandoftenlose.Seniormanagerscanalltooeasilybecomecocoonedinaworldfarremovedfromthecustomerandthecompanypeoplewhoworkatthesharpend.Oneacidtestofhowremovedyourseniorpeoplemaybefromcustomersis:WhoreplieswhenacustomerwritestotheCEO?

Thisremotenessfrequentlyleadsmanagersto:

•Becomehookedintotheinternalpoliticsoftheorganization

•Shutofffromhonestfeedback

•Rarelyseethecustomerface-to-face.

Thiscanalladduptomanagementdecisionswhicharefarfromcustomer-friendly,suchasrulesandregulationsthatworkwellfortheorganizationbutnotthecustomer.

5.Staff

Theneedforengagementofemployeesaswellascustomersmeansthatthereisatrendtomovefront-lineemployeesfromadependent,compliantandrule-boundgrouptowardsonewheretheyfreelytakerisksandconfidentlyexercisediscretion.Aswehaveseen,peopleworkingforataskmaster-stylemanagerwhoisdirectiveandautocraticdevelopintocynics–thosewhoarereluctantorresistanttochange,orspectators–whotakeabackseatwhenitcomestoresolvingacustomerproblem.Thisisbecausepeopleoftenbecomeresentfulordiscouragedtotakeinitiativewhentheyareconstantlytoldwhattodoandwhentheonlyfeedbacktheyreceiveisnegative.

Newrecruitssoakupculturelikesponges:theymayhavebeenrecruitedfortheirwinningqualities,buttheyareinfluencedstronglybyother’sbehaviours.

6.Skills

Customer-orientatedorganizationssuchasthedepartmentstoreNordstromintheUSemphasizetheattitudeandinterpersonalskillsneededtointeracteffectivelywithcustomers.Role,skillsandknowledgecanbetaught,whereasmanyofthelesstangible,empatheticinterpersonalskillsinvolvebeingabletocreatevitalrapportwithcustomers.Nordstromrecruitonlyself-starters–ahighcommissionsystemhelpsdeselectothers.EachofNordstrom’s35,000staffeffectivelyrunstheirownbusiness(withinlimitedrules).Nordstrom’scustomerserviceislegendary,fromitsliberalreturnpolicythatallowscustomerstoreturnitemswithoutareceipttoeffortsbyemployeestomakeaconnectionwithcustomers.Thankyoucards,homedeliveries,personalappointmentsandphonecallsalertingcustomersofupcomingsalesareallthenormatNordstrom.

7.Systems

Thesystemswhichorganizationsusetointeractwiththeircustomersneedtobedesignedwiththecustomerinmind.Wetalkedearlierabouttheneedtochallengeprocessesandwaysofworkingthattaketoomuchcustomereffortandtheuseofcustomerjourneymappingtechniquestohelpachievethis.

CustomerOrientationHealthCheckChangingorganizationalculturerequiresalong-termapproach:itinvolvesreassessingandmakingchangestoallaspectsoftheorganization.Usethefollowingquestions,basedonthesevenSframework,toassessthecontextinwhichyouoperate.

STRUCTURE

Haveyoureviewedyourorganizationalstructurespecificallyforitscustomerorientation?

Wheredocustomer-facingemployeessitinthehierarchy?

Howinternallycustomer-focusedareyourbusinesssupportfunctions?

STRATEGY

Honestlyratetheimportanceofcustomer-centricityagainstyourotherpriorities:financial;shareholders;regulatoryexternal;internalstakeholders.Howwouldyourankthese,inorder?

Whatisthegapbetweenyourorganization’sintendedcustomerstrategyandhowyoureallydealwiththecustomer?

SHAREDVALUES

Whatisreallyimportantinyourorganization?

Whatshouldbeimportant?

Whendidyoulastspeaktoacustomer?

Didyouimplementwhatyoulearned?

Whatmessagesdoesyourleadershipstylesendtothecustomerandtherestoftheorganization?

Whatfeedbackdoyouhavetosupportthis?

Howdoyousupportandstrengthenyourteam’sabilitiestodealsuccessfullywithcustomers?

Howdoyouknowwhatproblemsyourpeopleencounterwhendealingwithcustomers?

Whendidyoulastupdatethisknowledge?

SKILLS

Whatskillsdevelopmenthaveyouhadinthepast12monthstobetterservethecustomer?

Areyourskillsingivingandreceivingfeedbackuptoscratch?

Doyouusethemregularly?

Areyouwillingtotackleyourcolleaguesaboutdifficultissueswhichimpedegreat

customerservice?

SYSTEMS

Arethesystemsyouoperatelikelytoencouragecustomersatisfaction?

Arerewardandmotivationsystemslinkedupcorrectlywiththisaim?

Wehopethattheanswerstothesequestionswillhelpyougaugewhereyourorganizationneedstochangeandthatyoucanengageyourteam,peersandlinemanagersincreatingaplanofactionforhowtodothis.

SummaryOurwishisthatbyreadingthisbookyouhavetheappetiteandtheenergytodriveimprovementinemployeeandcustomerengagementinyourorganization.Wewouldliketoclosethisbookwiththeofferofcontactingusforfollow-upadviceifyouneeditandbygivingyoutwoquotestoconsidergoingforward:

Serviceisnotwhatyoudo,butwhoyouare.Itisawayoflivingthatyouneedtobringtoeverythingyoudo.BetsySanders

Thelongeryouwait,theharderitistoproduceoutstandingcustomerservice.WilliamH.Davidow

Bibliography

ANationalCustomerSatisfactionBarometer:TheSwedishExperience,JournalofMarketing,56(1),FornellC.,1992.

AonHewittEuropeanManagerSurvey,2011,AonHewitt,London.

AveragetoA+:RealisingStrengthsinYourselfandOthers(StrengtheningtheWorldSeries),LinleyA.,2008,CAPPPress,London.

BuyerIntentiontoUseInternet-enabledReverseAuctions:TheRoleofAssetSpecificity,ProductSpecialization,andNon-contractibility,MISQuarterly,32(4),MithasS.,JonesJ.L.andMitchellW.,2008.

CharacterStrengthsandVirtues:AHandbookandClassification,PetersonC.,2004,OxfordUniversityPress,Oxford.

ChangeManagementExcellence,CookS.,MacaulayS.andColdicottH.,2004,KoganPage,London.

ComplaintManagementExcellence,CookS.,2012,KoganPage,London.

ContagiousCustomerCare,FrisbyN.,2001,GoMADBooks,London.

CustomerCareExcellence,CookS.,2010,KoganPage,London.

CustomerCenteredSixSigma:LinkingCustomers,ProcessImprovement,AndFinancialResults,NaumannE.andHoisingtonS.,2001,ASQQualityPress,Milwaukee,Wisconsin.

CustomerSatisfactionandShareholderValue,JournalofMarketing,68(4),AndersonE.W.,FornellC.andMazvancherylS.K.,2004.

CustomerSatisfaction,MarketShare,andProfitability:FindingsfromSweden,JournalofMarketing,58(3),AndersonE.W.,FornellC.andLehmannD.R.,1994.

DrivingPerformanceandRetentionThroughEmployeeEngagement:AQuantitativeAnalysisofEffectiveEngagementStrategies,2004,CorporateLeadershipCouncil,London.

EmployeeEmpowerment:TheRhetoricandtheReality,HuqR.,2010,TriarchyPress,Axminster.

EmployeeEngagement(HRFundamentals),BridgerE.,2014,KoganPage,London.

EmployeeEngagementinTheoryandPractice,TrussC.andAlfesK.,2013,Routledge,Abingdon.

EmployeeEngagement:ToolsforAnalysis,Practice,andCompetitiveAdvantage,MaceyW.H.,SchneiderB.,BarberaK.M.andYoungS.A.,2009,Wiley-Blackwell,Oxford.

Engaged:UnleashingYourOrganization’sPotentialThroughEmployeeEngagement,HolbecheL.andMatthewsG.,2012,Jossey-Bass,SanFrancisco.

EuropeanTalentSurvey:ReconnectingwithEmployees:Attracting,Retaining,andEngaging,TowersPerrin,2004,TowersPerrin,London.

FiveStarService:HowtoDeliverExceptionalCustomerService(PrenticeHallBusiness),HeppellM.,2010,PearsonBusiness,London.

Friends,FollowingandFeedbackHowWe’reUsingSocialMedia,OnlineSeptember,2011,Nielsen.

Globaladvertising:ConsumersTrustRealFriendsandVirtualStrangersmost,2009,NielsenWire,NewYork.

HiringforAttitude:ARevolutionaryApproachtoRecruitingandSelectingPeoplewithBothTremendousSkillsandSuperbAttitude,MurphyM.,2011,McGraw-HillProfessionalPublishing,NewYorkThebookwaspublishedin2011(2012inch5atthemoment).Therewasawhitepaperpublishedin2012.

HiringforAttitude:ResearchandToolstoSkyrocketyourSuccessRate,MurphyM.,2012,LeadershipIQWhitepaper,WashingtonDC.

HowFullisyourBucket?RathT.andCliftonD.,2004,GallupPress,NewYork.

HowwillDemographicTrendsAffecttheRetailSector,KPMG/IpsosRetailThinkTank,2014,London.

InvestorsTakeNote:EngagementBoostsEarnings,OttB.14June2007,BusinessJournal.

InnovationManagement:StrategyandImplementationusingthePentathlonFramework,GoffinK.,2005,PalgraveMacmillan,Basingtoke.

Leadership&OrganizationalClimate,StringerA.,2002,PrenticeHall,London.

LinkingPeopleMeasurestoStrategy,GatesS.,2003,ConferenceBoard,NewYork.

ManagingInnovation:IntegratingTechnological,MarketandOrganizationalChange,TiddJ.,2013JohnWiley&Sons,Chichester.

ManagingQuality:TheStrategicandCompetitiveEdge,Garvin,D.A.,1988,FreePress,NewYork.

MarketingAssetsandtheValueofCustomerAssets.AFrameworkforCustomerAssetManagement,JournalofServiceResearch,5(1),BergerP.D.,BoltonR.N.,BowmanD.,BriggsE.,KumarV.,ParasuramanA.andCreedT.,2002.

OrganisationalCultureandLeadership,3rdedition,Schein,E,2006,JosseyBass,SanFranscisco.

PsychologyofCustomerCare:ARevolutionaryApproach,LynchH.E.,1992,PalgraveMacmillan,Basingstoke.

RelatingBrandandCustomerPerspectivesonMarketingManagement,JournalofServiceResearch,5(1),AmblerT.,BhattacharyaC.B.,EdellJ.,KellerK.L.,LemonK.N.andMittalvV.,2002.

RewardManagement:EmployeePerformance,MotivationandPay,HumeD.,1995,BlackwellBusiness,Oxford.

StrategicManagement,VordberaH.,2011,CengageLearning,EMEA,Andover.

SuperMotivation:ABlueprintforEnergizingYourOrganizationfromToptoBottom,Spitzer,D,1995,AMACOM,NewYorkTechnicalPaper,Q12®Meta-Analysis,Harter,J.K.,Schmidt,F.L.,Killham,E.A.andAsplund,J.W,2006,GallupOrganization,OmahaNebraska.

TheArtofEmpowerment:TheProfitandPainofEmployeeInvolvement,JohnsonR.andRedmondD.,1998,FinancialTimesPitman,London.

TheArtofPossibility:TransformingProfessionalandPersonalLife,ZanderR.S.andZanderB.,2002,PenguinBooks,London.

TheCultureEngine:AFrameworkforDrivingResults,InspiringYourEmployees,andTransformingYourWorkplace,EdmondsS.C.,2014,JohnWiley&Sons,Oxford.

TheEmployee-organizationRelationship,OrganizationalCitizenshipBehaviours,andSuperiorServiceQuality,JournalofRetailing,78(2),BellS.J.andMengucB.,2002.

TheEssentialGuidetoEmployeeEngagement:BetterBusinessPerformancethroughStaffSatisfaction,CookS.,2008,KoganPage,London.

TheLoyaltyElephant,CustomerSatisfaction,QualityProgress,2003,HoisingtonS.andNaumannE.FebruaryVol.2.

TheRelationshipBetweenEngagementatWorkandOrganizationalOutcomes,Q12®Meta-Analysis,2012,HarterJ.K.,SchmidtF.L.,AgrawalS.andPlowmanS.K.,2013,GallupOrganization,OmahaNebraska.

TheServiceProfitChain:HowLeadingCompaniesLinkProfitandGrowthtoLoyalty,Satisfaction,andValue,HeskettJ.,SasserW.E.andSchlesingerL.A.,1997,TheFreePress,NewYork.

TheTenPrinciplesBehindGreatCustomerExperiences(FinancialTimesSeries),WatkinsonM.,2012,FTPublishingInternational,London.

UnderstandingtheChallengesofDealingwithInformed,DemandingandNetworkedCustomers,TheAutonomousCustomer,2011,AvayaandBT,BTGlobalServices,London.

USTechnicalAssistanceResearchProgramStudies,2006,ExecutiveBlueprintsInc,NewYork.

WorkingwithEmotionalIntelligence,D.Goleman,1999,Bloomsbury,London.

Allindexentriesshownherecorrespondtothepagenumberswithintheprintededitiononly.Withinthisdigitalformatthesepagenumbersallowforcrossreferencingonly.

100bestcompaniestoworkfor,16

12positivecustomerexperiences,1

adayinthelifeof,55

abdicatorstyle,90

aboveandbeyondservice,7,13

Accenture,137,139,140

accessible,36,50,57,110,146

accountability,15,18,99,104

accreditation,80

accuracy,6

achievement,41,45,103,104,107,108,118,120,121,123

acid-test,61

actionplans,85,146

actions,1,2,14,17,18,21,40,43,44,47,50,51,52,57,75,79,87,88,94,98,104,119,120,129,143,145

activity,25,30,55,70,103,104,105,107,108,121

actors,55

advocacy,5,7,45,49,109,144

advocates,3,7,25,26,28

affectiveengagement,14

AgeasInsurance,31

airline,7,23,29,48,50,60,145

allowance,15,121

Amazon,7,15,48,128,129

ambition,24,52,53,69,144

AmericanExpress,120,127

annualbonus,121

AonHewittEuropeanManagerSurvey,12

apathy,89,143

app,56

appearancestandards,48

Apple,48,72

appraisal,117,121,144

appreciated,98,115,117

apprenticeship,67

approachable,27,31,45,54,109,110

ArcadiaGroup,146

areamanagers,53

Ariely,Dan,107

assisting,88

AtlasCopco,51

attitude,13,14,18,29,35,42,43,44,56,59,60,61,66,68,76,82,83,85,86,87,88,89,91,109,137,151,155

attitudinal,59,65

traits,65

attributes,21,26,29,38,66

authentic,2,5,25,26,35,65,66,111

service,5

automatedcheck-ins,50

automatedservice,50

Avaya,3,140

averagetransactionvalue,7

Aviva,51,129

award(s),16,81,120,121,123,144,145,146

awareness,41,56,73,77,78,118,146

backoffice,21,43,47,52,55

backtothefloor,55

backstage,48

badnews,47,129

BAESystems,65

bank,7,79,80,115,117

banking,5,79,80

Barclays,65

barriers,3,53,55,95,121

behaviour,21,29,35,37,38,39,40,41,42,43,44,52,60,61,62,63,64,65,68,69,70,77,85,88,89,90,91,92,94,97,109,113,114,117,118,122,140,144,147,149,154,155

belonging,103,104

benchmark,48,82,144

bestpractice,16,49,51,60,75,85,144,146

bestserviceleaders,48

Bezos,Jeff,128

BMW,7,49,144

Boots,121

brain,1,117

branchmanagers,53

branches,55,139,147

brand,2,4,7,12,28,80,127,129,140

reputation,4

BritishAirways(BA),34,97,98

BritistTelecom(BT),3,140

businessimprovement,126

business-to-business,3,4,8,21,52,53,141

business-to-consumer-type,52

callcentre,69,80

candidates,44,60,61,62,63,64,65,66,67,68,69,70,72,75,83

Capp,65

cardsort,152

care,26,33,35,37,38,39,51,61,67,144,145,146,147,151

careerprogression,122

cause,the,60

certificates,120

challenge,5,17,25,27,32,38,43,55,87,88,89,90,91,92,98,104,118,119,130,135,

136,141,144,149,154,156

challenging,2,22,23,33,34,38,39,45,62,63,88,89

change,14,16,23,30,31,48,51,60,61,64,68,73,78,86,87,93,106,109,113,114,131,136,138,141,145,146,148,149,150,153,154,155,158

characterstrengths,62

charity,50,67

CharteredInstituteofPersonnelDevelopment,14

ChilternRailways,49

ChubbGroup,147

claims,31,96

classroomenvironment,80

Clifton,Donald,98

climate,17,92,95,108,123,137,149

closetotheexternalcustomer,55

cloudcomputing,3

coach,76,88,90,91,97

style,90

coachability,59

coaching,45,62,75,80,86,87,88,99

collaboration,110,147

comfortable,86,89

commentcards,50,57

commitment,12,13,14,53,69,85,96,144

communicateeffectively,113,114

communicating,24,25,43,109,111

communication,3,37,41,42,43,44,45,49,54,51,56,60,68,80,92,108,109,110,111,112,113,114,129,145,147

‘2way’communicationchannel,49

open,56

style,112,113

tools,147

communicationschecklist,112

communicator,111

companystrategy,95

compensation,96

competencies,66,122

competency,61,65,66,103,144

interviews,65

-basedinterviewtechniques,61

competitiveofferings,47

complainants,49,128

complaint(s),6,8,45,49,96,125,126,127,128,129

compliments,120

components,48,115,133

conditions,100,103

conferenceboard,11

confidence,28,62,76,86,92,96,108,118,127

connected,3,32,110,118

connectedness,31,32,33

connection,7,26,37,38,156

consequences,51,75,87,99,100,113,127

consideration,29,114,118

consistent,5,16,40,41,42,43,45,65,143,144,145,146

service,5

consumerfocus,3,140

consumerization,3

contactcentre,97

contactcentres,55,97,98

courtesy,48

cross-functionally,51

cross-selling,8

crowdsourcing,146

culturalfit,68,69

culture,10,11,14,22,35,43,47,52,54,61,62,65,66,68,69,79,80,81,83,94,98,99,109,117,118,119,128,132,143,144,145,149,150,151,152,153,155,156

book,68

critique,119

cultureweb,150

curiosity,32,33,62,63,64,66

customer

advocacy,5,7,45,49,109,144

behaviours,44

calls,73

campaign,56

-centric,2,11,15,16,18,42,43,54,94,144

centricity,10,14,17,18,41,42,52,143,156

closenessscores,54

comments,78,120

data,58

easy,54

effort,15,16,18,47,48,51,54,156

effortscore,47

engagement,1,2,5,8,11,12,14,109,158

excellence,25,47,51,52,109

objectives,52

expectations,43,71,83,109,144

experience,1,2,5,11,12,13,16,18,21,22,23,27,32,41,43,45,50,51,52,53,54,58,79,83,94,100,119,120,121,122,125,126,130,134,135,137,138,139,143,144,145,147,148,149,151

experienceexecutiveforum,32

experiencejourney,50

feedback,45,48,49,50,53,54,114,125,129,144,147

focus,14,22,44,47,55,56,57,59,79,95,109,114,126,128,130,143,145,147,152,154,156

insight,42,43,44,47,48,49,50,51,53,57,58,125

‘isalwaysright’,17

journey,50,57,126,144,156

journeymapping,50,57,126,156

lifetimevalue,2

loyalty,2,9,10,18,47,48,82,127,140

metrics,54

objective,58

orientation,51,109,148,150,151,154,156

-orientated,52,89,118,155

requirements,6,53

research,48,75

satisfaction,5,8,9,10,15,16,18,23,29,47,49,50,53,54,57,79,96,121,122,125,129,144,147,148,151,154,158

KPIs,57

scores,50,129

surveys,79,125

segments,2

serviceinitiative,80

servicerecognitionscheme,144

station,6,72

training,145

trends,44

cynics,86,87,88,155

damagedpackages,49

DavidLloydLeisure,69

dealerships,80

DeanSpitzer,100

decisionmaking,41,48,74

defection,51,127

defectivegoods,8

delegation,90

deliveringexceptionalservice,1,5,7,13,14,18

demographictrends,135

demotivation,90,100,105,106

department,12,29,32,34,52,53,54,55,60,69,70,71,112,115,118,143,145,155

deregulation,3

detractors,6,47,48

development,14,15,17,18,55,56,59,65,67,70,72,79,82,83,97,122,144,146,157

interventions,56,83

process,56

developmental,36,76,88,92,93,94

feedback,36,88,92

dictatorial,113

differentiate,2,6,48

digital,3,43,79,110,137,140

infrastructure,3

directing,113,114

discretionaryeffort,12,13,17,18,94

disenfranchised,113

disengaged,12,98,115

disillusionment,40,90

Disney,23,48

dissatisfaction,6,49,51,74,85,127,128

distributioncentre,53

diversity,62,132,152

DNA,43,143

Dopamine,117

Doubletree,60,61

DoubletreeHotelsCorp,60

driveimprovement,22,49,125,148,158

drivers,8,100,108

DukeUniversity,107

earningspershare,12

e-channels,79

economicshift,3

effectivedecisions,85

efficiency,6,8,48,56,126

effort,6,12,13,14,15,16,17,18,29,43,45,47,48,51,54,55,57,60,88,94,100,102,103,108,109,123,135,143,156

elderly,7,29,136,139

emotioncurve,50

emotional,7,25,50,59,72,73,83,115,117,154

bond,115

engagement,2,7,25,70,88

intelligence(EQ),59,72,73,74,75,76,83,154

temperatures,73

emotions,2,74,77,78,115,117

empathy,36,75,88,99

employeeengagement,1,11,12,14,17,18,19,21,23,25,52,69,94,118,146,148

employeeexperience,143

employeefeedback,67

empowerment,5,13,15,18,28,42,43,44,45,62,74,85,94,95,96,97,98,102,106,107,121,128

empoweringenvironment,62,85,106,107,121

encouragement,35,57,62,101,104,109,115,118,147

end-customer,52

energy,13,14,25,59,64,65,66,85,86,87,88,89,90,91,95,158

energyandattitudemodel,85,86

engagement,1,2,5,7,8,11,12,14,15,17,18,19,21,23,25,52,53,60,65,69,85,88,94,109,110,115,118,146,148,155,158

customers,2,7,8,42,60

employee,10,11,12,60,85

enquiring,113

enthusiasm,25,31,64,66,143,151

EQseeemotionalintelligence

Ernst&Young,65

EuroRSCGWorldwide,129

EuropeanTalentSurvey,11

evaluating,113

events,55,58,82,110,147

excellence,11,25,42,43,44,45,47,51,52,59,62,70,82,83,89,109,116,119,143

exceptionalcustomerexperience,1,13,16,51,125

exceptionalservice,1,2,5,7,8,13,14,17,18,23,24,43,45,47,81,88,114,115,117

experienceday,67

experiences,1,5,7,32,35,49,50,55,80,127,145,146

experientialworkshop,70

expertise,61,62,81,82,90

explanation,96

externalcustomers,11,23,43,54,55,56,118,121

promises,54

extramile,13,14,90

eyecontact,33,48

face-to-face,1,72,79,49,50,52,122,155

favouritism,118

FedEx,15,48,96

feedback,4,24,27,30,34,35,36,42,43,44,45,48,49,50,53,54,58,67,76,77,82,88,90,91,92,93,94,99,112,113,114,117,120,125,129,130,140,144,146,147,148,151,155,157,158

mechanisms,49

skills,92

Feefo,129

feeling,14,60,65,70,73,74,76,77,78,101,102,103,111,117,145,147

financeteam,53

financialservices,5,56,79

FirstDirect,5,79,80,119

first-hand,49

FiveForcesseePorter

flexibility,61,122

focusgroups,49,53,56,57,119,125,130,145,152

Ford,80

Fordretail,80

forgiveness,29,30,31

foundation,26,49,67

freedom,15,18,26,56,61

front-facing,52,55

employees,55

frontline,15,52,55,56,72,73,79,81,115,121,128,151,155

service,73,121

fun,60,68,101,104,111

functions,52,96,153,154,156

Gallup,11,17,88,115,116

GenerationY,137,138

GenerationZ,137

gettingthebasicsright,5,6,13,48

global,47,79,98

goals,22,23,60,69,88,99,101,103,108

Goleman,Daniel,73

governmentliberalization,3

greatleaders,23,25

groupdiscussion,66

growth,2,8,9,10,68,128,129,135,136,139,141

guestcontact,48

‘guestology’,48

guidance,88

HarrisInteractive,94

HarvardUniversity,107,133

hassle-free,6

headoffice,27,53,55,56,146,151

helpfulness,54

Heskett,SasserandSchlesinger,9

hope,46,59,62,63,66,79,89,123,135,141,158

hotel,15,28,48,60,82,146

HSBC,79

Hsieh,Tony,68

humility,26,27,30,35,37,38

IBMRochester,8

ideas,1,11,16,31,37,45,54,55,56,86,87,88,99,108,110,113,121,123,125,129,146,151

impact,9,29,30,35,36,41,42,45,64,70,73,75,77,78,85,87,88,89,91,92,93,94,95,100,103,109,113,114,115,117,125,132,135,137,138,141,145

improve,19,36,39,42,43,45,46,48,53,57,59,76,92,102,107,109,125,126,130,137,147

incentivization,81,100,113

individualmotivators,85,99

individualized,5,12

induction,59,71,82,83,144

influence,21,22,23,83,103,104,113,114,128,137,149

influences,17,77,111,132,154

informality,61

initiative,26,43,80,98,99,123,143,144,155

innovate,42,43,45,125,130

innovation,45,125,130,134,146

insidergroup,68,69

insights,42,43,44,47,48,49,50,51,53,55,56,57,58,81,125,147

inspire,22,23,90,110,154

employees,23,110

vision,23

InstituteofCustomerService,127

interact,2,3,4,44,49,52,55,57,66,134,144,155,156

internal

customer,23,24,47,52,53,54,55,56,57,58,76,121

departments,52,54,56

netpromoterscores,54

servicequality,53,55

internet,3,4,48,79,128,129,132,141

intervention,53,56,70,79,83

interviewing,61,62,65,69

interviews,65,69,70,119

invested,48,60,69

investment,80,115

iPhone,48

J.D.PowerCustomerServiceChampion,68

jobswaps,55,58

JohnLewis,12,14,81,143

journey,6,50,51,57,126,143,144,156

journeytocustomerexcellence,51

Jung,Carl,35

Kahneman,Danny,50

Kelleher,Herb,59

keyperformanceindicators(KPI),43,49,52,57

keystrategicpriority,43,44,51

kindness,29,31

knowyourpeople,35,99

knowledge,3,6,31,32,55,72,73,75,81,85,117,129,148,149,151,155,157

KPMG,135

Kwik-Fit,120

layoutrelocation,57

leadership,1,9,10,15,17,21,22,25,26,33,36,40,42,43,45,52,53,66,70,79,83,85,89,91,95,101,104,135,143,144,145,148,149,152,154,157

peopleinsensitive,74

qualities,25,26,36

style,17,43,45,70,85,89,148,154,157

task,66

team,53,145

andvision,52

leadingindicators,49

learning,1,26,33,35,37,39,63,64,68,69,79,85,87,104,126,143

Lebara,16

Lego,35,107,146

leisurebusiness,53

leisureclubs,69

Leonard,Stew,16,17

limitations,113

Linley,Alex65

listeningandpacing,113,114

liveworkingenvironment,80

localcommunity,139

logic,2,74

logistics,15,96

lostpackages,49

loyalty,2,7,8,9,10,12,18,29,47,48,72,82,115,127,140

LV=,15,16,110

Mark&Spencer(M&S),120

macroandmicroenvironment,131

MalalaYousafzai,138

managers,17,22,28,31,34,41,49,51,53,67,70,74,83,88,100,110,117,118,121,145,146,147,150,154,155,158

management,22,41,48,70,76,80,82,96,119,121,122,128,133,144,146,147,149,152,153,155

mapping,50,51,57,126,131,156

marketing,2,8,56,136,140

MarriottHotels,146

MarriottInternational,82

MartinSeligman,62

MayaAngelou,25

MayoClinic,145

McKinsey,115,153

meaning,102,103,105,107,108

measure,15,48,49,130,144,147

meetings,49,50,52,76,105,109,110,112,122,146

‘meetthemanager’,49

memorableconversation,50

memorableexperience,48

mentee,56

mentor,56

MerrillLynch,146

message,28,43,68,77,79,94,111,128,145

methodology,61

metrics,47,48,49,52,54,55

MichaelPorter,133

mindset,52,95

missedpick-ups,49

mission,60,82,149

mobilephones,3

momentsoftruth,80

monitor,44,49,55,57,75,144,147

motivate,42,43,44,45,85,88,94,100,103,107,108

motivation,12,21,25,35,43,45,59,64,77,88,89,90,94,95,96,100,101,102,103,106,107,108,118,123,148,158

scoring,102

self-assessment,101

motivational,10,22,23,24,76,88,92,93,94,100,103,105,117

feedback,76,88,92,94,117

motivator,70,94

motivators,45,85,99,100,103,105

Murphy,Mark,59

Myers-BriggsTypeIndicator,74

mysteryshop,75

NationalCustomerServiceWeek,144

NationalTrust,29

Nationwide,56

NationwideBuildingSociety,145

needs,2,5,6,7,12,13,17,18,25,29,31,44,47,48,51,52,55,60,61,69,71,72,75,79,83,86,87,88,90,93,94,100,103,105,110,116,120,121,130,134,141,144,145,146,149,151,154,158

negatives,1,87

Nestlé,65

NetPromoterScore(NPS),11,12,47,48,52,54,68,121,129,130

newsletter,54,120

Nielsen,4,140

Nobelprize,50

nominations,118,119,121

non-conformity,60

Nordstrom,143,155,156

nurturerstyle,89

OfficeofNationalStatistics,136

one-to-one,50,79,86,119,125

online,1,4,5,6,7,14,15,16,49,50,67,72,129,130,136,137,139,140,141,144,146

communities,4,141

environment,49

retailer,6,7

sales,144

opencommunication,56

openinghours,6

operatingdimensions,49

opportunities,8,14,48,49,55,56,57,79,86,101,103,104,122,125,126,141

optimism,62,66

organizational

culture,149

climate,95

structuralredesign,57

outcome,2,29,32,49,70

overload,74

overoptimistic,63

ownership,81,103,104

parking,6

passive,2,114

consumers,2

pay,67,74,100,115,129

peer,2,4,119,140,141

referral,2

peer-to-peeradvertising,2

people-service-profit,96

performance,8,9,11,12,14,35,36,43,47,49,52,62,65,66,70,75,76,86,89,91,92,95,99,100,104,106,107,108,117,119,121,132,135,144

management,70,119,121

managementprocess,70

personal,4,5,7,12,13,17,26,27,30,34,44,45,69,74,75,87,108,111,118,137,140,147,151,156

blog,147

choice,13

service,5,13

Peterson,Christopher,62

players,86,87,88,90

policy,16,17,72,96,156

poorexperience,1,127,128

Porter’sFiveForces,133,134

positive,1,4,6,8,9,14,26,30,40,42,43,45,49,50,59,63,64,65,68,70,85,86,87,88,89,92,94,98,100,115,117,118,120,121,127,140,151,152

expectations,63

experience,6,26,49,50

outcomes,63

praise,41,42,43,45,52,92,109,115,116,117,118,122,123

preserve,48

PretAManger,67

priceelasticity,8

pride,117,118,145

priorities,16,42,43,44,47,51,58,128,143,147,154,156

problemescalationprocess,57

processes,4,10,42,56,81,105,121,126,128,144,145,151,156

improvement,8,56,126

improvementgroups,56

processingpower,3

product,2,3,4,6,7,25,28,50,56,72,136,137,139,140,141

productandprice,4

productmerchandising,6

productive,9,10,11,17,98,115

productivity,8,11,115

profitshare,81

profitability,2,8,9,11,23,60

programme,31,43,50,69,80,82,83,115,143,145,147,150

projectimprovementteams,51

promoters,7,47,48,59

proud,66,116

psychologist,50,149

PublicTransportationOmbudsman,127

publicity,57,120

pullbehaviours,113,114

pushbehaviours,113

qualification,61,80,122

qualitative,49,53,154

data,49

feedback,49,53

quality,4,5,6,8,9,10,21,27,29,48,53,55,74,106,151

ofservice,4,21,151

questionnaires,57,150

Rath,Tom,98

rating,16,36,98,99,144

scale,36

rational,25,50,70

reactionstofeedback,93

recognition,52,98,103,104,107,110,114,115,117,118,119,120,122,123,130,144,146

scheme,110,118,119,120,144,146

ofsuccess,48

recommend,2,7,47,66,79,81,113

recruitment,14,15,18,43,44,59,60,61,65,66,70,72,75,82,83,96,144,146,151,155

forattitude,18,59,60,61,66,82

process,44,65,66,70,83

techniques,61

Reevoo,4,141

refund,96

regionaldirectors,53

relate,6,17,31,50,54,73,85,102,132,135

reliability,6

remedial,96

remembered,48,50,111

remote,5,52

repeat

business,8

purchase,47

report,48,49,53,54,88,94,100,109,115,116,128

reputation,2,4,67,111,127,129

requirements,6,53,65,133,145,147

resources,12,60,88,96,135,136,147

respect,26,28,35,61,81,90,108,113,118

responses,49,65,75,106

responsibility,7,29,37,56,98,101,103,104,154

responsiveness,6,110

restaurant,6

retail,53,72,79,80,121,135,136,144,146,147

network,53,144,146

retention,5,12,18,69

revenues,2

review,3,18,44,45,56,96,109,140

reviewsites,3,140

reviews,4,45,50,53,55,82,98,140,141,144

reward,99,100,110,119,120,123,144,147,148,151,154,158

Rhoades,Ann,60

risks,22,28,64,86,155

RitzCarlton,15,82

roleoftheleader,47

rolemodelling,40,42

roleplays,70

RoyalMail,65

rule#1,16

Rutherford,Linda60

safety,22,48,87,115

salescycle,3

Sartain,Libby,60

satellites,55

satisfaction,5,6,7,8,9,10,14,15,16,18,23,29,47,49,50,53,54,57,79,85,96,100,115,117,121,122,125,126,129,144,147,148,151,154,158

satisfactionscores,50,115,129

SatmatrixandFredReichheld,47

sayingsorry,29,31

ScandinavianAirlines(SAS),50

Schein,149

Schulze,Horst,82

scripts,80,97

secondments,55

self-assessment,1,30,42,44,46,85,101

self-evaluationprofile,106,108

Semco,146

Semler,Ricardo,146

service

charter,25

development,82,83

heroes,111

improvementplan(s),50,55,57,130,144,145

improvements,45,125,129

initiatives,80,97

leader,21,23,26,38,40,41,141

serviceleaderrolemodel,40

leaders,21,22,26,27,31,32,35,42,43,47,48,49,74,88,117

leadership,10,21,33,40,43,83

pyramid,5,13,18

quality,5,48,53,55

QualityIndicators(SQI),48

recovery,5,8,13,33,48

standards,25,48,54,59,71,72,82,83,125

success,52

training,79,81

profitchain,9,10

shadowing,32,49,58

sharedvalues,153,154,157

shareholder,9

siegementality,74

signage,6

SilverSloggers,136,137

simplification,15,16

Sirius,4,141

skilllevels,60,120

skills,60,61,66,70,72,73,75,79,80,85,92,95,96,103,148,149,151,153,155,157,158

socialmedia,3,4,49,57,128,129,130,132,140

socialnetworking,4,68,140

socialnetworks,32,110,147

solutions,54,87,97,139

SouthwestAirlines,23,48,59,60

spectators,86,88,155

stairwayconsultancy,8

stakeholders,52,133,147,156

StandardChartered,65

standards,25,28,40,41,42,44,48,54,59,71,72,82,83,94,96,99,120,125,144,146,

Starbucks,33

stepsofservice,72

storytelling,110

strategicpriority,43,44,47,51

strategy,11,16,28,72,95,99,139,148,153,154,156,157

Street,Andy,81

strengths,36,46,62,65,66,92,101,104,107,134,152

stress,30,73,74,76,86,89,90,91

structure,23,145,148,150,153,154,156

style,17,43,45,70,76,85,89,90,91,112,113,114,148,153,154,155,157

supplier,4,141

support,9,10,17,43,54,60,61,62,67,69,72,76,87,88,89,90,91,92,97,111,115,121,130,146,147,148,154,156,157

SupportandChallengeModel,91

survey,3,4,11,12,17,50,67,79,100,112,119,121,125,127,130,139,140,141

surveyingcustomers,47

systems,65,95,145,148,151,153,154,156,158

tablets,3,128

targets,80,122

TARP,8,127

teamcustomercharteroutline,54

teamwork,60,99

TechnicalAssistanceResearchProgram(US)seeTARP

TEDconference,107

temperament,59

tengroup,146

Tesco,5

TheTimes,67

themepark,48

Timpson,John,26

tolerant,30,35

tone,54,77,116,146

touchpoint(s),5,50,129

TowersPerrin,11

trainservice,6

training,14,15,17,18,31,44,51,56,58,59,60,67,68,70,72,75,76,79,80,81,82,83,85,95,96,97,99,122,144,145,146,151

academy,67

trends,23,44,45,98,125,130,134,135,141

TripAdvisor,50,129

trust,3,4,18,26,28,29,30,38,50,67,72,74,99,108,113,116,139,140

Twitter,50,125

understood,29,32,48,69,70,108

unenthusiastic,47

Unilever,65

Unipart,120,121

urbandensity,138

USA,4,60,140

value,2,5,6,7,9,10,14,17,23,24,25,29,31,32,34,37,39,41,53,54,64,67,68,69,79,81,82,101,113,118,141

values,41,54,60,61,68,69,80,94,144,149,152,153,154,157

verbatimcomments,49

victims,86,87,88

videophones,3

virtues,62

vision(s),21,22,23,24,25,52,53,60,69,144

visitorattraction,6

visualize,51

Vordbera,133

Waitrose,28

warmwelcome,6,72

warmth,54

warranties,8

webchat,3,135

webinar,54

website,3,18,49,135,140

WhiteWaterConsultingInc.,115

worklifepatterns,3

workingenvironment,66,80

workshops,33,53,54,56,69,80

Zander,Benjamin,27,28

Zappos,14,48,67,68,69

leading the customer experience - ms sarah cook

Documents

week 6 home learning - northfieldssc.org · week 6 home...

combating poverty and inequality the role of social...

gendered impacts of globalization: employment and social...

work and welfare: revisiting the linkages from a gender...

national stock exchange of india limited phiroze ......about...

dr sarah cook s.p.cook@shu.ac.uk

sunday, february 17, 2013 venue: d.f. cook recital hall...

intakt records...

celebrations - swanview.wa.edu.au · thank you to sarah,...

october 2012 issue #2 -...

bargaining for fiscal space: mobilizing domestic...

edp125 action research assignment 2 group c1 patricia...

who’s leading the leading health indicators? webinar...

leading change envision 2015 sarah miller getting to the...

the challenges of leading the attainment agenda: framing ......

sarah cook - rethinking social development for the 21st...

gendered impacts of globalization: employment and social...

leading a healthy lifestyle sarah brook bsc, rd dietitian at...

siid annual lecture with sarah cook

the little mermaid: a treasured tale for reading, writing,...