leading the customer experience - ms sarah cook
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Leading the Customer ExperienceTRANSCRIPT
LeadingtheCustomerExperience
LeadingtheCustomerExperienceInspirationalServiceLeadershipSARAHCOOK
GOWER
©SarahCook2015
Allrightsreserved.Nopartofthispublicationmaybereproduced,storedinaretrievalsystemortransmittedinanyformorbyanymeans,electronic,mechanical,photocopying,recordingorotherwisewithoutthepriorpermissionofthepublisher.
SarahCookhasassertedherrightundertheCopyright,DesignsandPatentsAct,1988,tobeidentifiedastheauthorofthiswork.
PublishedbyGowerPublishingLimitedWeyCourtEastUnionRoadFarnhamSurrey,GU97PTEngland
GowerPublishingCompany110CherryStreetSuite3-1Burlington,VT05401-3818USA
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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
Index
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
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
Scoresbetweenfourandeightsuggestthereisroomforimprovementinthisarea.Itmayhelpforyoutoconsiderwhenyoucoulddemonstratethesebehavioursmoreoften.
Scoresbetween9and15suggestthatyoumaybeabletoformhealthyconnectionswithsomepeoplebutnotalloryoumaybeabletodemonstratesomeofthesebehavioursbutnotall.Itmaybehelpfulforyoutoconsiderinwhatcircumstancesyoufinditmorechallengingtoconnectwithothersandhowyoucouldtakeastepclosertodemonstratingthesebehavioursmoreconsistently.
Scoresbetween16and20suggestthatotherswillseeyouassomeonewhoisenergetic,enthusiasticandpassionateaswellaswantingtodevelopastrongunderstandingofothers.
COLUMN3ISTHESCOREFORCARE
Scoresbetweenfourandeightsuggestthereisroomforimprovementinthisarea.Itmayhelpforyoutoconsiderwhenyoucoulddemonstratethesebehavioursmoreoften.
Scoresbetween9and15suggestthatyoumaybeabletodemonstratecaretowardssomepeoplebutnotalloryoumaybeabletodemonstratesomeofthesebehavioursbutnotall.Itmaybehelpfulforyoutoconsiderinwhatcircumstancesyoufinditmorechallengingtoshowyoucareforothersandhowyoucouldtakeastepclosertodemonstratingthesebehavioursmoreconsistently.
Scoresbetween16and20suggestthatotherswillseeyouassomeonewhoalwayshastimeforothersandshowsothershowmuchtheyarevalued.
COLUMN4ISTHESCOREFORLEARNING
Scoresbetweenfourandeightsuggestthereisroomforimprovementinthisarea.Itmayhelpforyoutoconsiderwhenyoucoulddemonstratethesebehavioursmoreoften.
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
team.
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.
HOPE
Thisisaboutcandidatesdemonstratingthroughexamplesandthroughtheirbehaviourthatthey:
•Expectpositiveoutcomes
•Arefullofpositiveexpectations
•Arerealisticratherthanoveroptimistic
•Adopta‘nothingventured,nothinggained’approach.
Herearesomequestionstoyoucanuseatinterviewtoidentifyhope:
•Describeatimewhenyoujustwantedtogiveuponwhatyouweredoing?
•Tellmeaboutatimewhenbeingrealistichelpedtomanageyoursandothersexpectations.
•Givemeanexampleofatimewhenyousetyourselforotherspositiveoutcomeswhentheywerenotconvincedtheywouldsucceed.
CURIOSITY
Thisisaboutcandidatesdemonstratingthroughexamplesandthroughtheirbehaviourthatthey:
•Wanttoknowmore
•Askwhyuntiltheyareconvinced
•Displayathirstforlearningandexploring
•Seevalueinchange
•Proactivelyseekoutnewinformation.
Herearesomequestionstoyoucanuseatinterviewtoidentifycuriosity:
•Tellmewhatyouhavedoneinthepasttoextendyourlearningaboutsomething
•Howwouldyoudescribecuriosityfromapositiveandnegativeperspective?
•Whatdoescuriositymeantoyou?
ZEST
Thisisaboutcandidatesdemonstratingthroughexamplesandthroughtheirbehaviourthatthey:
•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
APPLE
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.
FORD
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.
FEDEX
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.
BA
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?
1.
2.
3.
4.
5.
Whatisthegapbetweenyourorganization’sintendedcustomerstrategyandhowyoureallydealwiththecustomer?
SHAREDVALUES
Whatisreallyimportantinyourorganization?
Whatshouldbeimportant?
Whendidyoulastspeaktoacustomer?
Didyouimplementwhatyoulearned?
STYLE
Whatmessagesdoesyourleadershipstylesendtothecustomerandtherestoftheorganization?
Whatfeedbackdoyouhavetosupportthis?
Howdoyousupportandstrengthenyourteam’sabilitiestodealsuccessfullywithcustomers?
STAFF
Howdoyouknowwhatproblemsyourpeopleencounterwhendealingwithcustomers?
Whendidyoulastupdatethisknowledge?
SKILLS
Whatskillsdevelopmenthaveyouhadinthepast12monthstobetterservethecustomer?
Areyourskillsingivingandreceivingfeedbackuptoscratch?
Doyouusethemregularly?
Areyouwillingtotackleyourcolleaguesaboutdifficultissueswhichimpedegreat
customerservice?
SYSTEMS
Arethesystemsyouoperatelikelytoencouragecustomersatisfaction?
Arerewardandmotivationsystemslinkedupcorrectlywiththisaim?
Wehopethattheanswerstothesequestionswillhelpyougaugewhereyourorganizationneedstochangeandthatyoucanengageyourteam,peersandlinemanagersincreatingaplanofactionforhowtodothis.
SummaryOurwishisthatbyreadingthisbookyouhavetheappetiteandtheenergytodriveimprovementinemployeeandcustomerengagementinyourorganization.Wewouldliketoclosethisbookwiththeofferofcontactingusforfollow-upadviceifyouneeditandbygivingyoutwoquotestoconsidergoingforward:
Serviceisnotwhatyoudo,butwhoyouare.Itisawayoflivingthatyouneedtobringtoeverythingyoudo.BetsySanders
Thelongeryouwait,theharderitistoproduceoutstandingcustomerservice.WilliamH.Davidow
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Index
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
age,3
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,
149
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