Want to Improve Customer Service?

Want to Improve Want to Improve Customer Customer Service?Service?

Don’tDon’t start with start with your front-line staffyour front-line staff

Josh StroupJosh Stroup QTS Performance SolutionsQTS Performance Solutions

X X

QTS Performance Solutions - 2009QTS Performance Solutions - 2009 22

SService Eagleservice Eagles

Appreciate value of customers Do more than expected Customize their service Use rules flexibly Take responsibility Suggest changes to policies/

practices


Service “Ducks”Service “Ducks” Avoid or “duck” requests Make excuses Do the bare minimum Never bend a rule Pass the buck Don’t customize service


Today’s PurposeToday’s Purpose

To strengthen your role

as a service leader

So that more staff will act like So that more staff will act like

“ “eagles” and provide exceptional eagles” and provide exceptional

customer service customer service


Basic AssumptionsBasic AssumptionsProviding consistently great service toProviding consistently great service to

your customers requires doing theseyour customers requires doing these

three things:three things:

1.1. Hiring the right people Hiring the right people (think (think “attitude”)“attitude”)

2.2. Training them properly/timelyTraining them properly/timely

3.3. Managing them wiselyManaging them wiselyToday’s focus


Key PointsKey Points

#1:#1: It’s up to the leaderIt’s up to the leader

#2:#2: Don’t leave ‘em in the darkDon’t leave ‘em in the dark

#3:#3: Untie their handsUntie their hands

#4:#4: Get rid of the barriersGet rid of the barriers

#5:#5: Don’t ignore performanceDon’t ignore performance


Point #1Point #1

It’s up to It’s up to

the leader!the leader!

Service: a managementService: a management

issueissue Leader as “enabler”Leader as “enabler” How you benefit How you benefit


What factors affect What factors affect service?service?

Staff Customer

What impacts on the quality

of this interaction?


Common ResponsesCommon Responses EquipmentEquipment SuppliesSupplies TrainingTraining Company policiesCompany policies ProceduresProcedures AttitudeAttitude Product knowledgeProduct knowledge Computer systemsComputer systems

StaffingStaffing Facility appearanceFacility appearance Hours / convenienceHours / convenience Inventory stockedInventory stocked Product selectionProduct selection Return policiesReturn policies Available informationAvailable information Interdepartmental Interdepartmental

cooperationcooperation

Which of these factors do staff control – directly or indirectly?


It’s Up to the LeaderIt’s Up to the Leader

Service is aService is amanagememanageme

nt nt issueissue


How do You see Your How do You see Your Role?Role?

Option AOption A

Making sure Making sure employeesemployees

serve customersserve customers(checking up on)(checking up on)

Option BOption BMaking sureMaking sure

employees areemployees areenabled to serve enabled to serve

customerscustomers(providing what’s (providing what’s

needed)needed)

VSVS..


It’s very simple . . .It’s very simple . . .Your role is to be anYour role is to be an

ENABLERENABLER doing whatever you must do doing whatever you must do

to be sure your staff to be sure your staff has what it needs has what it needs

to provide exceptional service to provide exceptional service


W I I F Y ?W I I F Y ?““What’s In It for You“What’s In It for You“

to be the best possible to be the best possible service leader service leader youyou can be? can be?


Point #2Point #2Don’t leave ‘em Don’t leave ‘em

in the darkin the dark

Customer info testCustomer info test Gathering dataGathering data Sharing dataSharing data


Customer Info TestCustomer Info TestDo your front-line staff . . .Do your front-line staff . . .

1.1. Understand and appreciate the importance of Understand and appreciate the importance of service to the company’s and their own success?service to the company’s and their own success?

2.2. Know what keeps customers coming back (loyal)? Know what keeps customers coming back (loyal)?

3.3. Know why “satisfied” customers are at risk? Know why “satisfied” customers are at risk?

4.4. Understand the dollar value of a typical customer? Understand the dollar value of a typical customer?

5.5. Get information about local competitors? Get information about local competitors?


Customer Info TestCustomer Info TestDo your front-line staff . . . Do your front-line staff . . . 6.6. Get timely and regular information about Get timely and regular information about

customer survey results?customer survey results?

7.7. Hear directly from you about customer Hear directly from you about customer commendations and complaints?commendations and complaints?

8.8. Receive timely information about new products Receive timely information about new products or services that customers may ask about?or services that customers may ask about?

9.9. Hear about internal process or procedure Hear about internal process or procedure changes that affect their work or their changes that affect their work or their customers? customers?

10.10. See statistical customer data and comments? See statistical customer data and comments?


Gathering Customer Gathering Customer InfoInfo

Use a minimum of three methods on a Use a minimum of three methods on a continual basiscontinual basis

Find out the “why” behind the numbersFind out the “why” behind the numbers Routinely disseminate information . . . not Routinely disseminate information . . . not

just facts and datajust facts and data


Info GatheringInfo Gathering Optional methods: 1.1. Customer panels/focus groups Customer panels/focus groups 2.2. Comment cards Comment cards 3.3. Follow-up phone calls Follow-up phone calls 4.4. Call center feedback Call center feedback 5.5. Complaint follow up Complaint follow up 6.6. Market research/surveys (macro) Market research/surveys (macro) 7.7. Third parties Third parties

Or, let front line staff ask directlyOr, let front line staff ask directly


Sharing Customer Sharing Customer InfoInfo

Change it from a . . .Change it from a . . .

NeedNeed to know to know

to a to a

RightRight to know to know


Enemies of Business Enemies of Business SuccessSuccess

Putting a “spin” on customer Putting a “spin” on customer informationinformation

False “happy talk”False “happy talk” Ambiguous informationAmbiguous information Numbers without meaningNumbers without meaning


Ask YourselfAsk Yourself What customer information do we What customer information do we

gather? Do we get what we need?gather? Do we get what we need? What collection methods could I use?What collection methods could I use? What customer data do we regularly What customer data do we regularly

share with staff?share with staff? How and when could we share it most How and when could we share it most

effectively? effectively?


Point #3Point #3

Untie their Untie their handshands

Define playing fieldDefine playing field Increase autonomy/Increase autonomy/ authorityauthority


Who Knows Best?Who Knows Best?Two choices: Management or Staff?Two choices: Management or Staff?

Who knows best what customers want/need?Who knows best what customers want/need? Who knows best what problems customers Who knows best what problems customers

encounterencounter with your business?with your business? Who knows best how customers Who knows best how customers feel about your products & services?feel about your products & services? Who is most capable of building a longWho is most capable of building a long term relationship with the customer?term relationship with the customer? Who is most likely to turn a service problem into a Who is most likely to turn a service problem into a “ “recovered” customer?recovered” customer? In the customer’s perception, who is the most In the customer’s perception, who is the most important employee in your company?important employee in your company?


Define the Playing Define the Playing FieldField

Wide enoughWide enough - to handle routine issues - to handle routine issues

and common and common deviationsdeviations

Narrow enoughNarrow enough - to protect the financial - to protect the financial

integrity of the integrity of the businessbusiness


A A veryvery simple playing simple playing fieldfield

Example: West coast utility companyExample: West coast utility company

1. Give the customers more than they 1. Give the customers more than they

expect.expect.

2. Treat each individual with respect2. Treat each individual with respect

3. If it isn’t safe, don’t do it.3. If it isn’t safe, don’t do it.

4. Protect the company’s financial 4. Protect the company’s financial health.health.


Employee AutonomyEmployee Autonomy

Replace rules

with

judgment


Ask Yourself . . .Ask Yourself . . .1.1. What routine customer situations are What routine customer situations are

your staff not permitted to handle on your staff not permitted to handle on their own?their own?

2.2. Are these all necessary?Are these all necessary?

3.3. What What additionaladditional decisions, situations, or decisions, situations, or judgment calls could you allow your staff judgment calls could you allow your staff to handle without your involvement?to handle without your involvement?


Think About ItThink About It

Try to move from restrictions that Try to move from restrictions that

limit employee’s daily actions tolimit employee’s daily actions to

guidelines that allow for deviationguidelines that allow for deviation

when necessary to care for thewhen necessary to care for the

customer.customer.


Point #4Point #4

Get rid of Get rid of

the barriersthe barriers

Systems vs. peopleSystems vs. people Identify & removeIdentify & remove

obstaclesobstacles


It’s true . . .It’s true . . .

Frustrated employeesFrustrated employees

cannot providecannot provide

good servicegood service


Fix the “System”Fix the “System”

Design of the Design of the “system”“system”

of work accounts forof work accounts for

80 - 85%80 - 85%

of results obtained.of results obtained.


ExamplesExamples Lack of resources: equipment, supplies, Lack of resources: equipment, supplies,

materials, storage spacematerials, storage space Lack of support from other departmentsLack of support from other departments Ineffective work processesIneffective work processes No clear authority guidelines or unclear No clear authority guidelines or unclear

expectationsexpectations Lack of training or informationLack of training or information Last minute planning or communicationLast minute planning or communication


Ask YourselfAsk Yourself What barriers or obstacles hinder your What barriers or obstacles hinder your

staff from providing exceptional service?staff from providing exceptional service?

(Hint: Want to find the barriers? Ask your (Hint: Want to find the barriers? Ask your staff)staff)

Select two of the most troublesome items Select two of the most troublesome items and look for ways to address (i.e. remove) and look for ways to address (i.e. remove) them starting tomorrowthem starting tomorrow



It’s grossly unfair to hold people It’s grossly unfair to hold people

accountable for performance when accountable for performance when

the system determines the system determines

the outcomesthe outcomes


Point #5Point #5

Don’t ignore Don’t ignore performanceperformance

Accountability is keyAccountability is key Recognize Recognize good good

performanceperformance Handle Handle poorpoor performance performance


Accountability & Accountability & MotivationMotivation

BadBad case for employees . . .case for employees . . .

Working with someone who doesn’t Working with someone who doesn’t care and won’t try. care and won’t try.

WorstWorst case for employees . . . case for employees . . .

Leaders who won’t do anything Leaders who won’t do anything about it!!about it!!


AccountabilityAccountability

Lack of accountabilityLack of accountability

leads toleads to MEDIOCREMEDIOCRE

performance performance andand

poor attitudepoor attitude


Recognize Good Recognize Good PerformersPerformers

Determine what service behaviors you Determine what service behaviors you want to see more of & comment on themwant to see more of & comment on them

(Hint: Who would you like to clone?)(Hint: Who would you like to clone?)

Give specific, timely feedbackGive specific, timely feedback

Consider ways to offer informal recognition Consider ways to offer informal recognition for great performance – individual + teamfor great performance – individual + team


Coach Poor PerformersCoach Poor Performers Give real time, constructive criticismGive real time, constructive criticism Do it in privateDo it in private Focus on behavior, not personFocus on behavior, not person Ask employee for better ways to address Ask employee for better ways to address

the situation + provide your own ideasthe situation + provide your own ideas Agree on specific action steps (not just Agree on specific action steps (not just

promises to “do better”)promises to “do better”) Follow up and comment on positive Follow up and comment on positive

behavior behavior


Ask YourselfAsk Yourself1.1. What service behaviors do you want to What service behaviors do you want to

“breed” more of?“breed” more of?

2.2. How often do you comment on positive How often do you comment on positive service behaviors?service behaviors?

3.3. What could you do to improve upon the What could you do to improve upon the way you handle poor service behavior? way you handle poor service behavior?



Who gets promoted, who getsWho gets promoted, who gets

appreciation and recognition, who getsappreciation and recognition, who gets

ignored, who gets held accountable,ignored, who gets held accountable,

whose behavior is tolerated?whose behavior is tolerated?

Answers to these questions defineAnswers to these questions define

your service culture. your service culture.


Wrap UpWrap Up

#1:#1: It’s up to the leaderIt’s up to the leader

#2:#2: Don’t leave ‘em in the darkDon’t leave ‘em in the dark

#3:#3: Untie their handsUntie their hands

#4:#4: Get rid of the barriersGet rid of the barriers

#5:#5: Don’t ignore performanceDon’t ignore performance


Josh Stroup

QTS Performance Solutions

717-652-6013

www.qtsperformancesolutions.com

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Want to Improve Customer Service?