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- Pillars of Success - “Superb Customer Service Doesn’t Just Happen”

- Pillars of Success - “Superb Customer Service Doesn’t Just Happen”. What Drives Performance?. Performance. Teamwork. Building Relational Coordination. Relational Coordination. Task Tension. People Tension. 50%. Relational Coordination. Task Tension. People Tension. 95%.

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- Pillars of Success - “Superb Customer Service Doesn’t Just Happen”

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  1. - Pillars of Success - “Superb Customer Service Doesn’t Just Happen”

  2. What Drives Performance? Performance Teamwork

  3. Building Relational Coordination

  4. Relational Coordination Task Tension People Tension 50%

  5. Relational Coordination Task Tension People Tension 95%

  6. What Drives Performance? Performance Culture Teamwork

  7. Culture Cycles A Change Culture Startup Growth Maturity Decline Change Innovation Culture Captive Customers New Ideas? New strategy? What’s next? Startup Culture Risk-Taking Learning Culture Let’s not lose our edge! Can we learn our way to the next level? Growth Culture Building Recruiting Managing

  8. What Drives Performance? Values Performance Culture Teamwork

  9. Southwest Airlines Vision The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. To Our Employees We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.

  10. Customer Defined Service CUSTOMER EXECUTIVE Supervisor Manager Director Executive BOD

  11. Customer Service Focus Southwest Airlines is a customer service company that happens to be in the transportation business. The level of service you give externally will only be as good as the level you give internally.

  12. Creating Value FIXED, ABSOLUTE, AND EASILY MEASURED If you were “King/Queen” for a day, what is the one thing that you would change to distinguish your organization as the ultimate customer service provider? Cost Relationships VARIABLE, RELEVANT, SUBJECTIVE Distinction

  13. Relational Coordination What you show the outside world, your talents, gifts and preferences. What‘s underneath, the mistakes you have made and the skills that are less developed. Things that you do not feel comfortable showing the outside world.

  14. Appreciating Differences “Gut” Reaction Analyze GATHER & DECIDE Routine “Whatever” WORK STYLE Just Do It High Attention DETAILS External Internal ENERGY

  15. The Customer Service Trap Perception Behavior Intentions Values

  16. What People Notice • “The 4 Minute Sell” - Research by Janet Elsea • Gender • Age • Appearance • Facial Expression • Eye Contact • Body Movement • Personal Space • Touch

  17. Accountability Responsibility 0% 100% Empowerment/Influence 0% 100% Victim/Blame

  18. Victim Mentality at Work

  19. Accountability Responsibility 0% 100% Empowerment/Influence 0% 100% Owner/Control Victim/Blame Freedom/Success

  20. “TEAM” Model T E A M rust (Rely on) xpertise (Strengths & Abilities) lignment (Commitment) easurement (Accountability)

  21. Team Motivation Team Motivation Motivation Measurement Accountability Buy-in Alignment Commitment Relationship Expertise Trust Task People

  22. Team Alignment

  23. Thank You! Connect with Jason Young Phone: (877) 995-2273 Email: jyoung@leadsmart.com Web: www.culturetopia.com Twitter: @Culturetopia

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