Want to Improve Customer Service?

1. Want to Improve Customer Service? X X Don’t start with your front-line staff Josh Stroup QTS Performance Solutions

2. Service Eagles • Appreciate value of customers • Do more than expected • Customize their service • Use rules flexibly • Take responsibility • Suggest changes to policies/ practices QTS Performance Solutions - 2009

3. Service “Ducks” • Avoid or “duck” requests • Make excuses • Do the bare minimum • Never bend a rule • Pass the buck • Don’t customize service QTS Performance Solutions - 2009

4. Today’s Purpose To strengthen your role as a service leader So that more staff will act like “eagles” and provide exceptional customer service QTS Performance Solutions - 2009

5. Basic Assumptions Providing consistently great service to your customers requires doing these three things: • Hiring the right people (think “attitude”) • Training them properly/timely • Managing them wisely Today’s focus QTS Performance Solutions - 2009

6. Key Points #1:It’s up to the leader #2:Don’t leave ‘em in the dark #3:Untie their hands #4:Get rid of the barriers #5:Don’t ignore performance QTS Performance Solutions - 2009

7. Point #1 It’s up to the leader! • Service: a management issue • Leader as “enabler” • How you benefit QTS Performance Solutions - 2009

8. What factors affect service? Staff Customer What impacts on the quality of this interaction? QTS Performance Solutions - 2009

9. Equipment Supplies Training Company policies Procedures Attitude Product knowledge Computer systems Staffing Facility appearance Hours / convenience Inventory stocked Product selection Return policies Available information Interdepartmental cooperation Common Responses Which of these factors do staff control – directly or indirectly? QTS Performance Solutions - 2009

10. It’s Up to the Leader Service is a management issue QTS Performance Solutions - 2009

11. Option A Making sure employees serve customers (checking up on) Option B Making sure employees are enabled to serve customers (providing what’s needed) How do You see Your Role? VS. QTS Performance Solutions - 2009

12. It’s very simple . . . Your role is to be an ENABLER doing whatever you must do to be sure your staff has what it needs to provide exceptional service QTS Performance Solutions - 2009

13. W I I F Y ? “What’s In It for You“ to be the best possible service leader you can be? QTS Performance Solutions - 2009

14. Point #2 Don’t leave ‘em in the dark • Customer info test • Gathering data • Sharing data QTS Performance Solutions - 2009

15. Customer Info Test Do your front-line staff . . . 1. Understand and appreciate the importance of service to the company’s and their own success? 2. Know what keeps customers coming back (loyal)? 3. Know why “satisfied” customers are at risk? 4. Understand the dollar value of a typical customer? 5. Get information about local competitors? QTS Performance Solutions - 2009

16. Customer Info Test Do your front-line staff . . . 6. Get timely and regular information about customer survey results? 7. Hear directly from you about customer commendations and complaints? 8. Receive timely information about new products or services that customers may ask about? 9. Hear about internal process or procedure changes that affect their work or their customers? 10. See statistical customer data and comments? QTS Performance Solutions - 2009

17. Gathering Customer Info • Use a minimum of three methods on a continual basis • Find out the “why” behind the numbers • Routinely disseminate information . . . not just facts and data QTS Performance Solutions - 2009

18. Info Gathering Optional methods: 1. Customer panels/focus groups 2. Comment cards 3. Follow-up phone calls 4. Call center feedback 5. Complaint follow up 6. Market research/surveys (macro) 7. Third parties Or, let front line staff ask directly QTS Performance Solutions - 2009

19. Sharing Customer Info Change it from a . . . Need to know to a Right to know QTS Performance Solutions - 2009

20. Enemies of Business Success • Putting a “spin” on customer information • False “happy talk” • Ambiguous information • Numbers without meaning QTS Performance Solutions - 2009

21. Ask Yourself • What customer information do we gather? Do we get what we need? • What collection methods could I use? • What customer data do we regularly share with staff? • How and when could we share it most effectively? QTS Performance Solutions - 2009

22. Point #3 Untie their hands • Define playing field • Increase autonomy/ authority QTS Performance Solutions - 2009

23. Who Knows Best? Two choices: Management or Staff?  Who knows best what customers want/need?  Who knows best what problems customers encounter with your business?  Who knows best how customers feel about your products & services?  Who is most capable of building a long term relationship with the customer?  Who is most likely to turn a service problem into a “recovered” customer?  In the customer’s perception, who is the most important employee in your company? QTS Performance Solutions - 2009

24. Define the Playing Field • Wide enough - to handle routine issues and common deviations • Narrow enough - to protect the financial integrity of the business QTS Performance Solutions - 2009

25. A very simple playing field Example: West coast utility company 1. Give the customers more than they expect. 2. Treat each individual with respect 3. If it isn’t safe, don’t do it. 4. Protect the company’s financial health. QTS Performance Solutions - 2009

26. Employee Autonomy Replace rules with judgment QTS Performance Solutions - 2009

27. Ask Yourself . . . • What routine customer situations are your staff not permitted to handle on their own? • Are these all necessary? • What additional decisions, situations, or judgment calls could you allow your staff to handle without your involvement? QTS Performance Solutions - 2009

28. Think About It Try to move from restrictions that limit employee’s daily actions to guidelines that allow for deviation when necessary to care for the customer. QTS Performance Solutions - 2009

29. Point #4 Get rid of the barriers • Systems vs. people • Identify & remove obstacles QTS Performance Solutions - 2009

30. It’s true . . . Frustrated employees cannot provide good service QTS Performance Solutions - 2009

31. Fix the “System” Design of the “system” of work accounts for 80 - 85% of results obtained. QTS Performance Solutions - 2009

32. Examples • Lack of resources: equipment, supplies, materials, storage space • Lack of support from other departments • Ineffective work processes • No clear authority guidelines or unclear expectations • Lack of training or information • Last minute planning or communication QTS Performance Solutions - 2009

33. Ask Yourself • What barriers or obstacles hinder your staff from providing exceptional service? (Hint: Want to find the barriers? Ask your staff) • Select two of the most troublesome items and look for ways to address (i.e. remove) them starting tomorrow QTS Performance Solutions - 2009

34. Think About It It’s grossly unfair to hold people accountable for performance when the system determines the outcomes QTS Performance Solutions - 2009

35. Point #5 Don’t ignore performance • Accountability is key • Recognize good performance • Handle poor performance QTS Performance Solutions - 2009

36. Accountability & Motivation Badcase for employees . . . Working with someone who doesn’t care and won’t try. Worst case for employees . . . Leaders who won’t do anything about it!! QTS Performance Solutions - 2009

37. Accountability Lack of accountability leads toMEDIOCRE performance and poor attitude QTS Performance Solutions - 2009

38. Recognize Good Performers • Determine what service behaviors you want to see more of & comment on them (Hint: Who would you like to clone?) • Give specific, timely feedback • Consider ways to offer informal recognition for great performance – individual + team QTS Performance Solutions - 2009

39. Coach Poor Performers • Give real time, constructive criticism • Do it in private • Focus on behavior, not person • Ask employee for better ways to address the situation + provide your own ideas • Agree on specific action steps (not just promises to “do better”) • Follow up and comment on positive behavior QTS Performance Solutions - 2009

40. Ask Yourself • What service behaviors do you want to “breed” more of? • How often do you comment on positive service behaviors? • What could you do to improve upon the way you handle poor service behavior? QTS Performance Solutions - 2009

41. Think About It Who gets promoted, who gets appreciation and recognition, who gets ignored, who gets held accountable, whose behavior is tolerated? Answers to these questions define your service culture. QTS Performance Solutions - 2009

42. Wrap Up #1:It’s up to the leader #2:Don’t leave ‘em in the dark #3:Untie their hands #4:Get rid of the barriers #5:Don’t ignore performance QTS Performance Solutions - 2009

43. Thank You ! Josh Stroup QTS Performance Solutions 717-652-6013 www.qtsperformancesolutions.com QTS Performance Solutions - 2009