Mission Oriented Internal Customer Service

1. Mission Oriented Internal Customer Service • Ms. Claudia BogardCGFM • Senior Strategist and • Customer Service Advocate • ATO FAA • 202-385-8353 • Claudia.Bogard@faa.gov • Mr. Barry ProkopPMP SSMBB QFDGB ITIL • FAA Program Manager and • Vice President • Golden Key Group • 703-426-8510 • BProkop@goldenkeygroup.com

2. Agenda • Challenge Facing Us All • Our Goals and Objectives • What We Did • Executing the Plan for Success • Internal Customer Service—What’s in It for You? • You’ll Know You’re Succeeding When…

3. Challenge Facing Us All

4. Challenge Facing Us All • Challenge 1 • Understanding what your customers expect • Challenge 2 • Serving customers when they need you and want you • Challenge 3 • Knowing how to support customer-focused initiatives • Challenge 4 • Delivering a consistent experience to customers • Challenge 5 • Supporting preferred media for customer interactions Adapted from Canada Bell Business Insights Newsletter, June 2012

5. Challenge Facing the FAA Incorporate a “customer service” mind set in a “back office” function (administrative, human resources business, and labor and employee development) in a way that improves service delivery to a multi-faceted, operational organization mission-critical to our nation’s safety and economic well being

6. Challenge Facing The FAA

7. Challenge Facing Us Movement to Shared Services Immediate: Fix what broke • Improve performance • Ramp up productivity • Create Customer Service Longer Term: Strategic Approach • Psychological: Shift to “Shared Services” • Shrinking Resources: Funding and People • Organizational: Control and Trust

8. The New Organization

9. Customer Service Challenge • We are not a Call Center…We are not a Retailer • We are a government organization going to a Shared Services Model • We are a backstage operation “Serving Those Who Serve Others” Googling…demonstrates the need to curate Customer Service 1.52 Billion “Customer Service” 286 Million “Customer Service IT” 50 Million “Customer Service Call Center” 1.9 Million “Great Customer Service” 9.36 Million “Customer Service Model” 3.1 Million “Internal Customer Service” 130 Thousand

10. Our Goals and Objectives • Transform the culture to customer centricity • Act as customer service advocates • Assess the changes with measurement tools • Help our people see through the lens of the customer in order to deliver better service • Create job aids to make the transition easier, more enjoyable, and consistent…and lasting

11. What We Did • Understood our own culture • Became experts in customer service • Crafted a simple framework to communicate where we were going • Created tools to help us get there: processes, workshops, job aids and cyclical measurements • Executed our plan while listening to our customers

12. Understood Our Own Culture • A culture of relationships • “On stage” messages vs “real life” off stage talk • The basis for organizational praise • Action oriented…we decide; we want it now! • Political landscape and pecking order • Relatively new service center with ATO

13. Guiding Fundamental We are all customers of each other. Great Customer Service depends on excellent internal customer service. You can’t have one without the other!

14. Change Our State of Mind Update How We View Ourselves: Understand How Our Organization Adds Value The services we provide to our customers contribute to the safety of the National Air Space. We are here because our customers need what we produce. The ATO counts on us to be efficient and effective. Adapt a Shared Vision of Our Ideal State: What We Do Together in Our Organization • We work collaboratively to achieve our overall business goals • We aim to meet our customers’ everyday needs with a customer experience that is easy and enjoyable • We look to the future by creating processes that enhance our service delivery

15. Our Customer Service Culture Is Driven By How We Behave How We Respond How We Perform

16. Translating Drivers into Actions

17. Once we Understood Our Culture, We Became Customer Service Experts • Identified thought leaders • Collected best practices • Joined and became active in professional groups • Identified Resources • TEDx: Fred Lee, "Patient Satisfaction or Patient Experience ?“, 2011 • Forrester: Outside In, 2013 • Measurement Approaches: ACSI versus Cxi, 2014 • TED: Simon Sinek, Start With Why, 2009 • Snow and Yanovich, Unleashing Excellence, 2010 • Bennekom, Customer Surveying, 2002 • The Wonderful World of Customer Service at Disney, 2009

18. We Crafted a Simple Framework Desired Outcome: Classic Customer Service Pyramid Adapted from Forrester Research

19. Reinvented the Customer Service Advocate’s Mission What: A transformational change Role: Executive leadership in establishing and managing innovative programs and strategies to lead and transform the ATO toward continually improving levels of service to internal and external customers and stakeholders How: The Customer Service Executive utilizes directors, managers and staff members from professional and technical disciplines

20. Crafted a ClearCustomer Service Roadmap

21. TED Talks Fred Lee video • TEDx: Fred Lee, "Patient Satisfaction or Patient Experience ?"

22. Executing Our Plan for Success • Year-over-year Annual Cycle • Key Stakeholder/VP Interviews • Customer Valuation Card • Face-to-Face Event: MSYER – Management Services Year End Review • Customer Service Surveys • Action Improvement Plans • Tools we tried along the way

23. Created Cyclical Measurement Action Improvement Plans Strategic Direction: Customer Values Card Feedback: Seeing through ourcustomer's lens Robust face-to-face interaction: AJG G20 & customers

24. FYI: Internal Communication: What is Asked in a Service Valuation Interview? A Consistent Question Set is Used Year over Year in order to make accurate progress assessments..“The first step in exceeding your customer’s expectation is to know those expectations”Roy H. Williams

25. FYI: Internal Communication Conducted on FY13 Service Valuation Interviews Service Valuation Interview goals: Top 3 offers for senior customer success/effectiveness: • Directly connect with key customers – Assess & strengthen customer relationship management. • Calibrate customer expectations with the org. servicing activities – Are we meeting needs? • Identify the org.’s areas of performance strength and areas requiring service delivery recovery efforts. • Establish a performance baseline for the org. based on direct customer input/expectations. • Ultimate Outcome: Work is customer service centric. Key senior customer Hot Buttons on service delivery* “I want a collaborative working relationship where I and my team are kept in the service delivery loop. I want to understand exactly what support, in specific areas, I can expect; what MS will do to meet those expectations; and what our role as a good customer should be to ensure MS can meet those expectations. I want MS to do what it is supposed to do, when it is supposed to. I expect MS to interact with any/all appropriate members of my team in an ‘easy to do business’ professional manner. I want to understand MS processes sufficiently to allow me to support MS service delivery efforts. I want to feel as if somebody in MS cares about me.” Relationships – Does the org. get me; get my team? Offer Clarity – Do I know what the org. is supposed to do for me? (broken down by functional activity) Execution/Performance – Does the org. work meet my quality standards? MS Mission/Purpose – Do I know why the org. exists and what it is supposed to do? Transparent Business Processes – Do I understand how the org. operates? *in priority order What’s Next? Cascaded face to face customer dialogs to further see through the lens of the customer. Action plans with specific commitments. Service success through the lens of senior customers

26. Making it Memorable: Customer Values Card

27. Face-to-Face…Round 1

28. Customer Experience Survey

29. Sample Survey Group Report

30. Service Plan Template

31. Customer Service Experience Mapping Template Workshop Exercise: Customer Experience Mapping

32. Solving Problems Exercise Integrated Work-Out (IWO) Initiatives Right Things Right Way Right Way Wrong Things Right way External Customer Values 1 Wrong Way Wrong Things Right Things Wrong Way • What Customers Value Most • Personnel Processing • Finance • Contracts • How Customer Values are Impacted • Communication Practices • Business Understanding • Alignment • Customer Focus • Effectiveness Right things Internal AJG Budget Prioritization 2 Impact on Strategic Work Plan Initiatives Interdependence between AJG & ATO SUs Demonstrated Customer Focus Return on Investment (ROI) Level of Effort (LOE) resources, cost avoidance, expenditure Time to Implement/Realization of Outcomes Visibility - political Implications Viability - likelihood of success, risk Performance Metrics Uniqueness of Service Offering 1 Annual Customer Valuation Interviews – 8 ATO VPs 2 Operational Effectiveness A product of the AJG Customer Advocate, June 2013

33. Self-Service Resources: AJG Web

34. How We Are Succeeding • Realistic Planning “Off Stage” • Execution “On Stage” • “Can’t Argue with That” methodology • Sensible Flexibility…within the Framework • Gentle Perseverance

35. How We Are Succeeding:Realistic Planning and Execution Off-Stage Processes On- Stage Service Environment Service Delivery Customer • Customer:look at everything “through the lens of the customer” • Delivery:find small ways to “create service wows” • Environment: pay attention to detail because “everything speaks” • Processes: effective processes “set you up to be a service hero”

36. More…Planning and Execution • Created a transparent shared knowledge repository • Project Planning Skills • Processes

37. “Can’t Argue with That” • Break down the barriers by taking incremental steps • Show small successes • Find early adopters • Promote success • Show the value of success • 1 + 1 = 2 … Always!

38. Sensible Flexibility • Know the difference between a battle and the war • Strategically pick your battles • Align allies before the battle starts • Know the answers before the questions are asked • Hard battles are easier to win once some victories have been achieved • Timing is everything

39. Gentle Perseverance • Credibility • “We Live Here” • Build Strategic Linkages • Stick to the Plan, Work to the Plan • It is a “Way of Thinking and Acting” • Responsibility for constructive confrontation

40. Internal Customer Service— What’s in It for You? • Improved Morale • Increased Productivity • Less Rework • Shorter Processing Times • Greater Employee Retention • Reduced Employee Absenteeism and Turnover • Higher Performing Teams • Increased Customer Confidence • Increased Trust and Responsibility

41. You Know You’re Succeeding When • People stopped swearing • People start using “classroom” language in everyday conversation • People post your handouts and tools • People seek your help • Customers tell your boss how valuable you are

42. Questions?