Delivering Outrageous Customer Service

1. Delivering Outrageous Customer Service

2. What Drives Outrageous Service Service Principles Service Culture Service Behaviors Outrageous Service

3. Service Principles 1. Make Outrageous Customer Service your Vision

4. The SWA 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.

5. “CASH” Box A C S H

6. The SWA 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.

7. Service Principles • 1. Make Outrageous Customer Service your Vision • 2. Hire and Train for Relational Competence

8. Task/People Tension Task Tension People Tension 50%

9. Task/People Tension Task Tension People Tension 95%

10. Building Productive Relationships What you show the outside world, your talents, gifts and preferences. What‘s underneath, the skills that are less developed that you do not feel comfortable showing the outside world.

11. Appreciating Differences (MBTI) “Gut” Intuition Analyze Data GATHER INFO “Whatever” Structure WORKSTYLE Think Feel MAKE DECISIONS Extrovert Introvert ENERGY

12. Service Principles • 1. Make Outrageous Customer Service your Vision • 2. Hire and Train for Relational Competence • Find Out What Customers Really Want

13. How Do You Add Value? FIXED, ABSOLUTE, AND EASILY MEASURED If you were “King/Queen” for a day, what is the one thing that you would change? COST YOU VARIABLE, RELEVANT, SUBJECTIVE DISTINCTION

14. The “RATER” System Personal Needs External Communication Word of Mouth Past Experience "RATER" The Customer’s Service Criteria Reliability Assurance Tangibles Empathy Responsive Perceived Service Quality Expected Service Perceived Service

15. The “RATER” System • Reliability - The ability to dependably and accurately provide what is promised. • Assurance - The knowledge displayed to customers and the ability to convey trust, competence, and confidence. • Tangibles - The physical appearance of facilities, equipment, and staff. • Empathy - The degree of care and individual attention shown to customers. The warm feelings people get when doing business with the organization. • Responsive – The willingness to promptly help customers. The “turnaround” or response time.

16. Service Principles • 1. Make Outrageous Customer Service your Vision • 2. Hire and Train for Relational Competence • Find out What Customers Really Want • Be a Positive Change Agent

17. The History of Change “FUTURE SHOCK” by Alvin Toffler 800 lifetimes -- Evidence of man on earth 650 lifetimes -- Spent in caves 70 lifetimes -- Writing 6 lifetimes -- Printing 4 lifetimes -- Measurement 2 lifetimes -- Electric motor 1 lifetime -- Radio, TV, jets, space travel, computers, internet and medicine “Continuous improvement requires change.”

18. The ABC’s of Change • A = Activating Event • B = Belief (unrealistic belief) • C = Consequences • D = Dispute the unrealistic belief • E = Effective/more realistic belief

19. Organization Change Model Renewal Comfort Zone/ Equilibrium Denial/ Resistance Confusion, Trial & Error “Change is inconvenient even when it’s for the better.”

20. Change and Stress • STRESS DEFINED: • Webster: -- Constraining force or influence. • -- A physical, chemical, or emotional factor that causes bodily or mental tension and may be a factor in disease causation. • Selye: -- Wear and tear. • -- A nonspecific response of the body to any demand made upon it. • THE DEGREE OF STRESS: Eu-Stress Normal Stress Dis-Stress

21. Service Principles • 1. Make Outrageous Customer Service your Vision • 2. Hire and Train for Relational Competence • Find out What Customers Really Want • Be a Positive Change Agent • Provide Customer Service Training Yearly

22. Coach Listen Role Model Share Goals Challenge Listen Evaluate Share Goals Encourage Evaluate Motivate Coach Inspire Inspire Motivate Role Model Two Things Successful People Do… TEACH LEARN

23. The Learning Curve S U C C E S S TRIALS

24. Components of Culture Artifacts Visible Organizational Structures Values Strategies, Goals, Philosophies Perceptions Thoughts, Feelings and Beliefs

25. A Culture of Care CUSTOMER Supervisor CEO Manager Director Vice President Executive CEO BOD

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

27. A Culture of Accountability Responsibility 0% 100% Power/Influence 0% 100% Victim

28. Victim Mentality at Work

29. A Culture of Accountability Responsibility 0% 100% Power/Influence 0% 100% Victim Owner Freedom/Success

30. Influencing Behavior Beliefs Behaviors “values” Perceptions Perceptions Behaviors “values” Beliefs “Influence: the art of getting someone else to do something you want done because they want to do it.” --Dwight D. Eisenhower

31. What People Notice • “The 4 Minute Sell” Research by Jane Elsa • Skin Color • Gender • Age • Appearance • Facial Expression • Eye Contact • Body Movement • Personal Space • Touch

32. The Basics of Communication 58 Gestures ______% Tone ______% Words ______% 35 7

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

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

35. Team Alignment

36. The Relationship Trap Perception Behavior Intentions Values

37. Research Basis • Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press. • Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass • Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377.

38. Thank You! Jason Young LeadSmart, Inc. 6757 Arapaho Road Suite 711-132 Dallas, Texas 75248 877-995-2273 toll free Email: jyoung@leadsmart.com www.leadsmart.com