C-level or bust!

As we reflect on the importance of customer service in the current economic client, I recently read a blog by Management Consultant John Maven (ex P&G, Clorox) about the core competencies of the CEO. You can read the full post here, but I thought it was interesting that he felt that of the 10 competencies, 3 of them were linked to the customer-focus of the organization. He writes;

Vision - The CEO, possibly with the help of his executive team, creates and communicates a compelling and inspired sense of core purpose. This is based on the vision of the future, not the reality of today.

Culture – The CEO is responsible for creating and maintaining the desired culture and environment. If vision is where the company is going, culture and values tell how the company gets there. Values outline acceptable behavior. Work gets done through people, and people are profoundly affected by culture. Culture is built in many ways, and the CEO sets the tone. His every action—or inaction—sends cultural messages.

Customer focus - CEOs have a clear understanding of customers' needs, preferences, interests, timelines and decision-making criteria. Focusing on meeting those needs and doing so profitably means success for both the company and the customer. Long-term customer satisfaction builds loyal, repeat customers

Yet in spite of the fact that everyone is talking about it, we seem to constantly struggle with getting it right. I maintain that it is because too many CEO's do not have competencies in the area of customer-focus as demonstrated by the poor service we receive and the opportunities that abound even in these economic conditions for those who do.

So let's make sure we have the direct endorsement of the C-level if we expect a true customer-focus.

Cheers!

Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.

As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.

For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/

What about internal customer service?

We spend a lot of time talking about customer service and how companies must focus on the needs of the customer. Usually we share lots of examples of customer facing people either failing or succeeding to demonstrate the need for this important value.

BUT WHAT ABOUT INTERNAL CUSTOMERS.

All too often the folks who do not face the end customer fail to recognize they also play a critical role in delivering excellent customer service to each other. They fail to recognize -- or be held accountable -- that their support of the customer facing personnel can make or break the relationship. They fail to recognize that they also have customers -- they are internal customers.

For example, I just got off a plane from Toronto to Washington enroute to a client meeting. The plan loaded on time, the boarding personal were efficient and we were all ready to go on time. But then we waited -- 1 hour!

The reason was -- as explained very nicely by both the captain and the flight attendant -- the baggage was not loaded to safety standards so it had be be removed and reloaded. I actually watched this process take place out my window. I assure you that the ground crew did not appear to be in any rush.

I fortunately made my connecting flight, but I cannot speak for other passengers who arrived 1 hour behind schedule.

The key thing is that no amount of positive customer service by the Flight Crew could fix this issue. Yet they received the brunt of the complaints -- which they handled professionally and with great empathy.

Problem was they were completely at the mercy of the baggage crew. Surely one must assume they had been trained how to load baggage -- yet they didn't do it correctly. But what were their consequences?

How often do we leave our own front line people without the support they need to do their jobs well. Do we have the same type of customer satisfaction rating for the people who support them? Are those support people also measured based on customer satisfaction? If not, they should be, because they are often the foundation on which to build a business. And if the foundation is weak -- well you know!

Something to think about.

Cheers!

Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.

As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.

For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/

Customer Service equals Trust

A recent study of UK banks by Grassroots indicates that the level of trust a customer feels for banks is a direct result of the quality of service provided.

Banks achieving a higher overall service score achieved significantly higher ratings of trust when compared to banks with a lower overall service score.

Some key findings of the study include:

• 60% of staff failed to offer to open an account. Of these 40% would have done so there and then if they had only been asked.
• Establishing the customer’s requirements is critical. Only two thirds of staff asked how much the customer had to invest.
• Just one in five customers rated staff as having excellent product knowledge. This is a key differentiator when there are fewer customers around.
• Only 64% of staff made an excellent first impression with survey participants – still a 5% increase on the results from the 2005 survey.

When the impact of good customer service can be linked to improved bottom line performance, one has to ask "why aren't more companies paying serious attention to the issue?" This is particularly puzzling when each of the above points would cost little or no money to implement.

Cheers!

Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.

As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.

For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/

Hire for Character not competence

Hiring properly is one of the keys to engaged employees -- making sure that the people you hire are the kind of people you want as part of your team.

I recently went to the hardware store looking for a part for a door. The first person pointed me in the right direction - no luck. I asked a second person who directed me to a third person who directed me to a fourth person.

Finally the fourth person took me directly to the appropriate section and then when they were also unable to find the correct part, looked on the computer to find it.

Everyone one in this chain had the "competence" of knowing where to look, but only 1 person had the "character" to make the time to take me there.

At Pret a Manger, they hire happy people and teach them how to make sandwiches versus trying to teach people who know how to make sandwiches how to be happy.

Be clear on the character you want and then make sure your hiring practices build in the behavioural requirements.

Cheers!

Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.

As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.

For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/

No need for cutbacks in Employee Engagement

The 2008 Hewitt Best Employers in Australia and New Zealand were announced recently and there were a couple insights worth mentioning.

Not surprisingly study insights show a clear link between levels of employee engagement and virtually every measure of company performance. For example, Best Employers generated an average of 1-1/2 times more revenue and 2-1/2 times more profit per employee than the lower ranked organisations.

According to David Brown, market manager of Hewitt Australia and New Zealand: "The factors that drive employee engagement are a direct reflection on our changing social landscape. There are some universal factors that we see coming up again and again from year to year, such as;

• career opportunities,
• recognition for work successes, and
• feeling that one's work makes a contribution.

However this year, three new factors emerged;

• building a company culture that fosters productivity by 'walking the talk' and having company values that align with employees' personal values;
• having middle managers who understand and support business strategies; and
• building a diverse workforce."

The best part is that these drivers of employee engagement do not come with a hefty price tag, but help companies improve business results and offset numerous issues that have very significant costs (i.e. unplanned absenteeism, reduction in productivity, staff morale, lost management/employee time, resignations and labour replacement costs).

Given the current economic climate, no company can absorb these additional costs as a result of cuts that negatively impact employee engagement.

Cheers!

Bill's passion is improving business results by working with leadership teams to change employee behaviours. He does this by equipping leaders with the principles, processes and tools to cultivate an engaged customer-focused culture.

As well, he is a dynamic, results-oriented speaker on the importance of a customer-focused culture, either as a guest speaker or acting as a facilitator of a group discussion/workshop.

For more information please contact (905) 841-3191
Email: bill@billhogg.ca, Web: http://www.billhogg.ca/