mission

When Customers are…Jerks - 7/14/20


Some people are a little extra…uh…difficult to deal with these days. Customers may have concerns or complaints – many of which are justified. But some customers act like…well…jerks. They’re not kind or understanding or have any idea how poorly they treat others. They’re obnoxious and yet, we still have Read more

Customers Appreciate Your Kindness - 7/7/20


The 3rd grade teacher had a phrase she used with her students. She wanted them to be “kind-hearted.” It was a phrase she used over and over again; no matter what she taught, this was an overriding emphasis on how she would communicate with students and how she expected Read more

6 Common Sense Responses to Customer Service Encounters - 6/30/20


I’ve run into this personally and professionally, and it drives me batty! Sometimes there’s a lack of common sense in the customer service provided by companies. And often that lack of common sense is due to the preference of a business to provide service in a certain method, to Read more

Caring for Co-workers through COVID - 6/23/20


A recent Buffer.com study asked employees who are working remotely due to COVID-19, what was their greatest struggle. While there were many different responses, the Top 2 totaled 40% of the struggles identified - Loneliness and Collaboration/Effective Communication. When you hear something like this - that individuals working remotely are Read more

React, Reflect, Respond - 6/16/20


Sometimes you can’t help it. You gasp. You get upset. You get angry. You have this look of shock on your face. You say something defensive. You react. I love people who are in customer service roles. These are the folks that people say things to in the business world Read more

Serving the Technology-challenged Customer - 6/9/20


The IT helpdesk representative was on a call with a customer, and in trying to troubleshoot an issue, the employee said, “Let’s start by opening Windows.” The customer said “OK,” and there were 2 minutes of silence. The employee twice asked, “Are you still there?” with no response. Finally, Read more

Address the 4 P’s for a Customer-friendly COVID-19 Walk-in Experience


This is not about what is medically most effective – please see the CDC for those guidelines.  This is about how to help your customers have a great experience as an onsite visitor at your facility or storefront.  For a comprehensive approach to a customer-friendly COVID-19 experience, address the Read more

The Deeper Reason to Transform the Customer Experience - 6/2/20


Why are government offices putting up plexiglass between their staff and their customers?  Why is restaurant takeout being done in such a way that is contactless and yet still fosters engagement between the employee and customer?  Why have so many traditionally onsite businesses converted to delivery businesses? The answer is Read more

Motivating Yourself when Working Remotely - 5/26/20


For any of us who are working remotely, we are finding ourselves more and more having to be self-motivated. And while many people are naturally self-motivated, others need to have that manager who gives us the encouragement. Many of us need to have that ongoing informal dialogue with co-workers Read more

Defining Organizational Agility in a Time of Uncertainty


You may have heard references in management theory over the many decades about the importance of a business being an “Agile” organization, but oftentimes that is a word thrown out in generalities to illustrate vague points about how organizations should be managed and make decisions.  In this time of Read more

Build a Great Customer Experience – 11/7/17

Posted on in Customer Service Tip of the Week Please leave a comment


Over the last 5-10 years, much of the management thinking about how to create a great customer experience has changed. In the distant past, to design a great experience, organizations would create the environment, the policies, and procedures that would deliver what the customer wanted the way the customer wanted. This is a great approach.

More recently, much of the thinking about customer service has focused on the fact that culture is the main driver of a great client experience. While it’s wonderful to have a great environment, policies, and procedures, people are who deliver the service in that environment, who work within those policies, and who execute those procedures. Oh! And people (employees) are the ones who interact with customers. This culture focus, too, is a great approach.

But what drives culture? We often talk about those aspects of an organization that impact culture such as Mission, Leadership, Training, Incentives, Communications, etc. But what drives culture?

In the end, the people are the culture. You want people who care about the customer and can convey that to the customer. You want people who can care about the organizational mission and the employees they work with in living that mission daily. And you want people who can balance the care of the customer, the co-worker, and the company. So, in short, you want people who care.

Not to sound dramatic, but to build a great culture, to get people who care, you have to build the collective heart of the organization. Leaders need to care as much or more about their employees and customers as the employees care about those they serve. There has to be continual leadership focus on relationship-building with staff, showing you care about them as unique, talented individuals. There has to be a desire on the part of leadership to be vulnerable enough to ask staff for opinions and open enough to listen to them and share with them as well.

Employees will care more if they feel leadership cares, if leadership asks, listens, shares, and supports staff.

Building heart is not all on leaders, however. Staff need to do these same things with others – co-workers, customers, and even their bosses. The more we all listen, learn, support, and help others, the bigger the collective heart will grow.

Build heart to build culture and to build a great customer experience.

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Make 5 Minute Presentations to Co-workers – 11/3/15 TOW

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My customer service consulting firm conducts many visioning workshops for clients. The workshops can address the Mission, Vision, Values, Core Beliefs, Statements of Desired Culture, and Definition of a GREAT Client Experience.

At the client’s request, two of this year’s Visioning workshops have incorporated something different and interesting. The Visioning work is necessary because these particular clients are growing, and with new staff and – at times – new functions, there is a lack of understanding that’s developing.

Who works in other divisions? What do they do as individuals? What do they do as a division? How do they impact me? How do I impact them?

Issues can arise because of a lack of understanding of others serving the same customer, others who are “my internal customer,” or those that “serve my department.” There’s miscommunication. There’s a customer being misdirected. There’s one department operating as normal without realizing they’re causing problems and customer complaints for another department.

As a part of these workshops, early on we have leaders of key departments or divisions make 5-minute presentations to others in the room. The presentation can be in any format and any level of formality desired – flexibility is offered to the presenter. However, the focus of the presentation has no flexibility. Every presentation has to answer this key question:

What does your division do for the customer?

If the presenter would like to present other information, they could provide information on services, functions, and/or benefits to the customer. Q&A follows, understanding of common customers and interrelationships are brought to light, and a movement toward a common vision can now begin.

It’s amazing what benefits can result in simple five minute presentations, Q&A, and seeing what everyone in the organization does framed around the customer.

Frame conversations around the customer. Make 5-minute presentations to co-workers.

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Learn How to Swim at a Young Age – 7/14/15 TOW

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When you’re 8 miles from the Canadian border in North Dakota, there’s not much reason to learn how to swim. As a child, you’re more concerned with shooting marbles, building a mini-igloo, and learning how to avoid frost bite.

That’s where and how I grew up, but as I grew older, and moved South, I wished I had learned to be a better swimmer. I wished that I had learned to breathe while doing freestyle. I wished I had learned to float instead of sink to the bottom like a rock.

The reason I wished I’d learned all these things at an early age is that – as I grew older – the fears of the water began to rise, and now the learning process was more about overcoming my mental outlook and fears than learning to refine swimming strokes. I wasn’t (and still today, am not) too old to learn, but it would have been SO MUCH EASIER to have learned swimming at an early age, and it would be so much more enjoyable to be at the pool today.

Maybe this is part of the reason I’m not a proponent of an approach with new hires in a business that is exclusively using on-the-job training. Most organizations have a mission, a vision, and core values. Many have customer service standards. Others have defined best practices for particular processes. Some organizations know what attributes of employees make some great and others more run-of-the-mill.

To assume that new employees will understand the mission, vision, values and standards naturally, to assume they’ll naturally conduct the work in the best manner possible, to assume that they’ll develop the attributes of the highest performing employees naturally is to set them up – and the company – for failure.

An organization with the intention of succeeding and thriving in a culture where employees drive high performance must be intentional about training their new staff on the “whys” of what they do, the expectations of their attitudes and mindsets, and the behaviors of those who excel.

Why? Because it is worlds easier to teach this to a new hire than to retrain and “rewire” a long-term employee.

Be intentional about training new hires to be stars for your company.

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