success

Keep On Going - 9/22/20


Thomas Edison once said “Many of life’s failures are experiences by people who did not realize how close they were to success when they gave up.” You are close to success – Keep On Going. Winston Churchill once said "If you’re going through hell, keep going."  This quote has been taken Read more

Lessons Learned for COVID Era Sporting Events


Since the sports world has begun inviting fans back to their events on a limited basis, CSS has been fortunate to work on multiple events with our sports clients.  Much of our work is fan research-oriented, where before or after events, we are engaging fans to identify expectations, potential Read more

Create a Common Definition of Customer Service - 9/15/20


Peter, Paul, and Marie are co-workers. They are all customer service representatives.  When Peter thinks of good customer service, he defines it as being friendly to the customer. “And I am friendly,” Peter says.  “That’s why I don’t know why they send me to customer service training.” Paul thinks customer Read more

COVID-19 Demand Management Strategies for Customer Service Channels


We all want demand for our products or services.  This helps us to generate revenue and to provide something of value to our customers and communities.  But customer demand does not strictly relate to products and services.  Demand also relates to communications, information, issue resolution, education, and other aspects Read more

Hard work never killed anybody, but why take a chance? - 9/8/20


This is a quote by Edgar Bergen.  He’s one of the most famous ventriloquists of all time, but I guess he wasn’t necessarily one of the hardest workers of all time.  By sharing this quote, I am not supporting the idea that we shouldn’t work hard…or am I? We only Read more

Reach Out More for COVID-19 Customer Retention


Ever since the Coronavirus pandemic became a reality for individuals, their communities, and their countries, it became clear that people were going to be hurting…that lives were going to be changing…that the realities of the past were going to be very different from the current and near-term future realities. When Read more

Using I, We, or You in Customer Service - 9/1/20


It’s amazing how many conversations can go horribly wrong or incredibly right, not because of the use of a 4-letter word, but simply because of the use of a 1, 2, or 3-letter word – I, We, You. The incorrect use of I, We, You in conversations causes problems more Read more

Get Your Guru On - 8/25/20


You may have heard of management gurus - these people who seemed to know all and be all, to have the wisdom of 1000 leaders.  Maybe you’ve heard it in your industry as a guru in sports psychology or the master of economics or sociology or human behavior. And so Read more

Whether You Believe You Can Do a Thing or Not, You Are Right - 8/18/20


This is a famous Henry Ford quote, and the quote is all about self-belief, all about confidence. We’ve often spoken about the need to be confident and how to gain confidence, because that confidence - or the lack thereof - is imparted on the customer. But how does a customer tell Read more

Grind it out Today for a Better Tomorrow - 8/11/20


It’s been said that You Learn Perseverance by Persevering.  You are becoming mentally tougher right now.  The pain and the difficulties and the change today are making you stronger for dealing with the uncertainties of tomorrow. We’re all having to be more flexible.  We are all facing less consistency, less Read more

It’s the Customer…Run!! – 5/17/16 TOW

Posted on in Customer Service Tip of the Week 1 Comment


It was a simple question with a simple answer – all part of a simple story.

With a letter to mail, Michael went to the front desk at his office and asked “Has the postman come yet?” Sandy, the receptionist, replied “Yes, you just missed him – I’m sorry.” Michael said “That’s okay, I’ll just go downstairs and put it in the blue mailbox since they pick that up at 3:00 p.m.”

Then Sandy said “No – wait.” She took the letter, smiled, and ran to the elevator; she pressed the button, and the elevator doors immediately opened. She smiled at the postman holding the mail bin, dropped the letter in the bin, and ran back to the reception desk.

Yes, the employee actually ran to help the customer. Simple story, but WOW!

The only problem is that this simple service excellence doesn’t happen every day in today’s business world.

In today’s world, the receptionist lets the customer go mail their own letter downstairs.

In today’s world, the employee might go as far as to tell the customer to run to the elevator and push the button so that he might catch the postman.

In today’s world, the employee doesn’t make the effort – let alone RUN – to try to catch the elevator. In today’s world, the employee doesn’t smile at the postman or run back to her desk.

She ran. She smiled. She took initiative. She ran back.

How many times do we see employees try to avoid us at the big box home improvement store, or if they’re running, they’re running AWAY from us?!

Take the initiative. Take the burden off the customer’s shoulders. Show urgency on the customer’s behalf.

Run – sometimes literally run – for the customer.

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To Improve Yourself, Hone Your Learning Skills – 4/26/16 TOW

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Facebook didn’t exist 15 years ago, and now companies provide customer service through it. Millennials weren’t a prevalent customer base 10 years ago, and now they dominate many companies’ customer service approach. In many industries, the customer experience wasn’t seen as vital to the bottom line 10 years ago (and still today to some), and now firms such as CSS are devoted exclusively to Improving Your Bottom Line by Improving Your Customer Service.

Time changes aspects of how we serve and who we serve. So the skills you have today – even if they’re a great fit for your company and customers – aren’t necessarily the skills needed tomorrow.

In order to continuously improve, therefore, we have to continuously learn.

That begs the question: How do you learn?

Here are several key practices to put in place to continuously learn:

  • Identify Stars – Which of your co-workers is best in a certain aspect of what you do? Who has knowledge above others? Find the stars and ask how they are so good and how they stay at the top in performance, skills, or knowledge. If you don’t have someone like that in your organization, find tips, podcasts, or other resources from customer service experts that keep you leading edge.
  • Look at Your Past – What have you done previously that led to success? The saying “those that don’t learn from the past are doomed to repeat it” was focused on failures of the past. But SUCCESS in the past does not guarantee repeat success. What did you do that satisfied that customer, resolved that issue, or retained that client business? Document the “why” behind that success to remember how to replicate it.
  • Debate – Teams make better decisions when there is healthy conflict. They hash out perspectives, uncover ideas, and refine them under the pressure and questioning of debate. For you to tap into healthy conflict in a unique way to learn, identify some topics or types of customers that are challenging. Then talk with co-workers about different approaches for those situations, debating ideas and coming to a consensus on possible best practices. Debate your way to better performance.
  • Measure Yourself – Learn from whatever metrics are important to you, your customer, and your company. Know what truly impacts those measures. Too often people think that hard work alone drives performance, but oftentimes knowing what you do well and focusing your energies on Strengthening Your Strength and avoiding situations where you’re not so skilled is what really moves the needle.
  • Value Complaints – Our first reaction to complaints is often defensiveness, but in the midst of these complaining customers are sometimes nuggets. What can we learn from their complaint, or what drove the complaint, or what you tried to do to resolve it that didn’t calm them down or didn’t work? A complaint can be a gift.
  • Ask Your Customers – What do they think of you, your process, your performance. Ask “How was the experience for you today?” or “Is there anything I could have done better or different in helping you today?” or “Is this the experience you were hoping for today?”
  • Ask Your Clients – I know this sounds like the previous practice, but here I’m defining “client” as a long-term client who knows you fairly well professionally. State “I’m always looking for ways to improve, so I was wondering if you could offer me a little feedback – maybe one thing I do really well and one thing I could do better in some way.”

You may be great today, but remember that tomorrow is another day. Put practices in place to help you stay on the top of your game.

Hone your learning skills.

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Set Time Aside – 4/19/16 TOW

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Many of our clients struggle when changing organizational culture, impacting morale and organizational success, or getting staff to focus on what’s most important. Great ideas are created, but they often don’t become a sustained reality.

The solutions to this issue with real change not occurring or not sustaining often boil down to one key point: You have to set time aside.

Example #1 (Embedding in Education) – A CSS education client is having difficulty embedding some of its Core Values into its culture. They are communicated periodically, activities are developed for leaders to use with staff, but the culture change is slow and inconsistent. One solution that they are now undertaking involves making these Core Values a standing Agenda item for every meeting. At least 5 minutes of every meeting are set aside for some action, story, recognition, reinforcement, or activity that addresses Core Values. Best case, that Core Value agenda item aligns to the meeting goal, but in any case the values are embedded into their existing meeting structures.

Example #2 (Getting Buy-in in Government) – A local government client of ours is trying to accomplish two key goals concurrently: Raise performance and improve morale. One of the big morale issues is that front-line staff felt that decisions were made by a few leaders with no input from the staff charged with implementation. Putting the plans in place was invariably done last minute, resulted in unforeseen issues, created NO staff buy-in, and put stress on staff. The solution? Ongoing Employee Roundtables are being created; leadership is setting time aside on a recurring basis to get staff input and ideas early on when new products, policies, and processes are being considered. This creates buy-in, makes for better ideation, reduces staff stress, and decreases backend fire-fighting post-implementation.

Example #3 (Reviewing Sports Research) – We have worked with a sports client to create a Voice of the Fan research program for its events at multiple venues, but some venues (typically lower performing ones) aren’t using the data as completely as they could and aren’t participating in the post-survey debrief calls. The solution? The client now requires all venues to set aside time for the debrief calls, and the corporate staff participates on the calls. The venue staff are now ending these calls excited by what they learned, knowing how to best use the results, and aware of the retention and revenue growth opportunities available.

So what are your ongoing organizational challenges? Maybe the challenges are not being effectively addressed because time is not being consistently devoted to the topic.

Set Time Aside.

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