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Energy v. Apathy - 4/22/25


I asked a couple friends who are much more scientifically-oriented the question: What is energy?  I didn’t mean E=MC2.  I meant physiologically, what is energy? They described a lot of things that sounded really good, yet far too advanced for my non-medical mind. Part of the reason why energy is of Read more

Prep Enough to Personalize - 4/15/25


Everybody loves Howie.  He is an account rep for the local air conditioning and heating company.  When I say Everybody loves Howie, I’m definitely talking about the customers.  His co-workers love him too, but customers are especially fond of him.  They seem to really enjoy their conversations with him, Read more

Get Your Customers to Brag, Not Bolt - 4/8/25


Here are two customer retention concepts that we discuss with some sports clients: BIRG and CORF.  BIRG is Basking In Reflected Glory.  CORF is Cutting Off Reflected Failure. You want BIRG.  You want the customers feeling so good about your organization that they want to be a part of your Read more

Narrow Your Focus to Seek Excellence - 4/1/25


You’ve probably heard companies use phrases such as: “We want to go from being good to great.”  Maybe they’ve said: “We strive for perfection, and although we’ll never reach perfection, maybe we can achieve excellence along the way.” These organizations find some kind of a catch phrase or slogan, but Read more

Avoid the Unfriendly Ghost - 3/25/25


Last week we talked about the qualities of “PERKI Customer Service,” essentially what attitudes and actions are characteristics of those who provide great customer service.  This week, let’s take the opposite approach.  What are some of the mistakes that people make?  Maybe these are mistakes of omission or commission; Read more

PERKI Customer Service - 3/18/25


After having worked on hundreds of projects over the years with thousands of thousands of individuals, some things become pretty clear. There are certain traits held by people who are great in customer service.  Look at this list, and do a self-assessment.  Which apply to you? Positive and Patient Do you Read more

It Helps to Downshift - 3/11/25


One of the first tips I heard when I was learning how to drive related to what to do when the brakes fail - downshift.  Shifting into a lower gear can slow down a moving vehicle.  I would explain this in technical terms to you, but considering I’m not Read more

Patience is… - 3/4/25


Patience is a…pain in the neck.  Why is it so hard to be patient?  Those of us who work in customer service know that we constantly have to show patience with our customers.  We’re ready to move to the next step or the solution because we’ve heard this issue Read more

Everybody Doesn’t - 2/25/25


Joey received the compliment, but he was confused.  Paula, his boss, and Joey had their monthly one-on-one meeting, and Paula noted that, although he was new, Joey was already doing a great job!  While there were learning curves on some of the organizational policies and the technology that he Read more

A Simple Phrase to Transform Your Customer Feedback Approach - 2/18/25


I went to a restaurant called Big Ed’s (no relation) in Raleigh, NC recently.  It’s basically country cooking with fantastic breakfast options!  On the menu there was a quote that said: If you enjoyed your meal, tell a friend.  If not, please tell us. That was an excellent statement that embodies Read more

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It’s About Leadership and Appreciation – 7/5/16 TOW

Posted on July 5, 2016 in Customer Service Tip of the Week Please leave a comment


CSS does a lot of work with local government, education, and healthcare organizations. They all have a great deal in common. They typically have tons of customer interactions using various methods – phone, in-person, e-mail, etc. They have many policies, procedures, regulations, and laws to which they must adhere. They’re typically mid-to-large sized organizations, and creating an engaged and aligned workforce can be a challenge.

We’re working with one client in particular on culture change, and in a recent survey of staff, we asked them to describe their desired culture and what’s needed to create it. Two themes came up repeatedly in response to the “What’s needed” question – Leadership and Appreciation.

Leadership. Many staff said that the culture needs to start with leadership. Managers need to model the organizational values and customer service standards. Executives need to treat the staff like they expect staff to treat the customers.

Appreciation. In these types of organizations, legal, political, and financial barriers limit the amounts and types of financial compensation, incentives, and rewards that can be provided to employees. So in this survey, staff focused on Appreciation. They wanted to be recognized for good work and behaviors that align to the organizational values. They liked some of the initiatives that the organization had already put in place that enable staff to recognize each other. They wanted to feel valued, and that sense of being valued is in part driven by the Appreciation of their attitudes, skills, knowledge, and quality work.

An engaged workforce – having employees truly passionate about the company, its customers, and their role in the success – is not easy to create, but it can be done.

And it starts with a concerted effort to address two themes.

Start with Leadership and Appreciation.

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Set Time Aside – 4/19/16 TOW

Posted on April 19, 2016 in Customer Service Tip of the Week Please leave a comment


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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Strategize on Sinking Your Competition – 3/8/16 TOW

Posted on March 8, 2016 in Customer Service Tip of the Week Please leave a comment


If you could change one thing about your competitor’s customer experience that would make them fold, what would you change? Literally think of specific customer service situations that could occur that could hurt another company’s business.

To spur your thoughts, think about a key competitor of yours. Now here are some suggestions to consider:

  • Ensure your competitor doesn’t respond to e-mails.
  • Make sure there is conflicting information on the website, at the storefront, in customer forms, and provided on the phone.
  • Miss deadlines.
  • Ensure your competitor’s customers wait for long periods of time without telling them the length of the wait or explaining the reason for the delay.
  • Have staff argue with each other in front of customers.
  • Avoid greeting customers when they come in, never smile during the encounter, and don’t thank them at the end.
  • Make sure your competitor’s employees never apologize or say “I’m sorry” for an issue.

Am I suggesting these because I want you to subvert the success of your competitor?

No, I’m suggesting these scenarios (and whatever other scenarios you come up with) because they are the same reasons why customers could leave your business. Or even if you’re in a government organization, these are the reasons why the customer will call to complain or post hateful diatribes on social media.

Take a minute to be subversive. Brainstorm on how to bring down the customer experience of others. Then, use that brainstorming information to evaluate your own organization. Ensure you plug the leaks in an otherwise strong customer experience so that your company’s customer service doesn’t drive customers away.

Strategize on Sinking Your Competition.

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