Customers today are looking for genuine customer service, for the authentic customer experience of one human being assisting another. So it’s time, in most business contexts, to do away with word-for-word scripts while retaining a “punch list” of points that need to be covered in the course of a customer conversation. (Life-and-death settings such as healthcare and pharmaceutical delivery are important exceptions to this rule, as are interactions with privacy or security implications.)
For example, let's look at Drybar, the blow-dry-and-style salon phenomenon that has transformed the hair care landscape in just a couple of years. The Drybar customer experience is extraordinarily well thought out, made up of hundreds of carefully created touchpoints that make the experience memorable for its customers.
And it all happens without a script. At no point in its operation, explains cofounder Michael Landau, does Drybar “train to a script, though in our contact center we give [agents] a lot of prompts they should hit on the phone—to ask about [the customer’s] hair length and other such details,” because checking in about these details directly improves the experience once the customer arrives at Drybar. “Because our growth has been so fast”—when I first became aware of Drybar in 2010, it had four shops, all in Southern California; as of this writing it’s up to nearly 40 salons across the U.S., with London coming soon—“we think a lot about how, as we grow, we will manage to convey to customers and to employees that they are part of a business with the spirit of a smaller, more flexible company.” The refusal to script allows Drybar to maintain this flexible, genuine feeling in two ways: It provides a less stilted experience, and it builds more empowered and flexible employees to serve customers, thanks to the leeway that Drybar is providing these employees.
Drybar isn’t providing or enforcing a script, but its leaders have laid out guidelines that its contact center employees need to heed to ensure a successful booking and blowout session, in other words a carefully plotted framework for ensuring their customers are properly cared for. While training and monitoring are needed to ensure these intakes are executed properly, this isn’t scripting.
And it couldn’t be successfully scripted because high-quality service requires employees to tailor their approach to the quirks of a particular customer in a given context. Scripting, on the other hand, is “dependent on your customer following a script himself!” as contact-center expert Colin Taylor puts it; it only works if customers behave in an expected pattern to which you can respond with a predetermined line. But customer concerns come in infinite varieties, with infinite moods, paces and nuances. So instead of training to a script, the best thing an organization can do is teach its people to deal with situations, both good and difficult. Give them the tools to recognize behaviors and respond appropriately and effectively.
Or as Doug Carr of FRHI Hotels & Resorts (Fairmont, Raffles and Swissotel are their brands) puts it, “The things that matter can’t be scripted. You can build scenarios for your staff, but you need to couple this with encouragement and training for your staff on how to read the customer, and then doing what’s right and what’s appropriate.”
Sara Kearney of Hyatt puts it like this: “It takes an awful lot of practice to come across as completely unscripted.” Kearney continues: “We don’t script [at Hyatt’s innovative new luxury brand, Andaz], but we do an awful lot of role plays and dress rehearsals to help people understand their role in bringing the brand experience to life.”
Departing from formula isn’t easy. ("Easy" is prescribing specific words for an unempowered employee to read.) But the results are worth it, and the impact will be clear in the flexible, nuanced, genuine brand of service you offer.