About this series: This series of articles from Nextiva will help you grasp of the essentials of customer service: the principles and guidelines that will serve you well in any era, regardless of trends, changing technology, and a constantly evolving customer base. Our guide is Micah Solomon, customer service and customer experience consultant, author, and speaker.
Coaxing great customer service behavior out of your employees is one of the most important elements of providing a great customer experience. Let’s take a look at what’s involved and how you get this done.
The waiter with no peripheral vision
I could give you examples from any high-tech, low-tech, or moderate-tech industry. But since everyone goes out to eat, let’s look at two contrasting waiters. These guys will be familiar to anyone who has ever eaten out.
Waiter #1: A skilled waiter [could be a waitress] never drops a tray, never reaches across you, brings out all the food accurately to his section.
However, he’s also immensely skilled at ignoring any and all gestures and glances from anyone trying to get his attention who is outside his section or even who is within his assigned section but interfering with the order in which he was planning to go about his waiterly tasks.
Waiter #2: Equally skilled, but this one’s a master of using his peripheral vision, and even his peripheral hearing, to jump to the assistance of any guest, anywhere in the dining room — in or outside his own section — who needs his attention, who has dropped a fork, who has a question…
What makes the difference? Stay tuned…
Purpose vs. Function
Let's assume your hiring process ensured that both waiters come to you with equal natural levels of empathy. The difference in their performances is due to one simple factor: One waiter knows and understands his purpose in your organization, and the other one doesn’t.
Every employee has a job function, and a purpose in (and of) the organization. The function is what’s written, in detail, on the employee’s job description. Or, to put it another way, it’s the technical side of the job. Take orders. Deliver food. Process credit cards.
An employee’s purpose is something different. The purpose is the reason you’re doing all those technical things, and sometimes stepping out of your technical role to do whatever it takes. A purpose for a waiter, and for everyone else working in foodservice or hospitality? Something along the lines of “you’re here to provide a pleasant, safe, and memorable experience for our guests.”
Get this purpose across right away, starting with orientation, and you’ll have to deal with fewer cases of employees who have mysteriously lost their peripheral vision. You’ll have people competing to go the extra mile. Because they’ll understand, that this is what they’re paid for. The great Horst Schulze, who founded what we think of as the modern-day Ritz-Carlton, made sure to be at the opening of every hotel, personally doing the orientation. He didn’t talk about the technical aspects of the job: ensuring there are no water spots on the glasses, and so forth. He talked about something else: every employee’s purpose at the hotel. He would introduce himself, letting them know “I’m President of the hotel. I’m a very important person.” Then he’d say “and you’re an important person too”— you control the impression the guests have of the hotel more than he, as president, ever could!
He’d go on to spell out their purpose, starting with: “the genuine care and comfort of our guests is our highest mission.”
The Mayo Clinic, one of the most extraordinary hospital groups in the world, functions in a very technical, regulated, exacting fields: healthcare. Yet what do the new employees here, from day one, over and over and over? The incredibly untechnical, incredibly straightforward, seven word purpose they are assigned: “The needs of the patient come first.” They are given to understand, from the very beginning of their orientation, that they are to put the needs of the patient above anything they may think they’re “supposed to” be doing at that moment—if the two are in conflict.
Of course, it’s not quite that easy.
There’s certainly more to coaxing the most out of your employees than saying a mantra over and over. But it’s a very good place to start.
What else helps?
- Reinforcement. Daily if possible, weekly if not. Hold a brief (5-10 minute) meeting where you reinforce your company purpose and discuss ways to achieve it.
- Positive Peer Pressure. We think of peer pressure as something negative, by and large. Kids don’t decide to light a stick of tobacco on their own; they see other kids do it first. But peer pressure can be a powerful force for good as well. It’s the reason Disney parks are so famously spotless: You see your peers picking up stray trash, so you do it as well.
For our hypothetical waiter, he’ll see his co-workers rushing to replace a dropped fork, continually scanning the rooms for eye contact from guests outside as well as inside their station, finding additional ways to be helpful before being asked. And he’ll figure out that he’s expected to do the same.
- Standards. Everything that is done on a regular basis in a company is worth developing standards for: answering the phone, replying by email, running a credit card charge, opening a service ticket, whatever it is. But you need to design these standards in a way that explains the reason for the standard and makes clear when it may make sense to deviate from it. Otherwise you’ll have standards complied with in a robotic way by embittered and ultimately sabotaging employees.
- Employee empowerment. This goes hand in hand with standards. Employees need to be empowered to do what’s right for their guests. Period. They can’t be nickeled and dimed (or houred and minuted) to death for what they didn’t get done because they were tied up doing what’s right. They’re late coming back from their lunch break because they were jump-starting a guest’s car in the parking lot? This is something to celebrate, not something to be disciplined for.
© 2014, Micah Solomon