energizing breakthrough performance

Customer Service in the Post-Care Bear Era: A Whimsical Epitaph with Clues for a Better Tomorrow

Then, there is the Head Work. Employees need to be able to identify the customers and what they value. Believe it or not, there are plenty of organizations where the employees cannot for the life of them identify who is the customer. If you doubt this, you should visit a government agency sometime. This is true in large corporate bureaucracies and you know that. What matters to the customer? Let’s break the package of what the customer values into its component smithereens: Not just the somewhat obvious interpersonal dimensions, but sensory and environmental dimensions, along with other ways in which we make it easy or hard to assume the role of customer. What’s more, let’s equip employees with conceptual tools that help them communicate effectively with management about changing customer preferences and needs for product/service revamping and improvement. Managers and owners need to understand that customers change. Customers may think and behave differently than they did when you were delivering service directly. Things may have changed just a little. Maybe those customers don’t care any more?!

Last but not least is the Hand Work. At Strategic Futures®, we believe that The 80-20 Rule works 80% of the time! High-quality customer service training should identify the 20% of all interactions with customers that are responsible for 80% of the satisfaction or alternately, irritation. This way you are "majoring in the majors" rather than "majoring in the minors." You are investing attention and effort where the payoffs in customer satisfaction are the greatest rather than focusing a lot of effort on what we call small ‘taters or, perhaps pejoratively, ‘tater tots. The training should take these transactions apart and put them back together again, x-raying the process thoroughly from womb to tomb. Behavior modeling using a tell-show-practice approach should provide each employee with the ability to perform flawless mechanics effortlessly so that s/he can work on the higher order interpersonal skills that upsell customers and build their loyalty to the extent that anyone cares about that anymore.

No, we’re not trying to build the Stepford Employee, but practice makes perfect, almost… If we promised complete perfection, we would, ipso facto, be imperfect so we won’t do that. For more information, watch this space or better yet, care enough to message us using one or more of several media…

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