Customer Service Leadership: How To Transform The Behavior Of Customer-Facing Employees by Micah Solomon at Forbes on 13 July 2014.
A great article on the “how” of incorporating fantastic customer service within your organization, yet it does a good job of explaining the “why” of customer service. The article uses an example to which most readers can relate – the difference between “blinkered” waiters who only focuses on their specific tasks versus a waiter who looks to address all issues, even if it’s in another section. Although both employees could be great at their job (e.g., “waiting on their tables”), it’s the latter who understands his/her role in the organization i.e., making customers feel special. Some of the methods that can lead to improved customer service include:
- Reinforcement (repeat the message in several different ways but consistently across time – you can’t just do it once and forget it)
- Positive peer pressure (have people who can model the desired behaviour for others)
- Standards (have guidelines for what good customer service should look like, but also explain the “why” that standard exists)
- Employee empowerment (tell your employees your customer vision, and give them the latitude to turn your vision into action)
As the leader, you are responsible for creating the vision and setting the culture for your organization. Your followers are often the first and sometimes only point of contact for your organization. If you were a customer, what would you want the customer service to look like? What would keep you coming back?