Service Excellence: The Most Important Thing

I have two confessions to make. One is...I am a huge fan of Zappos.com. So much so that I am dedicating a large chunk of this article to their renowned service culture. Every time I meet someone who has shopped at Zappos.com, the reaction is always the same, "I love Zappos!", "They are the best", etc. For those who don't know, Zappos.com is a successful online shoe and apparel retailer. My second confession is, as this article is being written (June 27, 2011), I have never actually shopped at Zappos.com, although I intend to whenever I get a moment. In case you are wondering why I seem to be such a staunch advocate of their brand without personally shopping their yet, the answer is simple. They understand the most important ingredient needed in order to build a world-class service culture.

Here it is: If your goal is to create an iconic and renowned service culture in your company, then service must be The Most Important Thing Your Company Does. Now, I don't mean that you work in a restaurant company that provides great service, or a nursing home that provides great service. I mean that, instead, you work in a great service company that operates restaurants or a great service company that runs nursing homes. The paradigm shift for those who truly understand (or "get it") is monumental. I worked at the Ritz-Carlton Hotel Company from 1996-2006, and throughout most of my time there, the senior leaders were emphatic that we were, first and foremost, a "service company". A service company that happened to manage hotels, restaurants and spas. The same is true for Zappos.com. That mindset pervades everything about their business from how they treat their employees to how they serve their customers. It even translates to how they relate with their vendors (vendor appreciation parties and other perks)!

So, the fundamental questions in this article are:

•What would happen if service excellence becomes the Most Important Thing your company does?

•How will your workforce see and feel the new emphasis on service?

•How will your customers see and feel the new emphasis on service?

•How would your hiring and orientation processes change?

•How would the selection of services your company offers change?

•How would the delivery of those services change?

Tony Hseig is the CEO of Zappos.com and in his book, "Delivering Happiness", he recounted the exact moment that he and his team decided that service would be the Most Important Thing they would do.

He wrote, "Even though it would hurt our growth, we decided to cut most of our marketing expenses, and refocused our efforts on trying to get the customers who had already bought from us to purchase again and more frequently. Little did we know that this was actually a blessing in disguise, as it forced us to focus more on delivering better customer service. In 2003, we would decide to make customer service the focus of the company."

Tony went on to explain, "Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word-of-mouth". After reading that passage, I began to wonder about how powerful it would be if businesses truly understood the positive ramifications of that quote.

All this sounds good, but you are probably wondering how this shift can manifest itself into customer-focused service processes. Here is one of many examples from Zappos.com (also from the book, Delivering Happiness).

"An example of us using the telephone as a branding device is what happens when a customer calls looking for a specific style of shoes in a specific size that we're out of stock on. In those instances, every rep is trained to research at least three competitors' websites, and if the shoe is found in stock to direct the customer to the competitor. Obviously, in those situations, we lose the sale. But we're not trying to maximize each and every transaction. Instead, we're trying to build a lifelong relationship with each customer, one phone call at a time."

Hopefully, the message is resonating with you by now...the most effective way to build a service culture is to clearly make service the Most Important Thing your company does. Of course, you still have to execute your core business flawlessly whether it's a spa, hospital, or an airline. Massages, clinical procedures, and landing airplanes still must be done with excellence.

In the Washington DC metro area, there is a chain of grocery stores called "MOM's Organic Market". While their company mission is to protect and restore the environment, it is obvious that providing exceptional service is vital to their business success. We are fortunate to have a MOM's store not far from where we live, and I try to visit at least a few times per month. Recently, I decided to visit the store to buy a brand of organic milk. It was around 8:20AM, so I assumed that the store was already open. When I arrived to the store, however, the sliding glass doors at the entrance didn't open (gasp!). I then looked at the hours of operation on the front door and it clearly stated that the store opens at 9AM. Before I could turn to walk away, a store employee came rushing to the front door, unlocked it, opened it and gave me a big "Good Morning! Come on in." I was a bit confused, but delighted at the same time. Then when I actually got inside, I noticed that there were at least two other shoppers already picking up groceries. Of course, I had to ask the store employee why the store opened before 9AM, and he said, "Because we try to open as early as possible to accommodate those customers who need to stop in before they go to work. By the way, please watch your step because we are still mopping and getting prepared to officially open at 9." Wow.

After I commented to him how impressed I was with the store's service-centric philosophy, he went on to tell me that just yesterday, one elderly shopper forgot her credit card at the cash register. One of the store employees knew where she lived in the neighborhood and volunteered to take it to her house. Wow times two!

There is something special about taking service seriously. It is important to honor that all people crave to feel appreciated and taken care of. By declaring (not suggesting, recommending or inferring), but steadfastly declaring that service is WHAT WE DO, you are automatically separating your company from the competition. Those exceptional service companies will be the ones that will continue to increase their market share, retain their best employees and win over the hearts of their customers. Is service THE MOST important thing you do?

Be sure to get Bryan's book and other products at http://shop.bwenterprise.net/. While on the site, you can also shop for the latest customer service products for you and your team! Also visit http://www.bwenterprise.net to learn more about Dr. Bryan K. Williams and B.Williams Enterprise. You can subscribe to the B.Williams Enterprise emailing list. By subscribing, you will receive announcements, newsletters and other excellent resources.

About the Author

Dr. Bryan K. Williams is the Chief Service Officer of B. Williams Enterprise, LLC. He is a service expert, who has facilitated workshops and delivered keynotes all over the world for various companies. Bryan speaks on a variety of topics related to service excellence, employee engagement, and organizational improvement. As a consultant he works closely with companies to design, develop, and implement sustainable service strategies.

-We exist to serve others so they may better serve the world.-

Email: info@bwenterprise.net

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

Six Steps For Nurse Managers to Create and Maintain a Culture of Service Excellence

Imagine the front porch of a country store in small town America with rocking chairs and friendly smiles. Just inside the front door, a large barrel full of crisp, delicious homemade pickles awaits. Aunt Mary's unique pickle recipe provides the special spicy yet sweet taste which permeates each aromatic bite. Departments are just like a pickle barrel when it comes to creating culture change. A good recipe, the right ingredients and patience all combine to create long term change. To play out the metaphor, let's look at the necessary components.

OK, you'll need to use your imagination...The pickle barrel represents the nursing department's future state. The cucumbers/pickles are the nurses and other employees within that department and the pickle juice is the vision for a new future of service excellence. The nursing managers' are the pickle "chefs" who create the unique recipe and create standards for continuity.

The culture change we are seeking here revolves around a ViewpointSHIFT(TM) regarding service excellence. Are patient satisfaction scores where you would like? Are you scoring in the top 10-15% of your peers nationwide? In my many years of working with healthcare organizations, I have found that many healthcare organizations make large investments in healthcare excellence, but they do not always provide the strategy and follow up to sustain long term change. Faced with flavor-of-the-month initiatives and lack of service accountability, raw talent is not enough and healthcare service suffers. Employees become numb to the announcements, new policies, and service programs. It is each nursing manager's responsibility to follow through with the strategies outlined below to avoid this lackadaisical attitude.

When it comes to service excellence, there are six key strategies for transforming the cucumbers in your department into pickles. Remember, in order to create long term change, this requires a good recipe, the right ingredients and patience.

Step 1: Strategize for service

Where does service fit in the strategic initiatives of your department? Defining your unique service culture is akin to having your own secret pickle recipe. What are the formal and informal leaders in your department saying (and more importantly doing) about service excellence. Does everyone in your department know how their job impacts patient satisfaction survey results?

I frequently see nursing managers who talk the talk, but don't walk the walk. If your department is not 100% supportive of a healthcare service excellence culture transformation - don't go any further. You will be wasting your time and money!

Step 2: Organize for service

From the physical layout of department to the use of technology, there are proven strategies for creating a culture of service excellence. Is signage well placed? Are chairs comfortable? Are your visiting hours customer friendly if applicable?

Other elements of organizing for service include policies & procedures, job descriptions, staff scheduling, service standards and scripting. A test to make sure your policies and procedures are written with the patient in mind involves asking this question. Can you replace "It's our policy" with "In the best interest of our patient, we..." Think about it- are the rules really in the best interest of the patient? You might ask your patients to find out, for sure.

Creating and agreeing upon universal service standards provides the unique spices and flavoring for your department. What behaviors can staff perform routinely to demonstrate to your patients the culture of healthcare service in your department?

Step 3: Select & train for service

Rotten cucumbers make rotten pickles. Hiring pickles who complement the staffing mix from the start is much easier than hiring a cucumber or worse yet a bell pepper. Remember back in the day, when folks said, "she's a great nurse, she's just not nice"? This is no longer acceptable.

Using behavior-based interviewing questions and validated pre-hire assessments allows nurse managers to select staff who already embrace the service standards of your department.

Orientation and on-the-job training provide important foundations for staff. Making sure there is congruence once the staff arrives in their department is trickier, but doable with strong management support. On-going training keeps the cucumbers immersed in the recipe long after the initial hoopla has died down and allows for service excellence over time.

Step 4: Deliver excellent service

This step is where the rubber meets the road or the pickle meets the customer. Well defined service behaviors which are competency based provide the foundation for service delivery. The expectation is that these behaviors are demonstrated daily and with ease.

Positive first impressions play a major role in setting the stage for service excellence. When problems do occur, service recovery procedures need to be set up to allow staff to solve service problems at the front line.

The delivery of excellent service is evidenced by positive attitudes, friendly smiles and high quality work output. Service efforts are not just about being "nice" - they involve a ViewpointSHIFT to match up safety and quality with caring and kindness.

Step 5: Manage for service

As steps one through four are being implemented, the nurse manager has a major responsibility for insuring the success of the process. Communicating strategic alignment (or the pickle recipe) is the first step toward culture change. Do staff members in your department really understand the service vision?

I frequently talk with front line service providers after training workshops and presentations and their concern is "will my manager really hold us all accountable?" Performance management, executed daily, will move the department towards the service vision.

In addition, regular contact with patients including surveys, focus groups and rounding provide real-time data for managers to use. On-going coaching lets staff know what is important on a regular basis.

Step 6: Sustain service momentum

Last, but not least, keeping the pickle recipe fresh requires the resources of time and money. Measuring patient satisfaction provides important data for making better decisions. Standardizing operations to decrease variation on the job is another key element.

Staff members who are providing excellent patient care want their managers to manage low performers - to get them to "shape up or ship out". Employee satisfaction is a key indicator of patient satisfaction so this is a good place to start. Keep your eyes open for fresh ideas from other types of service related businesses and see what might work in your organization.

So ponder that barrel of pickles in that country store. Imagine the friendly service and amiable folks who are running the place. These six strategies are a glimpse of what it takes to turn cucumbers into pickles so that your raw talent becomes excellent healthcare service providers.

Vicki Hess, RN, MS, Certified Speaking Professional, is an Escape Artist. She helps people escape from Professional Prison and provides a passport to Professional Paradise. To download free tools go to http://www.ProfessionalParadise.com . Vicki is passionate about working with forward-thinking organizations to develop fully engaged employees and leaders, who in turn deliver remarkable business results and ultimately create Professional Paradise! A highly-regarded speaker, author, facilitator and consultant, Vicki is an expert in employee engagement, team dynamics, and workforce and leadership development for healthcare leaders and employees. Vicki is a Certified Speaking Professional, the speaking profession's international standard for platform skill. She holds a Master's Degree in Human Resource Development from Towson University and was an adjunct professor at The Johns Hopkins University Graduate School of Business for five years. Vicki is the author of SHIFT to Professional Paradise: 5 Steps to Less Stress, More Energy & Remarkable Results at Work (CornerStone 2008). For more information please visit http://www.VickiHess.com .

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.

Edge Out the Competition: The 7 Keys to Service Excellence

Customer service has long since been considered a minor area of organizational operations - minimum wage, clerical orientation, requiring no skill. Customer service personnel are often treated as peons by customers and managers alike. However, in the day and age when the supply of service providers outweigh the demands for the service or product and competition is high for every consumer dollar, customer service is the only true determining factor as to where a consumer will decide to spend his or her precious discretionary or disposable income.

Successful companies do what others have failed to do in this discipline we call business! They take advantage of the most dynamic opportunity open to the business owner or decision maker. They vow to become the best customer service provider in his or her industry. They realize that customer service not only drives customer sales; but also drives repeat consumerism and ultimately bottom line profitability.

Are you passing up this critical opportunity because you have no strategic customer service focus, vision or mission? Is your customer service strategy being utilized to enhance your competitive edge? Or is your current strategy laying a foundation for ultimate failure in your industry?

At one time, "good" customer service was the sign of a "good" customer service provider. But, in today's fast paced, high tech, fast paced business environment, "good" just isn't good enough anymore. The average customer will only give you one chance to disappoint them before they hand their hard earned income over to your closest competitor. Today's consumer expects appreciation for choosing you as the winner of their valuable dollars. There are many competitors out there competing for their money. Your goal is to assure that they not only chose you; but consistently come back to you to build a strong foundation to your business!

The Production Era axiom of "build a better mousetrap, catch the bigger mouse" is no longer the standard by which a business can measure its success in the consumer market. Successful business mandates that those who consume a product or service be fully satisfied with their purchase, which means they must be satisfied with the emotional satisfaction associated with the purchase.

It is crucial that decision makers understand the psychology of today's consumer. They want to feel that their patronage is of critical importance and that when they spend their dollars on your product or service, they have made a wise investment of their hard earned funds. The wise business owner understands that at the core of a consumer's psychological needs associated with the consumption of the product or service is the interaction and impression the consumer gets from your company's first line of defense - the customer service provider.

True Customer Service is not just a response to customer dissatisfaction as one broad definition has implied. True customer services is a very proactive, well developed, organized program of ensuring that your product or service is the very best that your target consumer can expect. The elements of a good Customer Service Program are responsiveness, convenience, quality, competence, gratification, sincerity, and integrity. These are the Seven Standards of Service Excellence! If these standards are absent from your customer service program, your bottom line will suffer. It is, therefore, crucial to your success, that your front line customer service personnel are well versed in and understand the impact of these standards of service excellence.

THE 7 STANDARDS DEFINED:

Responsiveness is the prompt attention to consumer problems, concerns, and issues. Answering the telephone quickly; being understanding and empathetic; listening, listening, and listening some more. Most customers just want someone to listen and understand. Insure that you have policies and people in place who truly care for and take care of customer concerns. After all, without the customer, you would be a non-entity.

Convenience is assuring the product is assessable when the customer wants it. The enormous success of the corner convenient store is affirmation that consumers will pay a bit more for the convenience of not having to go out of his or her way. The more work customers have to do to access your product or service, the less profits you will see and the more likely that the competitor who aptly plans for effective 'placement' in their marketing strategy will get those crucial consumer dollars.

Quality is consumer expectations of high standards in the product or service provided. Although cost is a large factor in the marketing mix, the average consumer will pay a bit more for high quality merchandise. However, make no mistake about it - even if the consumer does not pay excessive dollars for a product or service, they still expect some level of quality performance.

Competence is knowing your business, your product or service, and your customer. Consumers want to know that when they have questions, you have the answers. Be sure that anyone who answers your business line or who greets your customer is knowledgeable about what you do and how you do it. Incompetence drives customers to competitors. The wise competitor will be ready to receive them.

Consumers buy products and utilize services for one reason only - Gratification. Gratification is that psychological satisfaction we talked about earlier. Consumers expect their lives to be improved by your product or service. If your product fails to gratify them, it will be the one and only time that they purchase your product or service. Remember, consumers have a large (very large) memory bank when they are disappointed. Don't make promises you can't keep and keep those you make.

Sincerity is the ability to make the consumer trust and believe in your product or service. That means they must trust and believe in your. In this day and age of massive competition for almost every product imaginable, I consistently tell my clients that the customer is not buying your product or service, they are in actuality, buying your impression upon them. If they like you, they will do business with you; if they don't, they won't. Also, commit to memory this customer service law: Everyone who has contact with your customer is your Customer Service Specialist and impacts your bottom line. Assure that the impact is profit making not profit breaking.

Integrity is being honest with your customers. The average consumer may want things simple, but is, by no means, a simpleton. There is nothing wrong with the statement, "I don't know" as long as it is followed by, "But, I will find out and get back with your immediately". Customers prefer frankness over double talk. The things that will make your customer run post haste to the nearest competitor is the perception that you are cheating them, taking them for a ride or taking advantage of them. Integrity is the name of the game. My clients are continuously reminded of this critical statistic - "a satisfied customer will tell approximately 4 to 5 people of their great experiences with you; a dissatisfied customer will tell between 23 to 27". As you can assess, you need to make sure you have a far greater number of satisfied customer to counter just one dissatisfied one if you plan on longevity in the market place. Be honest and forthright and your customers will provide you with repeat business... which leads to ultimate success. Be dishonest - and they will ruin you.

If your customer service team does not have all the skills needed to build a program of Customer Service Excellence, invest in a customer service course or take a training class. Remember that a strong customer service orientation is the key to unlocking the door to "Gaining Your Competitive Edge".

Ms Adams- Robinson, the Virtuous Visionary, is available for personal coaching, group training, customized organizational training, conferences, motivational presentations and spiritual speaking engagements.

Copyright bar@2004

Brenetia Adams-Robinson, MBA

President / Epitome’ Consulting Services

P.O. Box 743

Jonesboro, Georgia 30237

770-960-1884

barobinson@epitomeconsult.com

www.epitomeconsult.com

www.virtuousvisionary.com [http://www.virtuousvisionary.com]

A professional trainer, speaker and author, Brenetia Adams-Robinson is the President of Epitome’ Consulting Services, a business coaching and training firm in Atlanta, Georgia. She is a Cum Laude graduate from the University of Maryland-Europe, completing a Bachelor of Science in Business and Management with emphasis in Human Resource Management and holds a Masters in Business Administration (MBA) in global management strategies. She is federally trained and certified as an Equal Employment Opportunity (EEO) Counselor, Leadership Education & Development Instructor, Leadership Team-Building Instructor, Project Manager, and Master Trainer (a Train the Trainer Certification). She has a special certification from Purdue University as a Customer Service Professional. Her innovative customized training programs are widely acclaimed as organizational change agents. “Keeping Customers for Life”, a customized customer service training program for supervisors and front line staff to help organizations take their customer service and customer retention management to the next level.

This post was made using the Auto Blogging Software from WebMagnates.org This line will not appear when posts are made after activating the software to full version.