Managing Knock Your Socks Off Service

Chip Bell,Ron Zemke,John Bush

• Publisher: AMACOM
• Year: 2013
• ISBN:
  9780814432051
• Edition: 3
• Topic: Betriebswirtschaft
• Subtopic: Mentoring & Coaching

You may have your industry's most prolific product or service in the marketplace, but your customers' loyalty and checkbooks will only go as far as your customer service will allow. In the end, customers will not recognize the minor advantages of your superior product, but poor customer service will stand out like the Vegas strip on a moonless night. So the most vital question any manager or business owner can ask themselves today is, how well are you training, coaching, and supporting your company's frontline employees?The invaluable, must-have Managing Knock Your Socks Off Service shows managers and supervisors how to: • Find and retain service-oriented people • Understand customer needs, expectations, and desires • Build a service vision • Design a user-friendly service delivery process • Involve and inspire employees • Recognize and reward good performance Fully updated with new chapters on: learning from lost customers; inciting passion and incentivizing service; fostering trust; and delivering great customer experiences online, this indispensable resource provides absolutely everything managers need to ensure their frontline employees become their company's biggest asset.

Imperative 1

Find and Retain Quality People

Hire good people and work like heck to keep them on the payroll. Knock Your Socks Off Service starts here or it doesn’t start at all.

If you are really serious about serving customers better than your competition, you have to start with people who are willing and able to make that happen. Hiring well means being downright picky about who works under your flag. When it comes to creating and maintaining a positive relationship with customers, hiring nobody is sometimes better than settling for the first warm body that volunteers to show up for eight hours. You can’t end up with loyal customers if you don’t start with quality people—the kind of people who get as big a kick out of delivering great service as customers do receiving it. Period.

But this is a two-act play. Once found and brought on board, quality people must be kept on board. That means orienting them carefully so they come to understand just exactly what you mean by high-quality service. It also means training them fully in the knowledge and skills necessary for success, giving them challenging assignments, and keeping them interested in the work of the organization. And sometimes it means paying them better than (and/or differently than) the competition is willing to.

It also means growing them, rewarding and recognizing their accomplishments—sometimes individually, sometimes as a team. It means celebrating their efforts when they go “one step beyond” for their customers.

If you seriously intend to distinguish yourself from the competition through smooth, seamless Knock Your Socks Off Service, you won’t accomplish that by hiring from the labor pool from hell or by maintaining a payroll that turns over faster than dishwashers in a Las Vegas hotel.

1

Recruit Creatively and Hire Carefully

Development can help great people be even better—but if I had a dollar to spend, I’d spend 70 cents getting the right person in the door.

—Paul Russell

Director of Leadership and
Development, Google

On Interstate 4 southwest of Orlando, Florida, a striking cream and tan building fronts the freeway. A big—very big—sign defines it in one eloquently simple word: casting. It’s the Walt Disney World personnel office. That one word says a lot about not just Disney but all companies that are focused on becoming known for Knock Your Socks Off Service. They don’t “hire” people for “jobs” in an organization; they “cast” people for a “role” in a service performance.

In service-focused companies, customer service jobs are thought of less like factory work and much more like theater. At a play, the audience files in, the curtain goes up, the actors make their entrances and speak their lines, and—if each and every cast member, not to mention the writer, director, stagehands, costumers, makeup artists, and lighting technicians, has prepared themselves and the theater well—the audience enjoys the show and tells others about it. Then again, the whole production can be a magnificent flop if just one person fails to do a job on which everyone else depends.

In today’s service-driven business world, you are more director than boss, more choreographer than administrator. Your frontline people are the actors, and your customers are the audience for whom they must perform. Everyone else is support crew, charged with making sure the theater is right, the sets ready, and the actors are primed and prepared. You have to prepare your cast to know their cues, hit their marks, deliver their lines, and improvise when another cast member or someone in the audience disrupts the carefully plotted flow of the performance. And, of course, once the curtain goes up, all you can do is watch and whisper from the wings. You’re not allowed on stage. You’d just get in the way!

Balancing Efficiency and Effectiveness

Given all the currents flowing under and around the hiring process today, the last thing you want to do is rush into a decision that can make or break how the critics—your customers—rate the quality of your service performances. Once the casting decision has been made, your entire production’s reviews are going to depend on the person you’ve chosen for the role. It’s as easy to be taken in by an attractive external facade as by a well-proportioned résumé. Neither may be truly indicative of whether someone can play the part the way you need it to be played.

Yes, the show must go on. But if you’ve been building a good, versatile cast, you should have understudies ready to fill in while you look for new additions to your service repertory crew. Despite the pressures for output or scarcity of talent, don’t rush the process. Invest the time and effort needed to get the right person. When you do, you’ll find you’re in good company.

In our research of companies with exemplary service practices, we found painstaking thoroughness built into every step of their selection process for service employees. Rather than focusing only on metrics like cost-per-hire or time-to-fill open jobs, these organizations were just as concerned with finding the right fit—in both an applicant’s technical skills as well as hard-wired attributes like personality and values—for customer contact jobs. Customer-centric companies understand that success in service roles is as much about having the right temperament or the desire and emotional fortitude to deal with customers day in and out, as it is about product knowledge or mastering new technologies. While plenty of job prospects are blessed with good social skills, not all have a high level of tolerance for contact—the ability to engage in many successive short bursts of interaction with customers without becoming overstressed, robotic, or unempathetic.

Casting a Role, Not Filling a Job

Filling out your service cast with people who can star in their roles is the key to success. But casting your customer service play is far more involved and difficult than hiring “somebody—anybody” to sit in a chair and answer a phone or stand at a counter and take orders. Consider the following three key differences between merely filling a slot and finding someone capable of playing a part.

1. Great service performers must be able to create a relationship with the audience. From the customer’s standpoint, every performance is “live” and hence unique. It earns the best reviews when it appears genuine, perhaps even spontaneous. And it should never be rigidly scripted—certainly not canned.

• Implication: Customer service cast members must have good person-to-person skills; their speaking, listening, and interacting styles should seem natural and friendly and appropriate to the situation—neither stiff and formal nor overly familiar. As Jim von Maur, president of Iowa-based Von Maur department stores, says of his own company’s hiring philosophy, “My Dad had a theory: We can train them to sell. We can’t train them to be nice—that was their parents’ job.”³

2. Great service performers must be able to handle pressure. There are many kinds of pressure—pressure of the clock, pressure from customers, pressure from other players in the service cast, and pressure from the desire to do a good job for both customer and company even though the two may be in conflict.

• Implication: Members of the customer service cast must be good at handling their own emotions, be calm under fire, and not be susceptible to “catching the stress virus” from upset customers. At the same time, they have to acknowledge and support their customers’ upsets and problems and demonstrate a desire to help resolve the situation in the best way possible.

3. Great service performers must be able to learn new scripts. They have to be flexible enough to adjust to changes in the cast and conditions surrounding them, make changes in their own performance as conditions warrant, and still seem natural and knowledgeable.

• Implication: Customer service cast members need to be lifelong learners—curious enough to learn from the environment, comfortable enough to be constantly looking for new ways to enhance their performance, and confident enough to indulge the natural curiosity to ask, “Why is that?” and poke around the organization to learn how things really work. Those who are comfortable with change and handle it well can be the most helpful to customers and need minimal hand holding from their managers.

To get the right kind of people for your company, you have to know (1) what you’re looking for and (2) how to look for it.

Eight Tips for Casting Well

1. Treat every vacancy like an open role in a play. Define the service role you are auditioning people for in terms of the part the new cast members must play and how they’ll have to relate to the other members in the cast. Make people skills and technical knowledge of equal importance in your hiring.

2. Identify the skills needed for the role. Once the interview begins, it’s too late to start thinking about what you want to learn. Based on the job description and your knowledge of the role you are casting, what traits or personal attributes do you want new cast members to possess? Friendliness? Competence? Empathy? Creativity? Confidence? How will you judge the presence or absence of those traits to your satisfaction? Focus the various stages of the selection process on the real-world skills demanded by the part you’re trying to fill.

3. “Screen test” your applicants. Try role-playing difficult customer situations with applicants or posing “what would you do if” questions based on the kinds of situations likely to occur on the job. You don’t want to listen just for “right” or “wrong” answers. You can train them to use the right words later. Listen for orientation and attitude.

PetSmart, the Phoenix, Arizona based retailer of specialty pet products, decided to move interviews with job candidates from its back office to the sales floor as a way to better “screen test” their interpersonal skills. Managers now walk applicants around the store, periodically striking up conversations with shoppers and then stepping back to see how the applicant interacts with the customer. The company believes these impromptu “auditions” provide a valuable glimpse into how candidates would function on the job.⁴ The Ritz-Carlton Hotel Company has found that the way applicants greet employees in the back (or heart) of the house—the kitchen, housekeeping, or security—will tell a lot about how the front of the house guests will be treated should the applicant be hired.

4. Use multiple selection methods. Remember test anxiety in school? Job applicants get it, too. Instead of sifting all applicants through one coarse screen, use a succession of fine ones to help you differentiate. Using a variety of methods also helps counter an overreliance on intuition or gut feel in the hiring process. As Guy Kawasaki, author of the best-selling book Enchantment and a major contributor to the early success of Apple Computer says, “the problem with intuition is that people only remember when their intuition was right—truth be told, their intuition was probably wrong as often as right.”

Selection Questions

There are no magic questions that automatically illustrate an applicant’s character and service outlook. But there are questions that work better than others at eliciting the kind of information you need in order to make an informed hiring decision. Here are a few to use or adapt:

• What does giving the customer “superior service” mean to you?

• Let me give you a typical customer service situation we get here at Acme. (Describe the situation.) How would you handle this type of situation? (Look for attitude, not the perfect solution.)

• Tell me about a time when you successfully balanced the best interests of the company with the best interests of a customer.

• We all get weary from time to time from the pressure of dealing with people. What do you do to renew yourself so you can stay “up,” fresh, and enthusiastic on the job?

• I know I sometimes get uptight when I have to deal with an irate customer. You’ve had experience with difficult customers. Can you offer an example that shows how you might typically handle them?

• What do you like most about being in customer service?

• If you were asked to coach someone brand new to serving customers, what advice would you give that person? What “do’s and don’ts” would you tell them?

Consider:

• Multiple Interviews. See your applicants more than once, each time with specific objectives in mind for the interview. In the first interview you’re likely to encounter a highly prepared or scripted candidate, but by the second or third interview you’ll begin to see more of the “real” person who will provide more revealing, high-quality information.

• Peer Interviews. In firms where teamwork is valued, it’s not uncommon for cast members who will be working with whomever is hired to be trained to do short interviews of their own. Their viewpoints are highly functional. When the project has to be finished under the gun, the person you’re hiring is someone they’ll need to work with and depend on. Southwest Airlines will not hire an applicant to be a flight attendant unless the applicant has received an affirmative nod from a group of Southwest flight attendants.

• Job-Validated Testing. Tests that reflect the true nature of the job and assess the key skills needed to do it proficiently are valid, provided they’re administered equally and fairly to everyone under consideration. Use them.

• Job Previewing. Let applicants spend some time seeing what they’re getting themselves into. If they’re serious, they’ll find ways to better present their qualifications to you. If the job turns out to be something other than what they were expecting, they’ll often save you the cost of a bad...