Customer Service
Continued from page 45
OBJECTIVE 2:
COMMUNICATE THE “TRUE PRODUCT”
In order to get the highest level of
performance, associates need to understand the value of what they do beyond
the mechanics of the job. Most people
want to know their work is meaningful to
others. This is why Walt Disney World’s
true product is not rides; it is “happiness.”
Select Medical Corp.’s true product is not
medicine; it is “miracles.” BMW Canada’s
true product is not a car; it is the “ultimate
driving experience.” These companies use
their training programs to communicate
the true product.
Imagine, for instance, being hired as a
mechanic with a BMW Canada auto dealership. It is one thing to be told, “You fix
cars.” It is something else to understand
that you are part of creating the “ultimate
driving experience.” In the latter, you are
encouraged to help customers get the
most from these very special cars. Clearly,
you can’t simply communicate the true
2016 Issue 3 | GearedUp
Communicating the
true product is an
important part of
the process. Most
employees want to
be part of something
larger than the basics
of their jobs.
46
product and leave it at that. There must
be systems and processes that support
the philosophy. But, communicating the
true product is an important part of the
process. Most employees want to be part
of something larger than the basics of
their jobs. Walt Disney World custodial
hosts and hostesses, for example, not
only keep the parks clean, they answer
questions, take photographs for guests
and “sweep with showmanship.” They are
creating happiness.
Once again, one of the best ways to
communicate the true product is through
storytelling. To say, “We create happiness,” is nice, but not very effective.
To provide ongoing examples of how
it is done, and celebrating those who
do, provides a model for associates to
emulate. This is why storytelling is at the
core of Disney’s approach to training.
What is your company’s true
product? It is the benefit your customers
get by using your product or service.
hospital employees are expected to knock
and ask permission before entering any
patient’s room. They are expected to pull
the privacy curtain any time they are
with a patient. All hospital employees are
expected to explain any procedure they
are doing, demonstrating respect for the
patient’s dignity. These behaviors are nonnegotiable. The behaviors are introduced
during orientation, reinforced during
on-the-job training, and employees are
thereafter held accountable for them.
OBJECTIVE 3:
CONCLUDING COMMENTS
COMMUNICATE EXPECTATIONS
One of the top reasons for employee
defection is a lack of clarity regarding
expectations. When people don’t know
what it takes to be successful, they do
their best to simply stay out of trouble and
off the radar screen. Clear expectations
provide a template for success. Consistent,
non-negotiable service standards sound
limiting at first glance. In reality, consistent standards are liberating in that they
allow employees to focus their creativity in
appropriate ways.
Most organizations today have stated
values. The problem lies in the fact that
these stated values are often vague, they
are similar to the values of every other
organization, there are too many for an
individual to keep top of mind. It is vital to
zero in on four or five organizational values
that are “core-core.” Violation of any of
these values, even once, diminishes the
very identity of your organization. Many
organizations will argue that “all 25 of our
values are important.” While this may be
true, I would challenge anyone to recite
those 25 values, and I would question the
“coreness” of all of them.
Training should communicate these
core values as behaviors. What do the
values look like, sound like and feel like
in action? The more information you
provide, the greater the likelihood you
will get the performance you are looking
for. For example, “Respect for the Individual” is a core value of the hospital
I mentioned earlier. Behaviorally, all
If you want to build a service culture,
service training will play an important
role. Of course, technical training is, and
will continue to be, an important part of
any training program. Most companies,
however, focus strictly on the technical
skills and ignore the service culture skills,
thinking that employees will simply catch
on. The poor state of customer service in
most companies demonstrates that most
employees don’t catch on. World class
companies ensure that employees:
1. Are proud of the organization
2. Understand the true product
3. Understand what is expected
Manager 1: “What if I put all of this
effort into training my associates and they
leave?”
Manager 2: “What if you don’t put
any effort into training your associates and
they stay?” G
Dennis Snow is the president of Snow
& Associates Inc. Dennis worked with
the Walt Disney World Co. for 20 years
and now consults with organizations
around the world, helping them achieve
their customer service goals. He is the
author of “Unleashing Excellence: The
Complete Guide to Ultimate Customer
Service” and “Lessons From the Mouse: A
Guide for Applying Disney World’s Secrets
of Success to Your Organization, Your
Career and Your Life.” You can reach
Dennis at 407-294-1855 or visit his
website at www.snowassociates.com.