Service Excellence

Take Ownership of Customer Complaints

Avoid placing blame on someone else, sincerely apologize, and take ownership of the situation. Try not to offer customers a prescribed solution to their problems, the suggested solution should be personalized. Don’t forget to thank your customers for their feedback, whether it is positive or negative.

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Practice Your Response

It’s normal to feel defensive when listening to a customer complain about their experience or service. Practice listening and responding to complaints with team members. Remember, the complaint isn’t personal and mostly the customer wants to feel listened to. Before responding to feedback in an emotional manner listen, empathize, and ask questions to get as much clarity as possible about the situation.

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Empower Employees

Give individuals on the front lines the authority to do what it takes to make customers happy, so their issues are solved the first time. Employees closest to the customers are most in tune with customer pain points and how to solve them. Harvest this information for continuous customer service recovery and improvement.

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Remove Service Barriers

The number one complaint customers cite is the difficulty of resolving their problems. Analyze your customer service process. Are there obstacles your customers must face to resolve their issue? How can you make it easier for customers to have their complaints resolved?

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Service Sets You Apart

Think from your customer’s point of view; what does your organization do to provide its customers with unmistakable value? How do your employees create loyal stakeholders? Do you see room for improvement?

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Recognize Service Excellence

Who provides unmistakable value within your organization? Who follows the standards for service excellence? When you see it, recognize it! Thank this person for living the organization’s values and being an example of what right looks like. You can let them know on the spot, or bring it up during your next team meeting. Recognizing the behavior and actions that are most important to our organization’s success positively reinforces the performance we want to have continued.

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Connect to Serve

When leaders help their teams connect their daily work to a greater purpose, people become motivated to serve. Behind all of the daily tasks, what is the ultimate outcome and what actions can your team take to get there? Help your team connect to purpose while providing clear directions for serving stakeholders.

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Salute Customer Praise

Collect customer comments that reflect the unmistakable value your organization provides. Share those comments with your team to open up team meetings or as a quick email to remind them of the difference they make by providing unmistakable value to those they serve.

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Standards Guide

Standards of service describe what it looks like when we are living our values. The standards guide employees on how they should treat each other and those they serve. To create standards, start with what the organization’s values and define those values. Next, determine what behaviors and actions align to living those values with our stakeholders. Finally, share the standards with your teams.

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Measure to Provide Unmistakable Value

To illustrate to teams the value of their service, it’s critical to measure progress, gather feedback and share that information with employees and customers. Having conversations about those numbers will enable you to identify opportunities for improvement. These conversations facilitate how to get better at providing stakeholders with unmistakable value.

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Leaders in Service

Team leaders and organization leaders set the example for how customers are treated. When leaders connect with employees, employees learn how to connect with their stakeholders. Connect with at least one employee each day this week.

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Reflect on Service

Gather data from your customers and front-end employees about their service experience with your organization. Listen to the feedback and analyze it to identify themes. Then discuss this information with your teams and brainstorm ideas to improve the experience. Choose 1-3 actions for improvement and decide which team members will own them.

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Satisfaction Surveys

How do you know your stakeholders are satisfied? The best way is to ask. Create a stakeholder feedback survey and distribute it to customers, clients, the community, parents, etc., to gather essential data used for decision making and future success.

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Reflect on Values

What does your organization value? How do you role-model one of the values? How do those you work with role-model this value? How can your organization strengthen its commitment to living out the values?

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Forward Virtual Wins

When you receive an email from a customer or client celebrating an individual who makes a difference in your organization, spread the love. Forward the email to your entire team. Not only does it provide an example of what the right behavior looks like, but it will also help the team stay connected to their purpose.

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What is Their Preference?

Do your customers prefer an email or a phone call? Do they prefer 1 email a week, or 1 email a month? Learn your customers’ preferences and use the information to ensure they’re engaged the way they prefer.

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Develop Norms for Emails

Create organizational standards for email communication. Should the sender receive a response within 24 hours? Are your employees expected to answer emails after-hours? After email standards have been created, leadership will set an example by role-modeling the expected behaviors.

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Check Before You Send

Avoid embarrassing and sometimes costly mistakes by double checking every email before you click send. Once it goes out, you can’t get it back.

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Catch Them in the Act

Look for who is modeling what’s right today, and thank them. “The key to developing people is to catch them doing something right. Catching people doing things right provides satisfaction and motivates good performance.” Ken Blanchard & Spencer Johnson – The One Minute Manager

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