From Service to Satisfaction - What a Journey

The Christmas shopping madness has started. The spirit of goodwill doesn't appear to have kicked into place yet - at least it hadn't in the hectic Leeds city centre last Saturday.

The problem? Lots of people eager, perhaps a little too eager, to get their gift shopping completed before the streets and shops got too busy. Well, we're not really bothered about the streets being too busy are we? That we can handle. But queues? Oh no, not again. Waiting, waiting and more waiting. only to be served by a store assistant who doesn't smile (because they've seen the length of the queue they HAVE TO serve) and so in their own mind are planning just how stressful their day will be. Isn't it strange how some people plan their stress...in advance? Talk about an unproductive mindset that could ultimately ruin your day, week (or even life).

Thank you for your patience

I visited a beauty store in Leeds last Saturday to buy a few gifts for my wife. And yes, I'm rather good at forward-planning so set off from home at 9am in an effort to avoid the worst of the expected stampede of people who can sometimes forget their manners when 'enjoying' the Christmas shopping experience. And, it was this forward-planning and foresight that allowed me to witness a simply fantastic demonstration of turning a problem into a solution - a very creative solution too. Here's what happened.

Having been served by a very helpful female staff member at the store, I'd selected my purchases and walked to join the queue of around 20 shoppers who were waiting to be called to pay for their purchases. And that's where the problems started.

The two staff members behind the cash desk were fumbling around with a cash register, paying no attention to the queuing customers and talking to each other in shallow whispers. A full 60 seconds later, there was no communication forthcoming from behind the cash desk, or from anywhere else for that matter. And wouldn't you just know it. One of the employees behind the cash desk wore a badge stating 'MANAGER. But clearly, this 'MANAGER' was not 'managing' very well at all. She was so involved in the problem that she forgot that the people in the queue were not obligated to wait AND actually wanted to give her their hard-earned cash. And that ultimately means, the people who keep her, and her employees in jobs were not allowed to purchase their items, at least not for now.

As some members of the growing queue began to share their frustrations with each other, others chose to return their items to the shelves and simply leave the store. After all, these people are actually in the store and in the queue for the cash till BECAUSE THEY WANT TO GIVE THEIR MONEY TO THE STORE! It's quite a simple concept that some retailers should concentrate on. Accept money from those individuals who wish to give it to you.

A full 2 minutes following my noticing the initial fumbling behind the cash desk, still no communication from the Manager about what was happening, why it was happening or, how she would ensure that the now even longer queue of shoppers would be cared for. Now, I'm a patient guy and I am more understanding than many people that problems can arise. And that's ok with me. What I do appreciate knowing is how the problem (which is affecting my shopping experience) is to be resolved. I'm from the 'Just tell me and I'll understand' tribe of shoppers.

Saved by an Angel

With more staff gathering round the cash desk,the manager becoming even more frustrated and more would-be customers leaving the store - without spending any money, it became apparent that one of the cash tills was not operational. Yes, there's only so many times you can say 'Re-Boot' before even the queuing customers want to shout out 'Stop RE-BOOTING...Even we know it's not working'.

Now for the flip. And a fantastic flip at that. In a moment of pure inspiration (or perhaps, desperation), the young lady who had served me 5 minutes earlier takes a stand. Here she goes in a warm, genuine and very apologetic voice. And remember, at this point, the manager is still not speaking to customers in any way and not aware that a public demonstration of brilliance is about to take place - right in front of her.

'Ladies and gentlemen, as you can see the cash till isn't working.....and we continue to re-boot...even though that isn't working.' At this point, the shoppers focus is drawn to the solitary figure of a smiling store assistant attempting to help, and without her Managers' permission or knowledge.

At this point, the Manager, and crowd of followers look up and towards their renegade colleague. How could she break rank and dare to think for herself? She continued 'One of our two cash tills isn't working, BUT, the other one is and we can now serve you on this one.' Fantastic eh? Even the manager was so involved in the problem which was the faulty cash till that her awareness wasn't drawn to the fact that their other cash till was completely operational and waiting to start chomping cash and visa cards. Remember, would-be buyers are still leaving the queue and exiting the store without making their purchase/s.

And on she goes, 'Now, I just want to let you know that I can't sing...and I can't dance very well...' drawing smiles and giggles from her audience,...now for the dramatic pause and a bundle of shoppers wondering where this was leading.... 'BUT I AM THE BEST gift wrapper you'll meet in Leeds today, so please bear with us and we'll do our best to take good care of you.'

No applause from her audience, but she attracted lots of smiles, a few 'Thank You's and an abundance of goodwill. As her reactive colleagues got their brains in to gear, she politely asked the next in line how they would like their gifts wrapped - in a box? in a bag? Would you like a bow too? Even grumpy children got a treat as, after seeking parents permission, she asked if they would like a sweetie. All of these questions and a few polite and timely offers helped her to flip a problem with 'Customer Service' in to an experience of 'Customer Satisfaction', at least satisfaction with her contribution.

This is a true story about an experience I had last Saturday. Now for some questions for you about your organisation:

- Do you focus on delivering 'Customer Service' or 'Customer Satisfaction'? And do you actually understand just how your bottom-line financial performance is adversely impacted by your employees missing opportunities to satisfy would-be and actual customers?

- Do you train your employees, not just customer service staff, but, sales people, even your IT team to focus on delivering customer satisfaction? If not, you're very likely to be wasting your company money. Just because you don't see it go missing, doesn't mean it's not being wasted.

- How do you actually know when a customer of yours is genuinely 'satisfied' with your product or service? And beyond that, how do you know when they are genuinely 'satisfied' or 'dis-satified' with the quality of service/dis-service you delivered?

- Excellent customer satisfaction doesn't just save you money (fewer complaints, more efficient communication, right-first-time), it can actually make your company money too.

In short, forget about delivering excellent customer service. It's a worn out statement that whilst well-meaning, has become an empty platitude thrown around by some corporate bosses and many motivational (or as i term many of them 'Irritational') speakers that it's become virtually worthless. Focus on satisfaction and your financial performance could be boosted beyond your highest expectations.

A Quick Lesson in Developing Trust

In 2005, the Italia Masters Tennis Championship brought together Fernando Verdasco of Spain and Andy Roddick of the USA. The battle had reached match point in favour of Roddick and Verdasco was to serve. Verdasco did serve, it was judged as a fault. He served for a second time - and once again, the umpire called Verdasco's serve as a fault. Match Roddick!

Well, it didn't quite work out that way. Roddick had just been awarded the match and by default, the cheers of the crowd. As Verdasco started the traditional walk to the net to shake hands with his opponent, Roddick remained still. Why would the victor remain still? Was he injured, shocked or was something else happening? It was indeed something very special and deeply human happening. Roddick was about to challenge the umpire's decision. A decision that was not only in his own favour, but one which had awarded him the match and safe passage to the next round.

Roddick politely and assertively stated his view that the ball was actually 'in' and not 'out'. He stated that the proof of his own call was that a slight indentation had formed on the clay court where Verdasco's second serve had impacted. As the ball had landed on the line and not outside the line, the match umpire allowed Roddick to overrule him.

As history shows, Verdasco went on to win the match and progress to the next round. But while Roddick may have lost the match, he won in so many other ways. He demonstrated strength of character, deeply held personal values relating to trust, honour and integrity, and if you were umpiring his next match and Roddick challenged your decision, might you just be a little more open to listening and understanding his viewpoint than you would of other sports men and women who moan, groan, complain and downright cheat to get their own way?

As my wonderful mother used to say to me 'Scott, always be honest. It's really easy to remember.'

Showing Two Fingers To Bad Behaviour - Football's Shameful Leaders

Many companies have a clause in their employment contracts which states something along the lines of 'the employee agrees to behave themselves, not be stupid, silly or get into trouble with the police - basically...BEHAVE YOURSELF'. Is it fair for a company to impose such a stipulation on its employees when they are outside of the workplace and outside their working hours? There is after all this growing awareness of human rights - we should be free to do as we please when away from work. Well, such a general statement could cause chaos in a world where social ills such as violence, illegal drug use and booze culture are growing fast.

But what about when a professional sportsperson/footballer (or two of them in this case) choose to break the rules set by their national team manager by allegedly going on a heavy drinking session when they should have been tucked up in bed in preparation for representing their county 24 hours later? Some people may challenge 'Well, as long as they perform on the pitch, why is it a problem?' while others may claim 'They get paid enough to behave themselves, how stupid can they be?'.

But while national team manager George Burley and Walter Smith, Rangers' Manager thought they had effectively resolved the matter of 'drinking on duty', what made matters worse, much worse in fact was the two players' two finger hand gestures to the television cameras during the Scotland v Iceland match when they were both on the bench and not selected to play due to their manager suspending them.

Whichever way we look at the situation that Barry Ferguson and Allan MacGregor currently find themselves in, the facts of the matter are:

1. The Scottish Football Association has decided that both players cannot represent their country again.
2. Both players have been suspended by their club for 2 weeks and have been fined 2 weeks' wages. Perhaps this isn't a big deal in itself as Ferguson reportedly earns £25,000 per week and MacGregor £15,000.
3. Barry Ferguson has been stripped of his club captaincy role and both players transfer listed by Rangers. They are unlikely to play for their club again, even though the Scottish league championship is rather tight this year and Rangers would benefit from having their best players available.

So what does this mean in a corporate sense?

How do you tackle those team members who choose to flout the rules and standards that your organisation set and you are paid to implement? Do you turn a blind eye if the rules are being broken by a high performing team member because you can't afford to upset them in case their performance drops?

How about, if as in Rangers case, you have a good chance of 'winning the championship' and you feel you can't afford to take your best player/s out of the team? Either way, whether they remain in the team or are suspended/fired, what messages do you send to other team members who behave impeccably well on a consistent basis?

If a member of your team behaves in such a manner that s/he is ultimately removed from your organisation, would you still provide a job reference saying they were a model employee/committed/dedicated, not mentioning the reason they left your organisation - even if the prospective employer asked you?

How many times do you give a team member 'another chance' to behave within the boundaries set by your organisation? When is enough, really enough?

What situations have you faced, or are facing where someone's behaviour is being tolerated even though it is destructive?

When have you procrastinated on taking action on a poor performer and it has got worse?

Have you had a time when you procrastinated on taking action on a performance/behaviour issue and the matter seemed to resolve itself?

Why do some people choose to let their ego get in the way of doing what they are paid (and hopefully, trusted) to do?

There is a big difference between 'making an example' of someone and leading by example. In my view, Walter Smith has set a standard which as well has having potential serious repercussions for both players future career prospects, sends a clear message to his current and future players - behave, or else. Perhaps Mr Smith is leading by example as football is supposed to be a family game and he may not want to promote the possibility of young, impressionable children accepting the behaviour of their role model/s as the norm.

http://www.guardian.co.uk/football/2009/apr/03/barry-ferguson-allan-mcgregor-banned-scotland-rangers

http://news.bbc.co.uk/sport1/hi/football/internationals/7983283.stm