The Simple Truths of a Complex Customer Experience

Customer service; it's external, internal, and based on personal perception and expectation. It's consistently changing experiences and interactions that are influenced by age, culture, current environment, and mood. Simply put: customer service is complex.

So how do you design effective procedures for your employees and develop a solid training program that satisfies such a wide variety of people and ever-changing factors? Though challenging, customer service training is vitally important for the success, sustainability, and profitability of your business unit, product, or service and it should be regarded as a top priority. In this blog we'll discuss the challenges of training for such seemingly unpredictable circumstances and why a company should focus on this crucial area of "soft-skills" development.

While attempting to find an engaging image for this post, I had an eye-opening discovery on the perceptions of customer service. I Googled the key words "royalty-free customer service images" and the first 100-200 images generated by my search were of a single person having a phone conversation on a wireless headpiece. While they appeared to be very friendly, smiley people, it occurred to me that a very important element was missing in the picture; the customer. 

This sample of pictures didn't properly illustrate that customer service involves an interaction between two or more people. The images would have left you thinking that good customer service simply requires a good looking twenty-something and hands-free technology; a laughable proposition. If it were that simple I would venture to say that the world of commerce would be overflowing with exceptional customer service and that the unemployment rate of our twenty-somethings would be nonexistent. So what is missing from this picture? There are companies that are known for their service. What sets them apart from the rest?

Let's start by reflecting on our own customer service experiences. Don't be surprised if some of the worst ones come to mind first. This is pretty normal. Often we are most affected by those negative experiences which seem to conflict strongly with our own expectations and these memories can be stronger. The good experiences don't upset our emotions as much as the bad ones do, and our complacency and satisfaction can actually make these positive experiences more difficult to recall. 

Think about certain businesses you frequent or a certain department within your company that you enjoy working closely with on projects. Perhaps it's the mechanic you bring your car to whenever there's an issue, the local bakery that you frequent to grab a pastry and a coffee, or the barber/beautician who is the only person you would trust with your unruly do. What is it about that particular product or service that keeps you coming back? Chances are it's multiple things and when all is said and done, it's the fact that you leave that experience feeling respected, satisfied, and quite possibly in a better mood than you were in before you went in. 

In order for someone to label their entire interaction or transaction excellent it should be positive from beginning to end; including the greeting, service throughout, closing of the sale, and any necessary follow-up.This is why it is important for any customer service training program to have a comprehensive training model. A successful customer service procedure cannot simply focus on a single aspect of the process. A talented training developer and facilitator focuses on providing a program that prepares the trainee for a comprehensive experience. 

Training for the bigger picture means that the approach must go deeper than providing canned responses. Trainees need to understand the mission and values of their employer, be knowledgeable about their product and/or service, and aware of the expectations that their audience (the customer) has for them. The purpose of customer service training is to provide the trainee with a good idea of what "full" service is and should be. The challenge is that "full" service is an evolving principle. The diagram below gives a good illustration of how drastically customer service communication has changed in a relatively short period of time.

Borrowed from: http://finntrack.co.uk/learners/marketing_strategy.html

This image helps us to consider customer service expectations from a generational perspective. You have one segment of the population that still remembers a world in which anything you bought or sold was done locally. Transactions were personal and face-to-face. This was even true in the workplace, where if you didn't understand a concept or a task you asked a supervisor or individual with more experience than yourself for insight and advice. 

Now a large segment of the population is more familiar and comfortable with ordering what they need online, turning to chat services when confronted with an issue, and may very well reference Google or Wikipedia before asking advice from another person in the office. Commerce today is set up in such a way that our younger generation can research, buy, return (if needed), and review a product or service without interacting directly with another person at any point throughout the process. 

Customer service interactions in the digital age can be drastically different, but the importance of a quality personal interaction is not extinct by any means. We are an inherently social species that will always desire to be received in a friendly manner and valued as a customer. All of the social media and time-saving tools in the world will not change this simple, yet fundamental fact.

Furthermore, quality customer service training is not exclusive to the hospitality industry. In fact, it's not even exclusive to an external focus. Quality service is just as important internally. A company that pretends to be one thing to it's customers, but does not practice the same values within is not fooling anyone. It truly is as simple as the saying, "Practice what you preach." 

This is why an expert training professional who can design and develop a custom training solution is worth their weight in gold. A seasoned professional can assess a current culture, their goals, and their audience and develop a program that will benefit multiple divisions. Setting service expectations is a major shift that requires deliberate and careful planning.

Our team is currently working with a client on a major visitor experience initiative. The challenges are diverse; the client is striving to engage multiple generations and cultures, overcome some public misconceptions, and continue to keep pace with their own extraordinary growth. While fast-paced growth can create some challenge, it is also a great source of motivation. We are already beginning to see the fruits of our efforts presenting themselves in the internal interest and excitement for the new training program. The team is encouraged by their growth and excited about cultivating even greater success.

Do you see service related challenges in your own personal or professional environment? If you do, our team of expert trainers would love to hear about your experience and provide you with some useful tools and insights in our April edition of the Insider. 

As an added bonus, the first four readers to either share a customer service experience or ask our training experts a question on the topic in the comments below will not only receive helpful feedback, but a Starbucks gift card as well! Share with us how the evolution of customer service into the digital age or generational variations in service expectations have affected your work or consumer experience. Our team is in the business of exceptional service and we want to hear from our readers about how we can help.

Do you have a question or concern and don't want to leave a comment? We'd love to hear from you! Just email or call (949.336.6444).

The Equal Opportunity Advocate Asks "Dear EB"

Dear EB:

I have a coworker who's incredibly smart and talented, and really wants to contribute as much as she can to the rest of the team. A lot of the times, this means that she does the most talking in meetings and brainstorming sessions, effectively removing the chance for any other team members to contribute their ideas and have their voice heard. It's getting to the point where it's having an adverse effect on the growth of the team, and so I'm wondering, what is a good way to bring more balance to the contributions in order to allow other team members' voices to be heard?

Sincerely,
The Equal Opportunity Advocate


Dear Equal Opportunity Advocate:

Your question certainly brings back similar times for me working with peers—feeling “caught” in situations where others’ or my ideas are being blocked from being aired. It does not matter on over-contributors’ intents—their actions are blocking good, great, or perhaps the best ideas from being shared and therefore positively affecting results.

First, I commend you on wanting to take action. Too many times, I have witnessed the same behavior on intact work teams. Instead of taking positive action, the team members attempt to fix or control the over-contributor and then the team members become even more frustrated that their efforts did not magically work.

In situations like this one, you can choose between two separate approaches or instead opt for a combination approach. The best approach will depend on the people you work with and the dynamics of the group. The direct approach would be to address the over-contributor in a personal, one-to-one manner. In a different team dynamic, it may be best to reach out to a team leader in a private meeting where you can voice your concern and propose a resolution.

When I experience counter-productive situations with peers, I try to remember something one of my past leaders told me: assume positive intent. At times the pace of work and stress can be high and I even fail by acting hastily before taking some time for reflection—we are human. I then remember to take a pause and try to reflect on why the person chose to act the way that I observed. Speaking from my experience, it typically comes down to the fact that others have allowed the behavior to go on for so long in the work environment combined with the person, in your case the over-contributor, receiving continuous, positive reinforcement.

Following the first path, consider how the over-contributor tends to receive feedback based on past situations. Does she tend to be open to listening and taking in feedback? Does she tend to become defensive? How would she react if you approached her one-to-one outside of earshot of others in your work environment and you asked, “I see we have an upcoming brainstorming meeting—do you have a minute to chat?”

If you take the lead to approach her, then what has worked for me is to frame the conversation from your experience and impact on you, and possibly others. For example, in a very calm, relaxed facial, and open body posture, you might say, “I know that we are going to brainstorm new system processes changes. During past brainstorming sessions, I notice that based on your knowledge and past experience, you always have much to offer. However, at times, I can see that not all the other voices, mine included, are being heard, which then influences our teaming and ownership on the new changes. I was wondering how we could resolve this so that while you get your ideas out, we all also get the opportunity to express at least one of our ideas aloud for discussion. What are your thoughts?”

Be prepared—as she may challenge you for examples. Be factual by briefly stating a few actual observations you experienced from a most recent meeting. For example, “When we were discussing a resolution on addressing the data results from last quarter, you were the first to speak and shared your full list of eight ideas before anyone else had an opportunity to share. When it came time for others to chime in, nothing was shared.” Direct the conversation towards working on a solution where everyone knows they'll have the opportunity to share.

If you decide not to take the direct path and/or you do and it does not work the way you intended, you should directly address your team leader. In fact, your team leader should be stepping up to create the environment where all ideas are brought out “on the table” from everyone—even those who typically might be reticent to speaking up at meetings—as you never know who might offer an even better approach or an enhancement.

From what I can infer from your question, and my experience, teams tend to forget that they need expectations set for all meeting types—they assume that everyone knows. I would approach your leader in the same fashion I shared for the over-contributor, for example, you could say, “Before we are in the scheduled brainstorming meeting—do you have a minute to chat?” During your meeting, you can open the discussion with, “I would like to suggest that we establish team expectations for all brainstorming meeting sessions. For example, we have 11 on our team. We should be told that we must come prepared with at least one—the more the better—idea to address the new system processes changes. At the meeting, everyone needs to share their one idea before we go back around to the first person. Preferably, we should start discussing either randomly or with the person who tends to be quiet. We never know who might have a part of the solution. What are your thoughts?”

At this point, your leader might open the discussion to possibly accept what you are suggesting as well as ask you what actually transpired to nudge you to make this suggestion. Again, focus on your positive intent—wanting to build team camaraderie and explore all potential solutions. Do not use the discussion to throw the over-contributor “under-the-bus”. Instead, focus on facts of your experience from past meetings, such as, “Well, in the last meeting on addressing the data results from last quarter, Karen began and ended the discussion by sharing eight ideas before anyone else had an opportunity to share—and therefore be heard and validated.”

As previously stated, addressing behavioral situations that impact productivity on a peer-to-peer basis can be very challenging. However, you owe it to yourself to help create a productive team environment—plus you are now practicing an important skill required for all effective team leaders. Your best direction between which path to take depends on the affability of the over-contributor and the level of comfort you have in your work relationship with her.

Good luck to you and your team as you move forward!

Robert Gasdick
Training Delivery & Design Consultant

About Our Dear EB Author: Robert Gasdick has 26 years of progressive experience in the banking-related industry and human resources. As an external consultant/trainer he facilitates courses in areas such as leadership, management, communication, conflict resolution, change, presentation skills and business writing.

Escoe Bliss is proud to count Mr. Gasdick among our team of talented consultants. Please contact us to learn how we can provide your company with customized training solutions.

Ask Dear EB: Are you experiencing a challenging situation at your workplace and you'd like advice from Dear EB? Just send us an email and an expert Escoe Bliss consultant will respond with helpful and applicable advice via Blogging With Bliss and our next issue of The Insider. We pledge to keep all information anonymous and confidential.

Procedures That Jog, Not Clog

Looking to make 2012 a productive year for your department or company? Start with five powerful steps to help slim down written procedures, saving your company time and money.
 
1. Include only what’s needed.
Start from zero. Assume no information is needed. Then add only what is required by law, contract, or prudent business practice. Ask yourself, “Would any harm come to the company if we leave out the information?” If the answer is “No,” don’t include it. Ask, “Would any harm come if we leave it in?” If the answer is “Yes,” leave it out or send it somewhere else.


2. Write active sentences.  
Don’t wear out readers with long, passive sentences. Be direct: Tell who is responsible for what.
Passive: It is a good idea to have extended code included in the manual that has been revised.
Active: Include extended code in the revised manual.


3. Leave out forms.
Companies revise forms often. If a procedure includes a form, and the form changes, the procedure must be revised too. Simply refer to a form by name or number. Speaking of forms, place instructions on the form itself, close to the user, not in the procedure. Better yet, make forms so clear, users won’t need instructions.


4. Review procedures regularly. 
Obsolete procedures are not only useless, they’re expensive. Rework caused by out-of-date procedures can cost plenty. So can liability when companies no longer do what their procedures say they do. Consider adopting an automatic cancellation policy: If a procedure is important to keep, it’s important to keep current.


5. Place procedures online. 
If your company has a network, place procedures online. Print information only as needed. Online information retrieval systems, such as web-based, save much of the cost of printing, maintenance, filing, and storage. Electronic searching saves time.


Blogging with Bliss blogger, Dr. Adrienne Escoe, is the president and owner of Escoe Bliss Professional Resources and a policy and procedure expert.