“Everyone on the team plays an equal role. My role is to create the wave and everyone on our team keeps the wave going.” – William Fang, Founder, Vizio***
I recently entered an establishment for the first time as a customer. I was with another individual who lives in that area. We were part of a group that was there for personal services. Of course our goal was to arrive on time but because I had the unfortunate responsibility to attend a funeral service that morning, we were about 15 minutes late when we arrived but took another 10 minutes to find parking, making us 25 minutes late. The service for which we were scheduled was less extensive then the services being received by the rest of our party but being on time still mattered.
When we arrived, the others were already engaged in receiving services. We were instructed by a woman at the front desk who greeted us with this, “Since you were late in arriving we are unable to perform the full level of service that you had requested, so instead of service A, we are only able to give you B, so we can stay on schedule. Would you like to proceed with that service?” In all honesty, it had been such a whirlwind of a day that I was still trying to catch up with myself. I really didn’t even realize that we had walked in as late as we did. In getting my mind focused on what the woman had just said, I slowly comprehended what she was conveying and thought to myself, “Oh, she’s saying we can’t get the originally requested service…only a condensed version.” I was there as part of a group activity so naturally, the answer was yes…more like, “OK, fine!” but yes nonetheless.
We were whisked over to the service area, not even seated with the rest of the group because of the setup of the establishment and our services quickly ensued. A couple of instructions and requests were exchanged, as would normally occur, though they were presented by the other guest or myself. One of the two employees servicing us was rather matter of fact and authoritative in her responses, much like a mother would speak to her child when they asked for something that Mom really didn’t want to do, while the other was agreeable but otherwise un-engaging. When they were done, we were walked over to another station, by Ms. Agreeable, where our services were finalized… I knew we were done but the person with me, who had less experience with these services had to figure out that we were done at this point. That was not made very clear. I inspected my services to ensure I was satisfied and decided the service itself deserved a C+ because there was a rather obvious flaw that was visible in the work that was done. I don’t think Ms. Agreeable saw the flaw and it was definitely unintentional, but it was still there. The person I was with was disappointed and not at all impressed by her first time experience with this type of service. I had something to compare it to, as I normally receive such services at another establishment.
Now, the next day, I had a repeat of being late. I know, I know… what am I confessing to my readers? Well, in this case, I was having a similar service done. The above description, if you hadn’t guessed was a pedicure. This second day example was for a manicure. I was running late because I did not have my car. My husband had to take the car, we are both driving, to take my son for a haircut. My daughter was in town so I asked her to drop me off on her way to her own nail appointment. I am usually not late for my manicures. In fact, a joking statement about my being early was stated a couple of times when I arrived 10-15 minutes early in the past. I tried calling to say I’d be late but the call went directly to voicemail. I arrived 10 minutes late. I went in, and the woman at the desk:
A. Smiled and said, “Hi. We can still get you in for your manicure. Go ahead and pick out the color you want.” I had not yet informed her of the failed attempt to let them know I was running late. When I did she acknowledged it with surprise that the call didn’t ring through and she had me proceed with preparing for my appointment.
B. There was a change in the person who was assigned to perform my manicure. The woman informed me of the person who would do my nails and seated me at that person’s work station. It normally takes 70 to 90 minutes for my nail appointments. I was pretty much done in 60 minutes.
Which establishment would get a higher rating?
Which establishment made me want to return for future services?
Which establishment lost two recommendations as well as a future customer?
So what’s my point? Two things: Company Culture and Customer Care
Company Culture
The culture of an organization is created by its leaders. The leaders influence and inspire staff and volunteers on how to act and how to treat others who visit or become part of the organization. If the tone and feel does not resonate with the staff and volunteers then leadership is doing a poor job of influencing and inspiring others to spread the desired tone and feel. The tone and feel could be friendly, busy, serious, luxurious, family-oriented etc. Whatever it is, it is not automatic and it is not accidental. I will concede that when it comes across as negative, it is usually unintentional but still not accidental.
The company culture is shaped by the values, attitudes, intentions and practices that distinguish an organization. When we go into a house of worship, we are often analyzing the culture of the place we’re visiting to determine how we feel about it or better yet, how it makes us feel. We do the same when we go into a bank, a retail establishment or service provider. It is therefore imperative that we remember the old adage, first impressions are lasting ones. How we make people feel on their first visit makes all the difference in the world in getting them to return because they want to repeat the pleasant experience they first had. More importantly, we have to have that impression engrained in the fabric of the organization’s behaviors and practices so that a second, third and even 50th encounter will deliver that same experience. If the culture is real, it will be felt each time there is an encounter and with every person on staff. It’s not accidental.
- Define the culture – formally define what is meant by culture in an organization and what that specific culture is for your organization.
- Describe the behaviors that create that culture – Brainstorming the actions that create the defined culture fine with the right set of people, in an effort to get varied insights. Make sure, however that the original intent does not get diluted, weakened by those who are afraid to set high behavioral expectations.
- Communicate the culture and its corresponding behaviors – Once expected behaviors have been identified and flushed out that will create the impeccable culture, communicate them eight times, in eight ways on a consistent basis to ingrain them in the hearts and minds of everyone on the team. Once everyone has heard it, do it again…and again… and again. Do not stop, lest you miss someone or someone misses the importance you want them to understand. Keep it ever before them and in front of your own eyes lest you forget!
- Clarify the importance of culturally relevant behaviors to all team members – no matter what role or responsibility one has, everyone should have a full understanding of how they must behave at all times. Everyone must know the specific behaviors they are to convey while carrying out the scope of their responsibilities.
- Screen newcomers on culturally relevant behaviors – it’s better to have those who possess the behaviors than to try to teach the behaviors to those who don’t already possess or value them.
- Describe the levels of accountability for the desired culture – who will hold whom responsible? There should be peer to peer accountability, peer to leader and leader to peer accountability; all done respectfully but all understanding that others are watching and will take their roles seriously. Make it very clear that no one is exempt and anyone attempting to evade the responsibility of holding self or others accountable will not be acceptable.
- Hold everyone accountable for maintaining the defined culture – When there is a breech in the accountability area of maintaining a desired culture, the punishment should fit the crime. Don’t go overboard but don’t underestimate the value of the message. How you hold others accountable for their accountability will determine if they take it seriously or not. There is nothing worse than leaders under you who scoff at your expectations and thus send a message to others that it’s all a joke. Such individuals should be removed. That’s not leadership, it’s sabotage.
- Don’t fall asleep on the culture watch – one thing that leaders must be careful of is becoming complacent when things are seemingly going well or becoming indifferent in their weariness to maintain the fight for what they want to see accomplished. Both are dangerous and both will produce the opposite of the desired results. I believe it was Mick Jagger who said, “Anything worth doing is worth overdoing.” And Seal said “Anything worth doing is worth overdoing. Moderation is for cowards.” Stay alert. An unwatched pot will eventually burn.
Customer Service
Good customer service, also good patient service, service excellence, membership care, is what customers expect and deserve when patronizing or supporting your establishment. When it’s a membership care situation, it also means helping those members recognize they wear two hats – member and service provider. They have the responsibility of giving the same service they expect to receive.
The culture of an organization and the customer care it gives, goes hand in hand. I expounded on the following in a previous post, “Leadership: Building a Customer Service Driven Culture.”
Be friendly – no one wants a mean, surly, dry or exasperated person doing anything for them. Fix your face, paint that smile on your face and make them feel like they are the most important person in the world.
Be prompt – acknowledge and address people quickly when they present themselves. Do not ignore people just because you are doing something else People always matter!
Be knowledgeable – of the services and products you offer.
Be proactive – anticipate people’s needs and make it happen.
Be Inclusive – Different people want different things but don’t skimp on the quality of service. Be respectful, insightful and aware of differences without stereotyping.
Be Flexible – Give multiple options for giving information, receiving information, service and selections. If you don’t, please understand someone else will. If you only take cash, it won’t take long for people to find another business to patronize where they can use their bank or credit card.
Be Thankful – say thank you and act thankful by listening to what people say about your offerings.
No amount of leadership and no organization can exist without excellence in how they care for customers and no organization exists separate from a culture. The question is, what kind of culture are you maintaining?