Ever go to a restaurant that has great food, but the waitperson seems to be always working on another table, or focused on something besides serving you? And other times you may have been to a restaurant where the food is just OK, but the service is so good that it makes up for it-- Have you had those experiences? And which waiter got the bigger tip?
Customer Service is often a function of the level of attention and energy that is paid to the customer--
How many times, when someone asks us for something, do we add the item to the list of things we are currently working on, while the person asking expected action immediately? My wife will tell you it happens with us all the time. It isn't that we aren't working hard, we just aren't being responsive in the eyes of the asking party.
Can we agree that your "customer" is anyone who asks for something you provide, whether there is direct compensation, or simply a promise?
No objection? Then we'll continue . . . .
The details, from the point of the agreement on, are a matter of prior negotiation-- There is an expectation that the customer will rely on. The trick is to clarify the expectation such that the promise is reasonably achievable in the time frame, for the consideration (money, respect, appreciation, etc.). If there is no agreement, then there is no sale - implied or otherwise.
If Not Now, When?
Time management gurus will argue that it isn't reasonable to stop what you are doing to respond to every request - and most times, they would be right. Just not in the eyes of the customer---Customer requests don't need to be rational-- especially if the customer thinks they paid for, or otherwise deserve the prompt response. The best response would be to proactively manage the customer request - here are a few suggestions:
- Define the Objective - Use a "go-by" or common standard that works for you ("is something like X okay?")
- Agree on a Time frame - Make sure it is achievable (or better yet, beatable)
- Confirm & Follow Up - Do it like Amazon.com does and you will be a hero
OK, so how do I get one?
Through Trust
Trust is earned over time, by consistently delivering on promises, and it is earned most successfully by doing something so spectacular that the customer will "never forget" you, and what you did for them. Examples include saving their job, helping them win a client (or almost better, saving them from losing a client), achieving goals they didn't expect, and the list goes on . . . . they could count on you - without specifically telling you what to do. This requires a higher level of thought and effort than just being responsive. It involves thinking ahead as to what the customer needs in the future will be, and delivering on a higher level than the expectation.Promises, Promises
With projects-- especially large projects-- the commitment that establishes the expectation of a successful outcome is made up of multiple promises, made to many people, every day, for the life of the project. Commitments you make to your customers depend on promises made to you. A babysitter who fails in her promise to be on time, makes you late, which can ruin a whole evening of promises made to friends, etc. I know a superintendent who just won't let an unreasonable commitment stand -- "Tell me exactly how you are going to finish when you say" and "What time can I count on you Friday morning? I will call you ahead of time to make sure, and I will meet you", etc.---Some people are better at making good on their pledges than others -- just as some are more willing to accept "loose promises" from friends or coworkers than others. Why is that?
What Counts?
Accountability is taking responsibility for actions - some recourse for failed actions can be severe. Short of punishment, simply keeping track of how the people you are working with meet their commitments will show how accountable they are. For example, a person makes 5 commitments -- from when they will be at a meeting, to how many people they will bring, to when they will start work, how long they will work and when they will finish that day-- at the end of the day, you will have a good initial sampling of how accountable they are. If they did everything as they said they would, they would have a score of 5/5 - not yet complete trust, but a good start showing a routine of successful commitment. A lesser score would need attention and a score less than say 2/5 might be a sign that you can't count on this team member at all, without significant attitude adjustment and focus on meeting & beating commitments (every one of them - no matter how small).
As TV's Dr. House would say: "People lie." - Try not to let people lie to you, especially when they don't mean to. A loose commitment to you, passed along to someone else by you - when unmet, becomes a reflection on you (almost like it became "your lie").
5 Ways to Improve Achieving Commitments:
- Measure Accountability - Regularly share them with the team (friendly competition will force improvement).
- Make Sure Promises are Reasonable - How Many/How Much/When (how do they compare to historical quantitative information).
- Examine Risky Commitments - Why is the case special, what extra efforts will be taken to ensure success?
- Communicate Sensitive Variables - What is outside of control? What would cause the commitments to be missed? What measures are being taken to try to manage the unknowns?
- Work as Team - Everyone works together to make sure all commitments are met.
Working to gain trust and confidence of customers to choose us to be partners on their project teams is what many of us do every day - responding to customers internally and externally.
Same-Day-Service has been a beacon of aggressive advance promise for years in many industries. For some tasks it is too long, for many in the Design and Construction industry it is too short. But, for most everyday tasks, it seems to be a balance between the customers' need for immediate response and the need to be efficient with your time.
Maybe try responding to customers with "Same-Day-Service" for a few weeks and see what kind of response you get in return. You may find new unexpected rewards in the form of added trust and confidence building among your team--
Trivia:
Salmon P. Chase - US Treasury Secretary under President Lincoln, used "faith and promise" of the US Government to raise money, starting the first US paper currency, to finance and win the Civil War. He also was instrumental in adding "In God We Trust" to US currency. His successes earned him a spot on the $10,000 bill (no longer in circulation). He was one of only three statesmen featured on US paper currency who did not serve as US Presidents - the others being Alexander Hamilton ($10) and Benjamin Franklin ($100). The middle initial stands for Portland-- More info on S. P. Chase: http://en.wikipedia.org/wiki/Salmon_P._Chase
