Posts Tagged ‘Customer Service’

Internal customer service

Thursday, November 17th, 2016

When most people picture a customer, they naturally think of the person who buys a company’s products and services. Making that person’s life better and easier is a great way to think of customer service.

But what about internal customer service—the way employees interact with and support others in the company? The best companies make sure their internal customer service is on par with their external customer service.

Suppose you work in IT and somebody’s computer is down. Now they can’t deliver great external service. You might make it your own goal that “No one will be down more than one hour.” Internal service supports external service.

Internal customer service also sets the tone for employee engagement. Each phone call from a colleague should be answered with the same courteous, “How may I help you?” language and tone that external customers receive.

This also has a huge impact on employee engagement. We are the face of the company to each other. If we see a cold and uncaring face when we interact with other employees, we will each naturally come to see the company itself as cold and uncaring. It’s hard to stay engaged in your work when you see your company in that unflattering light.

Engagement is tied directly to productivity, of course, so It’s not just a matter of being “nice.” Upping your internal customer service game can make the difference between a company that founders on the rocks and smooth sailing.

The ultimate question

Sunday, August 10th, 2014

Business strategist Fred Reichheld wrote a landmark book on what he calls The Ultimate Question—“How likely are you to recommend us to a friend?”

By asking this question to customers and employees, companies can quickly learn who is a promoter, who is neutral, and who is detrimental to the well being of a company.

Those who answer the question with a nine or ten are considered “promoters,” people who help ensure the profits, growth, and overall health of a company. Sevens and eights are neutral. But if someone answers the question with a one through six, that person is a detractor, someone who will do harm to a business.

Everyone’s job in any company is to make sure that every customer is a nine or ten, and if not, to put a massive corrective action plan in place to make sure that customer moves into that zone of full support.

It also goes without saying that every staff member needs to also be in the nine to ten range. If you aren’t a promoter of the company you’re a part of, be a positive force to improve things, to make it a place you can be proud of. If that just isn’t possible, it might be time to consider moving on to a company you CAN fully support.

Internal customer service

Sunday, July 27th, 2014

When most people picture a customer, they naturally think of the person who buys a company’s products and services. Making that person’s life better and easier is a great way to think of customer service.

But what about internal customer service—the way employees interact with and support others in the company? The best companies make sure their internal customer service is on par with their external customer service.

Suppose you work in IT and somebody’s computer is down. Now they can’t deliver great external service. You might make it your own goal that “No one will be down more than one hour.” Internal service supports external service.

Internal customer service also sets the tone for employee engagement. Each phone call from a colleague should be answered with the same courteous, “How may I help you?” language and tone that external customers receive.

This also has a huge impact on employee engagement. We are the face of the company to each other. If we see a cold and uncaring face when we interact with other employees, we will each naturally come to see the company itself as cold and uncaring. It’s hard to stay engaged in your work when you see your company in that unflattering light.

Engagement is tied directly to productivity, of course, so It’s not just a matter of being “nice.” Upping your internal customer service game can make the difference between a company that founders on the rocks and smooth sailing.

The Accountability Power-Up

Sunday, July 13th, 2014

A study by the American Society for Training and Development shows how important accountability is for success. If you hear a good idea, there’s a 10 percent probability that you’ll actually do it. Deciding to do it moves the likelihood to 25 percent. Commit to someone else, and the likelihood rises to 65 percent.

But make a specific accountability appointment with that person, complete with deadline and deliverables, and the likelihood of actually doing it shoots up to 95 percent.

That’s what accountability does for success.

Of course we can always find a lame excuse to avoid accountability. “I was too busy.” “There isn’t enough time in the day.” “I tried my best.” “The supplier is a jerk.” “I sent an email!”

If having an excuse is the goal, we will never fail. All you need is a little imagination. But your career will be short and stressful if you don’t understand that “results rule”—and excuses shouldn’t ever be uttered IF you want any respect from your boss or team. To rock your job, build accountability systems for yourself and for those around you. That’s where REAL success happens.

Trust

Monday, April 21st, 2014

Have you seen the Gallup survey about trust and engagement? It showed that the chances of an employee being engaged are 1 in 2 if they trust their bosses to keep their commitments, but only 1 in 12 if they don’t trust their bosses to do that.

What a HUGE difference that trust makes!

Then there’s the New York University study that showed higher customer service and sales results when employees themselves feel trusted—not by the customers, but by their managers and colleagues. In short, those who feel trusted to do their jobs do those jobs better.

This is why Stephen Covey calls trust “the new currency in the new global economy.”

But trust isn’t something you can insist on, and it’s not something you are entitled to just for showing up. Trust has to be earned and demonstrated. And if you want to rock at your job by earning trust, keeping your commitments should be Job One. There’s no better strategy to earn and deserve trust.

No one can keep 100 percent of the commitments they make. We are always at risk of being a little bit out of integrity. But do everything you can to be on the extreme upper end of that continuum.