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Do Whatever It Takes To Satisfy The Customer
The key words here are do whatever it takes. Doing whatever it takes to satisfy the customer can be a difficult bridge on the journey that Tom Peters calls WOW! Service. Doing everything to satisfy the customer is a mindset and must be ingrained in the mind and heart of every employee. It helps create a mental attitude that says, look, we’re here for the customer. This mental conditioning is very important because it allows people in the company to see everything from what Peter Drucker calls “the outside in”: the customer’s perspective. Workers in this mental mode can do wonders. For this to happen, management, including the board, needs to create an enabling environment that says it’s okay to focus on the customer. Management needs to provide information to people and remove all bureaucratic bottlenecks to allow people to flex for customer satisfaction.
In The Pursuit of WOW! Tom Peters did what he says had never been done before in the history of publishing by having pictures of his service heroes and heroines printed in the book. One such image was Virginia Azuela, a housekeeper on the 54th floor of the Ritz Carlton in San Francisco. The story was that Ms. Azuela had the authority to spend up to $2,000 ($2,000 in 1994 money) to solve any client’s problems without additional sign-off from above. Ms. Azuela is indirectly the CEO of the 54th floor of the Ritz Carlton. It’s the stuff that gives you the ability to do whatever it takes to ensure customer satisfaction. No wonder Ritz Carlton was the first hospitality company to win the coveted Malcolm Baldridge National Quality Award.
It doesn’t matter if you work in the private sector or the public sector, you can do wonders with a customer if you are genuinely interested in the customer. If you think that working in a ministry or agency will catastrophically prevent you from providing excellent service, you are making a big mistake. In his book The Fred Factor: How Passion in Your Work and Life Can Turn the Ordinary into the Extraordinary, Mark Sanborn provides a fascinating account of Fred Shea, a US Postal Service employee who was responsible for delivering mail in the Denver area. called Washington Park. “Let’s face it,” wrote John Maxwell, author of The 21 Irrefutable Laws of Management, in the foreword to The Fred Factor: “If a man named Fred, who has a less glamorous job in the U.S. Postal Service, can serve his customers with exceptional service and dedication, what opportunities await you and me to help others and thereby achieve deeper personal satisfaction”. Fred’s story began when Mark Sanborn, a professional speaker, moved to Denver. Mark recounted that Fred came to introduce himself and get to know him and welcome him to the area. Having never met a postman who was so proud and passionate about his job, Mark was naturally amazed. Learning that Mark was a professional speaker who traveled quite often, Fred quickly suggested that in this case he would hold Mark’s letters until he was sure Mark was home before delivering them. Somewhat taken aback, Mark, who didn’t want to inconvenience the man, made it clear that it wasn’t really necessary, that Fred should just drop the letters in the mailbox. Fred would have none of it. He informed Mark that he could become a victim of a burglary, as letters accumulating in the box could alert burglars that the occupant was not home. To break the deadlock, Fred suggested putting the letters in the box until it locks and the rest between the front door and the main door until the place is overwhelmed with letters. Any letters that didn’t fit, Fred advised her to keep until Mark returned. That way no one would notice the letters. Mark concluded, “I began to use my experiences with Fred as illustrations in the speeches and seminars I gave all over the United States.” No matter what industry they were from, everyone wanted to hear from Fred, the author said.
What an amazing story! Fred has inspired thousands of people across the United States, including teachers, nurses, ambulance drivers, and more. After reading a very inspiring book for the first time, I couldn’t help but think deeply. Contrast Fred’s attitude with my personal experience with a post office I had to do business with a few years ago. On a trip to Canada in August 2008 to attend the Toastmasters International Annual Conference in Calgary, I ordered some CDs from Maximum Advantage. I was promised four weeks before shipping, but by October I still hadn’t received the CDs, so I emailed the CEO who took my order in person. Letters came, and in one of the last letters, the company wrote: ”Let’s go to the post office here and see if they are trying to track down this package using the customs code. Please keep me posted via email as we resolve this issue at your request.”Straight to the point: Do whatever it takes to make the customer happy. Long story short, when my wife made a sneaky stop at the local post office, the package was found gathering dust. The lady on duty casually said “the owner hadn’t come to pick it up”. No apology was offered. I received the package about 61 days after posting. It sat at the post office gathering dust for 58 days.
I remember visiting a big publishing house a few years ago when I was thinking about writing my first book, and when I got there it was raining and nobody offered me an umbrella. The people at the gate checked my identity and gave me a visitor’s book to fill out and congratulated me as I stood in the rain to the main office a few dozen meters from the gatehouse. Is an umbrella important during a rainstorm? Should a business have one for its customers and visitors? What is the role of gate people in welcoming company visitors? If you were in your home and you saw a visitor in the rain, wouldn’t you rush at him with an umbrella? So what’s different?
I was tickled and excited when I read in the March 2010 issue of T + D Magazine that if you go to Chicafili when it’s raining, someone will run and meet you with an umbrella. Chickafil CEO Dan T. Cathy spoke with pride. Most of the banks I know operate under an umbrella, but there is no consistency. Sometimes this is simply a favor of the gatekeeper or security guard and is not carefully monitored as an integral part of the service strategy. When a company and its people develop the mindset of doing whatever it takes to satisfy the customer, things start to happen. People start to value small things like rain, an umbrella becomes important, answering letters becomes important, politeness becomes important, politeness on the phone becomes important, everything becomes important, the customer becomes important, not just in a hanging printed mission statement. on the wall or in the annual report. The customer becomes the center of the company’s universe. As an integral part of the service experience, one must do whatever it takes to ensure customer satisfaction in the hearts and minds of the company’s employees, otherwise the employees will fall short of it, as I saw in a three-star hotel in Lagos in February. 14, 2011, Valentine’s Day. It was raining and the guests were drenched and there was no umbrella in sight.
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