KNOW WHEN TO BREAK THE FIRST RULE

We already discussed the value of creating non-negotiable customer experiences. The next step is identifying the people who can assist you in achieving that goal. Let me begin by stating that good customer service people are born with the Service Gene. People who understand the power of exceeding client's expectations are “hard-wired” with unique skills. I will dissect those skills later in this chapter. Before I continue I want to share an expression that heard many times from a business owner who was notorious for making bad hiring decisions. Whenever he terminated an employee he said the following, “You never know who you hire, just who you fire.” What an absurd concept. His inability to properly evaluate his prospects was his problem, not the person who he hired. The goal is to insure that the people you hire possess all the necessary traits to succeed in your organization. This can only be achieved by establishing non-negotiable hiring standards. It is your responsibility to enhance your team and your service vision by hiring the right people. Do not hire the resume. Hire the personality. A coach cannot teach an athlete to run fast. They can be taught skills which help them run faster, but if they aren't born with an over-abundance of quick-twitch muscles they aren't going to be able to run fast no matter how hard they are coached. The same is true in other areas as well, such as music and art. We've all experienced that moment when we discovered that we didn't possess the talent necessary to become a professional baseball player or a member of The London Philharmonic. Everyone is talented at something, and when we discover our dominate skills we work hard to achieve our goal. Just as a professional basketball team won't accept a player without superior basketball skills, you shouldn't accept anyone on your team who doesn't possess superior service skills. In this chapter we'll look at ways where you can identify the right people who will adhere to, and improve upon, your company's service vision. Let us begin by looking at the people already on your team. Ask yourself honestly how many truly possess the Service Gene? This will be a difficult exercise because, once again, you are faced with the prospect of having to make changes. Begin first with your front-line employees. These are the employees who most often “touch” your customers. Are they always looking through the lens of the customer, or are they looking through the lens of least effort? Which members of your team are most often concerned about the client's needs and expectations? Let's look at an example where front line employees can either make or break a customer experience in order to highlight the importance of the front line employee. How many times have you walked into a store to either ask a question or make a purchase only to be ignored while two sales clerks carried on a personal conversation? When walking into a retail shop we expect prompt and courteous service. However, there are times when we are met with rudeness and incompetence. How can this happen? Perhaps the better question is why does this happen? It happens because either the department manager or the store manager does not monitor and control the hiring standards. This is further exasperated by not reinforcing the required service standards. Even worse is when the managers actually encourage bad behavior because they are not motivated to focus on a culture of service. In short, everyone's going through the motions. Have you ever walked into a store where, in spite of a cloud of bad service, a salesperson emerges who clearly enjoys his job and remains steadfast in creating an unforgettable customer experience? That salesperson possesses the inherent skills necessary to create unforgettable customer experiences; the same skills and determination that you should look for when you put your team in place. In fact, I am suggesting that the next time you experience an above and beyond service moment, and it is a result of one person's determined effort, give that person your business card and ask that person to come in for an interview! You should always be looking for people who you want on your team. I often make that suggestion to my clients, but they argue that the sales-clerk, while in possession of an above and beyond Service Gene, doesn't know the first thing about their business. My answer is this: the first and last thing about business can be taught, but service aptitude is a God-given talent. The next time you enjoy a memorable customer experience, whether it be at a store, restaurant, airport or local car-wash, watch closely how that person interacts with you. Usually you will witness strong eye contact, positive language, good questions and listening skills and, most importantly, a desire to be helpful. People with the right service aptitude take every customer experience, both good and bad, personally. Don't you want people who take ownership of each transaction and challenge themselves and their coworkers to exceed customer expectations? Once again, I suggest to you that such people are in possession of a unique set of skills and you should not settle for anything less than world-class talent. In order to create a team of superstars you will be required to create non-negotiable hiring standards. These standards will be built around the “hard-wired” traits inherent in all world-class service leaders.