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Once, in the middle of a major consulting assignment I chatted with two managers about the prior customer service training that they had sponsored for their staff.
With derision in his voice, one described the program as “Please & Thank You” training.
Well that’s pretty mindless and wasteful, I recall thinking.
But now, I have a different viewpoint. I believe every customer interfacing person should be taught the importance of saying please and thank you at least five times more often.
It was either Aristotle or Plato who reportedly said that education is the one good thing in life that we can’t get too much of, though I don’t think they encountered chocolate.
But we can definitely add to that short list, courtesy.
Customers love hearing please and thank you, repeatedly, because it makes them feel important. And by uttering these words, we remind ourselves who comes first, in business.
Over the years, there has been a steady democratizing of the employee-customer relationship, and I’m not sure it has been that productive. One sign of it is when a banking CSR asks you who he is speaking to, and you reply with your full name, and he then uses your first name through the remainder of the conversation.
Who authorized him to take such a liberty?
Growing up, the etiquette I learned was that we use someone’s formal name, i.e. Dr. Mr. or Ms. along with the last name, if the person is older, if the person has higher status or power, if we have just met, or until we have been invited by that person to be less formal.
But again, the presumption is that we’re ceding authority and power to the customer. If we think we’re superior or equals, then I suppose we’ll dispense with this customary etiquette.
Some CEO’s like to invert the order of importance, saying that their employees come first, customers second, and stockholders, third. There’s nothing wrong with lionizing your staff, but does it have to come at the expense of other constituencies?
No matter, I’m sure front-line folks wouldn’t mind hearing please and thank you from their managers 500% more often, as well!
Dr. Gary S. Goodman © 2006
Dr. Gary S. Goodman, President of Customersatisfaction.com, is a popular keynote speaker, management consultant, and seminar leader and the best-selling author of 12 books, including Reach Out & Sell Someone® and Monitoring, Measuring & Managing Customer Service. A frequent guest on radio and television, worldwide, Gary’s programs are offered by UCLA Extension and by numerous universities, trade associations, and other organizations in the United States and abroad. Gary is headquartered in Glendale, California. He can be reached at (818) 243-7338 or at: gary@customersatisfaction.com.
How often have you had to endure the ordeal of being served by a grump? It’s the wrong person in the wrong job. It makes one wonder how that person got hired for that job, who trained them, and whether the company really cares about having happy customers. We’ve all heard people exclaim clichés about “exceeding customer expectations” and being “customer-centric” but in reality, those statements are often just disappointing window dressing for “business as usual,” especially when they employ a grump to be of service to their customers.
In order for a company to deliver on its customer service promises, it has to invest in the systemization of the delivery of its products and services, establish policies that reflect the ethos of serving the customer, properly train the people who work with the customers, and maintain the culture of being customer-centric for the long term. Exemplary customer service is not just the “project of the month.” It is a long term commitment and it starts having policies and culture in place that reflect the mantra of delivering outstanding customer service and by not hiring grumps to work with customers.
Please realize that I am not discriminating against grumps. There are many places where grumps are very valued employees, they are usually great at quality control and highly technical positions, just not in positions where they have to deal with demanding customers.
While there are sophisticated assessment tools that can be used in the hiring process, the person(s) who interview prospective candidates should also be using some common sense when assessing the qualities of the person interviewing for the job. I call it a “grump elimination test.”
Is the candidate positive or negative about their life, their previous work experience, and their education? Does the candidate smile easily or is it a fake attempt to appear friendly and helpful? Is this a person you would like to help your customers? If they don’t pass the “grump elimination test” don’t hire them for sales or customer service positions as the consequences are that you will take happy customers and turn them into grumpy customers, finally into ex-customers… and that will certainly make a grump out of you.
Larry Galler coaches and consults with high-performance executives, professionals, and small businesses since 1993. He is the writer of the long-running (every Sunday since November 2001) business column, “Front Lines with Larry Galler” Sign up for his free newsletter at http://www.larrygaller.com Questions??? Send an email to larry@larrygaller.com
