“Good morning Rose” I said to the sales associate as she was opening her register in preparation for the store’s opening an hour from now.  Rose looked at me with an expression that was a combination of bewilderment and shock.  “Great” I thought, “first day at my new store and I’m running around talking to people with my fly open”!  I checked; no, that wasn’t it.  “Is there money missing from your register?” I asked Rose.  “No, I just can’t believe you remembered my name” she replied.  I told her that a pretty name like Rose was hard to forget and then wished her a great day.  As I left Rose and started to walk over to Wanda I thought, in this instance, cheating was the right thing to do.  Let me explain….

A week prior to assuming responsibility for this new location, I spent part of the day with the V.P. I was replacing; she too was moving to a new location.  As she introduced me to the members of, what would soon be my new team, I decided at that moment that I was going to do all I could to remember the name of everyone I met.  I’d always considered myself to be pretty good at remembering names, but I wanted to make an extra effort to nail this one.  After concluding my tour of the store I logged on to the Human Resources system to review the employee listing for the store and tried to associate the face that went with the name of each person I met.  Fast forward back to my first morning at my new store…..before I left my office to greet my new team I reviewed the schedules, by department, for the day.  Once again, I looked for those associates that I met the week prior to ensure I remembered their names.

Why did I put forth so much effort to remember the names of a few dozen employees?  As he writes in his blog Fearless Selling, Kelley Robertson asks “What’s the sweetest sound someone can hear (other than a baby cooing)?  Their own name, of course!”  One’s name is important.  It stays with us from birth to death.  We work hard to protect “our good name”.  Unfortunately, many leaders invest little, if any time in quickly learning the names of the associates they are relying on for their success as well as the success of their organization.   How often have you heard the excuse “I’m not good with names”?  When I hear that it’s like nails on a chalkboard (if you don’t know what a chalkboard is, ask your parents).  What the person is really saying is I don’t have the listening skills, or the patience, to remember people’s names.  Remembering someone’s name show’s you care; you believe they are important.  Whether you are assuming a new position in your current company, like I was, or starting a new job with a new company, building employee engagement is critical to your success.

In my earlier post “Your Customer’s Must Come Second” I sited the Gallup organization’s work on employee engagement.  They identified one of the key tenets of employee engagement; “My supervisor….seems to care about me as a person”.  Before you can show people “you care” in other ways, start with learning their name.

I confess; I’m not some guru that has an innate gift of extraordinary memory.  By looking at employee name lists and schedules I guess you can say I cheated.  So what?  The ends clearly justify the means in this instance.  I’m giving you permission to cheat too.

Lee Silverstein – Managing Partner, Frontline Performance Group 

As it is with many firms, ours is made-up of individuals from diverse backgrounds with exceptional talents.  We have a singular goal, that is to guide organizations to creating, and sustaining profitable service based sales cultures.  However, as we grow our practice in types of industries, number of clients and staff, so grows our diversities.  In fact, one of the few constants in our organization is a principle practice model we call the KPE (Khoury Performance Equation); it is our business blueprint designed to optimize sales and service performance through three primary areas of actionable focus:

- Creating The Right Environment

- Ensuring The Right Personnel Fit

- Executing The Right Action

A few years ago, I embarked on a mission to aid our team in developing more synergy in the area of application of that blueprint. The mantra for this initiative … Synergetic Diversity.  This tenet, Synergetic Diversity, can be defined as being a system of “pooling” differences (i.e. cultures, economies, industries, experiences, etc) to act as a whole toward one common goal.  When well practiced, it creates cohesive movement – it becomes a structured yet fluid dance.

Regardless of your industry, products, staff experiences or customer base, a synergistic approach to key tasks and initiatives brings a unified fluidity to your team’s efforts, maximizies performance and bottom-line results.

Below is a quick exercise to ensure your business initiatives remain on task. 

• Make a list of a few critical principles or practices that should exist across all verticals.
• What are some of the diversities that are affecting your objective, “total installation” of those principles or practices in our organization and/or with your clients? 
• What synergies in behavior (performance) among your team and/or your clients must exist to ensure success of the objective?  
• If there are critical synergies that do not currently exist, what is you action plan to address them?

Diversity is a component of success in today’s global business community. Use this exercise to gauge the synergy of your team’s efforts toward sustainable profit and growth. 

Lynda Fleming – Director of Learning & Development, Frontline Performance Group

Most every frontline sales manager will agree that keeping staff encouraged when they have very price sensitive customers can be challenging. It becomes quite easy to fall into the trap of believing that by in large, customers are cheap. But here is the reality; customers are not cheap. They are value driven and want to know that they are receiving the best price and service available for their hard earned money.  Understanding and focusing on their need for value will allow for the message to be heard and more sales to be made. 

Here are a few of the many successful techniques to help your team command the attention of value driven customers:

-  When presenting a product or service, always focus first on the benefits of what the customer is getting, prior to quoting the price.  All too often the price is presented first and then the customer shuts down their listening skills.

-  Focus on the value of what they are getting vs. the price they are paying.  People remember most, whatever they hear last so when presenting a sale price, highlight the “savings”. For example: “It can sell for as much as $99, today it’s only $69, that’s a savings of $30!”

-  DO NOT PREJUDGE!!!!  Only assume every customer deserves the very best product or service you have to offer.

-  People buy from those they like. Focus on connecting with the customer and delivering a presentation centered on enhancing their experience – with you, the company and the products/services you represent. 

Most importantly, bear in mind that a salesperson’s perception of their customers will affect the presentation and ultimately, influence buying decisions.  It is critical that frontline managers do not “buy into” the same perceptions that can distract and dissuade their sales team.  How a salesperson feels about their customers and the sales opportunities determines how well those customers will receive their message.  Encouraging your frontline to focus their energies on ways to vary their presentation for the value driven customers instead of dismissing the opportunity will increase sales opportunities and generate more revenue.

Ken Stellon – Senior Vice President, Frontline Performance Group

Some of the best customer service comes from one word, awareness.

Too often new employees are told to provide excellent customer service and only given the old catchphrases when they come aboard.  They are given philosophies like “the customer is always right” or “treat customers how you would like to be treated”. While these are good philosophies, if this is all an employee is given it does not mean they will be able to provide excellent customer service.  As a matter a fact, many opportunities to deliver great customer service will be missed if an employee is solely focused on these philosophies. 

In a service and sales environment, awareness is your action plan; it is a level of discernment that best positions your staff to make win-win decisions for themselves and their customers. Employees that keep awareness top-of-mind will stay sharp and always have a better feel for the pulse of the environment they are in. Having a great sense of awareness may be the single most important factor in their ability to deliver great customer service and optimizing their performance potential. Awareness can reach beyond those old philosophies and in many cases it is awareness that allows them to deliver on those philosophies. 

So, how do you train awareness? It all starts by analyzing your environment and giving your employees examples of awareness. When you are sharing examples try replacing the words “great customer service” with awareness. Why? Ultimately, it is not your employee that will decide if they delivered great customer service; it is the perceptions of your customers that will determine whether the service they received was poor, mediocre or great!

Great customer service is the destination, awareness is the map. When you take a long road trip, do you focus on your destination or do you focus on how to get there? Awareness, being focused on the journey to great customer service, can create an efficient environment that feels seamless to customers even though every action has a purpose. 

Think about a busy hair salon with customers waiting and two stylists finish with their customers at the same time. Since they have only one cash register, one stylist allows the other to go first, utilizes that time to double check their work and finds a few spots to touch up. The touch up lasts a few minutes and the customer appreciates the extra attention to detail. Once completed, the customer proceeds to pay their bill, the register is free and the transaction feels very fluid. This quick awareness action created a positive final moment of experience for that customer. Without awareness, perhaps that additional wait time and the lost opportunity for that added sense of appreciation for detail would have resulted in that customer’s overall experience to change from a 10 to an 8.5.

Challenge yourself to look for how people use awareness at every customer touch point in their place of business and how it works for them. Even look for opportunities where better awareness would have created a better experience. Think outside the box … challenge your team to do the same and discuss them in your weekly meetings. Make it fun because after all, you are creating awareness to look for awareness.

Matthew Pietzak – Area Performance Manager, Frontline Performance Group

Fortune Magazine recently released their annual list of the 100 Best Companies To Work For. Here are some of the well-known names that earned their way on to the list:

• Wegman’s Food Markets - #3
• Zappos - #6
• Mercedes Benz USA - #15
• Stew Leonard’s - #18
• Whole Foods Market - #24
• Four Seasons Hotels - #53
• Publix Super Markets - #67
• Nordstrom’s - #74
• Men’s Warehouse - #87
• Starbucks - #98

Do you see what I see?  Not only are these ten companies on the list of Best 100 Companies To Work For, but each of these organizations have a strong reputation for providing outstanding customer service as well as sustained financial success. Coincidence?   I don’t think so.

In the book “The Customer Comes Second“, authors Hal Rosenbluth and Diane Peters discuss the philosophy of putting your people first.

“This is a formula that has worked for more than two decades, and has transformed his company from a small family business into a global industry leader, grossing over $6  billion.  In this classic on counterintuitive management practice, the entrepreneurial genius and visionary leader of Rosenbluth International shows you how to use exceptional service to win in any industry.” - Tom Peters

As I wrote in an earlier post, companies that say they’re “focused” on customer service are a dime-a-dozen.  Sadly, some companies “focus” on customer service at the expense of their own associates.  These organizations beat the drum of customer service while reducing staffing levels, cutting commissions and benefits and piling on extra workload all the while telling their people “you count” – as the associates add, under their breath, “for nothing”.

Does “The Customer Comes Second” philosophy mean companies need to give their employees heaps of perks and benefits? Definitely not.  You can hold off on constructing the new gym with the indoor swimming pool and free daycare for your associate’s kids.  That’s not how you create a “customers come second” working environment.   The true foundation of an outstanding work environment is high employee engagement.

The folks at Gallup have done extensive research on employee engagement.

“The world’s top-performing organizations understand that employee engagement is a force that drives business outcomes. Research shows that engaged employees are more productive employees. They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave the organization. In the best organizations, employee engagement transcends a human resources initiative — it is the way they do business.”

Through their research, Gallup has identified 12 key statements that best predict employee and workgroup engagement:

1. I know what’s expected of me at work.
2. I have the materials and equipment to do my work right.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work that encourages my development.
7. At work, my opinions seem to count.
8. The mission or purpose of my organization makes me feel my job is important.
9. My associates, or fellow employees, are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12. This last year, I have had opportunities at work to learn and grow.

What?  No game rooms or smoothy bars?  Nope!  Do some of the companies on the top 100 list have some of those perks?  Yes, they do, but that is in addition to creating a work environment with very high employee engagement.  So what is the “moral” to this story? It’s simple; create an environment with high employee engagement and you will be well on your way to a place on the Top 100 list.  The moral is simple.  Making it happen?  Not so much.

Lee Silverstein – Managing Partner, Frontline Performance Group