Next to the sports world, no one can beat a cliché or “buzzword” to death better than the world of business. At the end of the day, it’s not about me, it’s about the team and I’m just taking it one game at a time and believe we need to take a proactive approach and close the file on these over-used terms.  

One of the most meaningless words is “focus”. The word is frequently used as an excuse for when there is no formal plan or strategy in place to address an issue. “Focus” is too often used as part of the “marching orders” given to frontline management from above, as in “I need you to focus your team on customer service.” Sadly, that is the extent of many organizations customer service strategy; “we’re focused on it.”

“Focusing” on customer service is not enough. Your strategy needs to be meaningful, sustainable and simple. It should be treated as a company “mantra” where every member of the organization knows what it is – lives and breathes it.

I recently had the opportunity to utilize the services of Safelite Auto Glass and noticed this sticker on the window of their repair truck:    

 I thought this was quite powerful; a 12-point “pledge” for their technicians beginning with the words “I will perform the following for every customer …” Here are the highlights of what they “pledge” to do for their customers:

• Perform a safe installation as outlined in our installation policies, procedures, and SafeTech Installation manual. In other words, they promise to do the job according to the rules of the organization.
• Complete the technician call-aheads. They actually take the time each morning to call every customer on their daily schedule to confirm the appointment and let them know the approximate time they will arrive at their home or business for repair.
• Arrive within the time frame agreed upon with the customer. A service company that promises to be on time; wow! 
• Have a professional appearance, be in clean uniform and arrive in a clean vehicle. Another promise, to make a good impression on the customer.
• Communicate the minimum drive away time to every customer. In other words, tell every customer how long the job will take to complete.
• Protect the vehicle by using all recommended covers and mats. Be respectful of the customer’s property.
• Communicate with the customer and always thank them for giving us the opportunity to repair or replace their vehicle glass.
• Wash all exterior glass and vacuum the interior of the vehicle after each replacement or repair. Do a little something extra for the customer that they don’t expect.  
• Fix the problem if something goes wrong and take ownership for delighting the customer. In writing on every vehicle, “you are empowered to delight (not ‘satisfy’) the customer.”

Safelite Auto Glass is doing more than “focusing” on customer service. They have obviously woven it into the fabric of their company.

If you were to put up a similar sticker, sign or badge what would it say?

Lee Silverstein - Managing Partner, Frontline Performance Group

Our goal is simple: build rewarding relationships and deliver results. But the relationships we strengthen are not just those with our clients; we also foster relationships between our clients and their customers.

While coaching the frontline of a client, I was recently approached by a customer who had repeatedly experienced difficulty in receiving reward program credits. He expressed frustration with the company and mentioned he would be using a competitor for his next purchase. Because we were between manager shifts, I acquired his contact information and assured him that the problem would not only be addressed, but resolved, quickly. Prior to his leaving, we spoke briefly about his patronage as the backbone of our client’s success.

The management team immediately contacted the customer and he was 100% satisfied with the resolution. In fact, the customer was so delighted with the way the dispute was handled, he wrote a letter to the organization expressing his renewed faith in the company and his restored confidence that outstanding customer service still exists in America.

The impact you have on your customers revolves around how you make them feel during their limited interactions with you. If you want to positively impact your customers and in the process, move your bottom-line, you need to move your customers through an emotional connection. This is done by the actions of your frontline.

By actively listening to the customer, displaying understanding, sincerity and enthusiasm about his problem, and being responsive to his needs this company was able to not only prevent the loss of a valuable customer, but create a potential customer for life.

- Tom Diaz, Senior Performance Manager, Frontline Performance Group

When an angry customer begins to complain about his or her experience the most important action a frontline representative can take is to listen.

Studies have shown the biggest concern irate customers have is the inability to be heard. Utilizing the following dialogue with a dissatisfied customer will set the stage for a service recovery.

“Before I am able to assist you, I must first listen to what you have to say.”

Establishing a bond with an irate customer that began by listening will set in motion the process for winning the customer over. Remember, to make an error is a very human occurrence. To recover from an error is divine!

Defining a theoretical frontline strategy for high profitability is not a difficult thing to do. Getting people to do it, and do it consistently, is.

In order to optimize sales and service performance, you must embrace three primary areas of actionable focus:

• Creating the Right Environment
• Ensuring the Right Personnel Fit
• Executing the Right Action

Changing behavior and sustaining high-performance sales levels cannot happen by training or effective coaching alone. A whole solution that is effective, efficient and systematically implemented over time is required.

Each of the three elements listed above – Environment, Fit and Action – are interdependent. They feed and build on each other as one element supports the success of the other. The Right Environment makes it easier to attract the Right Fit, which in turn makes it easier to produce the Right Action. Only by addressing all three components will your organization reach its full performance potential.