Diary of a Customer Service Revolutionary

First workshop for managers

Things have been moving at such a pace that I haven’t had time to keep this diary up to date. I’ll have to fill in the details later, but here’s a quick recap of unwritten episodes: Shortly after our launch meeting with the store managers, the head of CompX’s training department asked my old boss (KT) if he could recruit me into the company task force that was charged to improve customer service throughout the chain. KT referred him to my new boss (CN), adding that I would be an ideal choice for that group. CN agreed, and I joined the task force mid-Feb. We’ve had several vigorous and productive meetings since then, and will be submitting our plan to the executive team by the end of next month.

In the meantime, we’ve been executing our own program in the region. CN sent a note out to all the stores, launching the website in which we recognize people who get compliments from customers. He said he looked at that site even before he looked at our sales numbers, because the number of compliments from happy customers is better than any metric in showing how well we are doing, and in predicting how well we are going to do. He also said that he uses the site as an HR tool – happy customers, he said, come from happy people, and he could tell from the site how well our people, as well as our customers, are doing.

Fast forward for now to the first workshop I conducted for managers on 2.15.06 Wednesday. I’ll share my presentation later, after it’s gone through a few rounds. Judging from the comments of the participants (below), it’s pretty good, but there are several things I can do better. At the end of the workshop, I asked the managers to write down what they’ll do with what they learned when they get back to the stores, and I’ve excerpted some of their commitments below as well.

(A) What did you like about the training? Why? (B) What didn't you like about the training? Why? (C) What areas did we miss or should have spent more time on?

• (A) Where and how to access information to help make this an important part of our store. Tools for new hires and associates to give them a base to what is expected of them at work. (B) Everyone was not participating as much as I thought they could have been. (C) Drew a blank
• (A) I liked working out some of the grey areas that we all have to deal with every hour. I think empowering our staff to make decisions will have a big impact on our customers and staff. (B) Driving to the regional office. Why? I need a new car. (C) None
• (A) I liked the layout how each category led into the next. It had a very nice overall flow (B) I would have liked to have heard more feedback from the rest of the group. Most of them were very quiet. (C) I would have liked to have seen a little more time spent on hiring and follow-up, going over errors to prevent from having to give write-ups - maybe training.
• (A) Laid out outlines that were basic and good. To research other avenues to learn more about customer service and how important it really is. (B) A little longer than maybe needed to be. (C) More examples of what we should exactly train our employees
• (A) I liked that it wasn’t boring. Brushing up on old skills. Also learning new ones. (B) Nothing (C) I think we could've spent more time on accountability and how to talk to the associates. Some managers can scare employees and make them uncomfortable.
• (A) Covered a lot of ground. I can appreciate M's intelligence. Very intelligent meeting (B) Time consuming - core essentials could be covered in 1/2 the time. (C) Specific topics with individual interpretation
• (A) I liked that we got a lot of information that will be useful. For example about the questionnaire. The flow chart that you did was very helpful. (B) There wasn’t really anything that I didn’t like about the training. (C) I was hoping we could talk a little bit more about recovering from mistakes.
• (A) It was informative as to what we should be doing when you hire someone. Also that we should be letting team members know how well they are doing. (B) It could have been more involving. Some modules that are more interactive a little too long. (C) none
  
• (A) I liked that this region can focus on something so important that includes everyone's participation and requires teamwork (B) Nothing - it was just a lot to take in and process (C) On how to develop and train ourselves to be better trainers and customer service experts.
• (A) It was a good training because it opened my mind to the company strategy. It was nice to have an open discussion. I was happy about going through the whole program and having each subject explained. (B) Work group possibilities (C) Support, accountability and liability.

M's (My) to do: (1) Pace of learning - note at the outset that some will think it's too slow & too little, some too fast & too much - those who are more experienced should share what they know, to make time go faster for them, and slower for those who need time to catch up. (2) More participation - give homework before the workshop so they're prepared to discuss; review what they submit so you'll know who to call upon when they don't volunteer; for large groups, break into smaller groups to discuss what they prepared. (3) Walkthrough of training sites, show where to get more information, e.g. Complaints & Recovery Module. (4) Sneak preview: Give more detail on Associate & Leadership Development blocks of Framework so they have a better idea of future training. (5) Future training: develop "Performance Management" block of Framework, inc how to hold performance discussions, how to administer write-ups; develop Recruitment block. (6) For future Standards surveys, instead of self-assessment, ask participants to rate their overall store and management team.

What are you going to do about what you learned, when you get back to the store?

• Make sure all associates know how important customer service is, and that they provide customers with best service possible. Do more training on products and customer service skills. Make sure associates are stacking (multiple customers). Hold everyone accountable for their actions. If an associate is written up, make sure to provide them with the tools they need. Hire more qualified people, friendly and honest.
• Try to make customers happy and give them a good experience, so they are repeat customers. Read up on some articles to help improve our understanding. Hire the right people. Put customer compliments and positive reinforcement in associate files, not just write ups. Print out customer service Entry Form so customers can use for compliments. Have weekly training to remember how important customer service really is.
• Discuss parts of the Standards and six components of the customer service program in daily briefings. Paint the bigger picture of the strategy. Use the Framework as a guide. Provide recognition and coaching in support of our culture. Build systems of empowerment to enable decision-making by frontline associates. Use Standards as a guide for hiring.
• Read what M sends out. Develop myself further by reading some books. Change my customer service behavior by putting it into my daily life, not just at my job. Enforce and empower with a passion. Strengthen the sense of pride in the store.
• I learned that our region is serious about improving our customer service. I will sell the customer service program to my fellow managers and to our associates. I will make my store's customers feel the difference.
• Work to get all associates on the same page, and on empowering my team. We have a lot of work to do to make ourselves different from our competitors.
• I'll make sure that each of my sales associates knows the customer service program by heart, and understands that we control the service that the customers receive. We'll talk about the empowerment guidelines - they'll help me spend more time on sales.
• Communicate the program up and down the ladder. Show respect for associates. Review customer service materials on the website. Accountability - provide feedback. Responsibility - principles, honor, ethics.
• Apply a higher standard on new hires. Listen to associates more, and praise them for good behavior. Let cashiers make more decisions. Look for ways to do better. Encourage associates to get on the same page as the shopper. Get more feedback from customers.
• Put up my compliment boards. Speak to my store manager about guidelines to empower our cashiers. Very excited to launch the program in an all-store meeting next week.

posted by CSR @ 5:06 AM