Article from Bob Livingston, author of How you do...What you do
May 16, 2008
Thanks to Bob Livingston for offering this article to post on our blog. How Others Serve Internally By Bob Livingston author of How You Do. .
Thanks to Bob Livingston for offering this article to post on our blog. How Others Serve Internally By Bob Livingston author of How You Do...What You Do Great service companies share common beliefs about the importance of culture, behaviors, people, and relationships. These beliefs manifest themselves in different ways, but they form the core of each company's operating principles. There is great value in understanding and exploring how all of these benchmark companies do what they do. Looking for points of commonality that define their approach to Service Excellence is important to understand. Here are some of those points:
- They treat everyone as equals in matters of service
- They tend to put associates first, customers second or at least on equal footing
- They all seem to hire for attitude and then train for specific skills
- Everyone is empowered to interact with clients to solve problems and resolve conflict
- There are no "superstars" ; the focus is on teamwork
- Rewards and recognition are a visible support of their service strategy
Chief Evangelist (aka CEO) Chief People Person (aka human resources director) Director of First Impressions (aka receptionist) Director of Mind and MoodAn environment that doesn't cotton to superstars has the character and integrity to genuinely respect all positions and levels within the organization. These companies value the success of the culture or team over the success of the individual. Rewards and recognition are a visible support of their service strategy People are motivated by rewards and recognition. Particularly in a service culture, recognition must be creative and meaningful or the result will be the opposite of the desired effect. In recognizing great service, personal attention resonates most with colleagues. Remember, personal interactions not only define you; they also satisfy the soft needs of those you are recognizing. Consider the possibilities:
- A personal, handwritten note of appreciation is far more meaningful than an e-mail.
- Public recognition through a Service Excellence communique works wonders.
- Praise from and among peers provides great inspiration.
- A team meeting is a great forum for acknowledging and celebrating outstanding service actions.
- Widely sharing recognition from external clients is both appreciated and flattering.