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Do Whatever It Takes To Satisfy The Customer
The key words here are to do what it takes. Doing whatever it takes to satisfy the customer can be a difficult bridge to cross on the journey to deliver what Tom Peters calls WOW! Servant Doing whatever it takes to please the customer is a mindset that needs to be instilled in the mind and heart of every employee. What it does is it helps create the mental attitude that says, look, we’re here for the customer. This mental condition is very important because it allows people in the company to see everything from what Peter Drucker calls “outside-in”: from the customer’s point of view. Employees in this mental mode can do wonders. For that to happen, management, including the board of directors, must create an enabling environment that says it’s good to focus on the customer. Management needs to empower people with information and remove all bureaucratic bottlenecks so that people can bend over backwards to satisfy the customer.
In the book The Pursuit of WOW! Tom Peters did what he said had never been done before in published history by printing pictures of his service heroes and heroines in the book. One of those photos was of Virginia Azuela, a housekeeper on the 54th floor of the Ritz Carlton in San Francisco. The meat of the story was that Ms. Azuela had the authority to spend up to $2,000 ($2,000 in 1994 money) to solve a customer’s problem without showing up. Ms. Azuela is indirectly the CEO of the 54th floor of the Ritz Carlton. It is the thing that has the power to do what it takes to satisfy the customer. What’s more, the Ritz Carlton was the first service company to win the prestigious Malcolm Baldridge National Award for Quality.
It doesn’t matter whether you work in the private sector or the public sector, you can do wonders for the customer if you really love the customer. If you think that working in a government department or agency is a catastrophic obstacle to providing excellent service, you are making a big mistake. In his book The Fred Factor: How Passion Can Transform the Ordinary into the Extraordinary in Your Work and Life, Mark Sanborn gives a fascinating account of Fred Shea, a United States Postal Service employee who was responsible for delivering mail in the Denver area. called Washington Park. “Let’s face it,” John Maxwell, author of The 21 Invalid Laws of Leadership, wrote in the introduction to The Fred Factor, “If a man named Fred, who has a more or less decent job, works for the United States. The Postal Service, able to serve its customers with exceptional service and commitment, what opportunities await you and me to help others and, in the process, gain deeper personal satisfaction.” Fred’s story begins did when Mark Sanborn, a professional speaker who moved to Denver. Mark said Fred came to introduce himself and welcome him to the area. He had never met a postal man who was so proud of his job and excited, Mark was naturally surprised. Upon learning that Mark was a professional speaker who traveled frequently, Fred quickly suggested that in that case he would take over Mark’s emails until he was sure that Mark was home before to deliver them. Somewhat taken aback, Mark didn’t want to bother the man, pointing out that it wasn’t really necessary, that Fred would just drop his emails in the mailbox. Fred would have none of it. He informed Mark that he could be a victim of theft because letters in a box can be a clue to thieves b if the resident of the house is not the house. To break the deadlock, Fred suggested that he would put the letters in the box until it locked, and leave the rest between the front door and the main door until the space was full of letters. Any emails that couldn’t be included, Fred offered to hold them until Mark returned. In this way, no one considers the letters. “I began using my experiences with Fred as illustrations in the talks and seminars I gave across the United States,” Mark concluded. It didn’t matter what industry they came from, everyone wanted to hear about Fred, the author said.
What a wonderful story! Fred has inspired thousands of people across the United States, including teachers, nurses, ambulance drivers, and the like. After I read the very inspiring book for the first time, I could not think deeply. Contrast Fred’s position with my personal experience with a post office I had to do business with a few years later. On a trip to Canada in August 2008 to attend the Toastmasters International Annual Convention in Calgary I ordered several CDs from Maximum Advantage. I was promised four weeks before delivery, but by October I still hadn’t received my CDs, so I emailed the CEO, who personally took my order. There were many e-mails and in one of the last letters the company wrote, ”We will go to the post office here and see about the attempts to start a trace of this package using the customs code. Please let me know via email as we will resolve this issue in any way you wish.”Right on target: Do whatever it takes to satisfy the customer. To make a long story short, the package was found collecting dust when my wife stopped in front of the local Post Office. The guard lady helplessly said “the owner didn’t come for her”. An apology was not requested. I received the package 61 days after it was sent. It was gathering dust with the postal agency for 58 days.
I remember a few years ago when I was thinking about writing my first book I visited a big publishing house and when I got there it was raining and nobody gave me an umbrella. The people at the door checked my ID and gave me a visitor’s book to fill out and good luck to me as I trudged in the rain from the gatehouse to the main office, about twenty meters away. Is an umbrella important during a rain storm? Should a company have it for its customers and visitors? What is the role of gate people in welcoming company visitors? If you were in your house and saw a guest in the rain, wouldn’t you go out to meet her with an umbrella? So what’s different?
I was thrilled and excited when I read in the March 2010 issue of T + D Magazine that if you go to Chicafil when it’s raining, someone will run up and meet you with an umbrella. Dan T. Cathy, CEO of Chickafil spoke about it with pride. Most of the banks I know do umbrella work but there is no consistency. Sometimes it’s just a favor from the gatekeeper or security and not closely monitored as an integral part of the service strategy. When a company and its people adopt a Customer Do Anything mentality, things start to change. People are starting to see small things like rain matter, umbrellas matter, answering letters matter, politeness matters, being polite on the phone matters, everything matters, the customer matters, not just the printed mission statement hanging on the on the wall or in the annual report. The customer becomes the center of the company’s universe. What it takes to satisfy the customer must be embedded in the hearts and minds of the company’s employees as an integral part of the service experience, otherwise the employees will be indifferent about it, as I experienced in February at a Three Star hotel in Lagos. testified 14, 2011, Valentine’s Day. It rained and the guests got wet and there was no umbrella in sight.
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