Incorporate essence into function

December 11th, 2014

Santa SignAn observation: While employees consistently execute the mandatory job functions (duties/tasks) for which they are paid, they inconsistently demonstrate the voluntary job essence (service behaviors) for which there is little or no additional cost to the employer.

Why do you suppose that is? Possibly it’s because their duties and tasks are clearly outlined in their job descriptions. Job function is what they were hired to do. It’s what they’re paid to do. And there are often quotas and other metrics associated with job function. When employees do receive feedback at work from their immediate supervisor, it likely pertains to job function. It’s no wonder employees consistently execute these mandatory duties and tasks.

Job essence, on the other hand, is not generally recorded in one’s job description. While job essence may have come up during the onboarding process, during an orientation video or in a speech by a company executive, that’s often where it stops. While examining daily operating reports, gross revenue reports, and period end or quarterly results, attention predictably shifts to the metrics aligned with job function.

It is, however, possible to incorporate job essence into job function so that it occurs reliably, over time, by design rather than inconsistently, here and there, by chance. For example, Nordstrom initiated a trend in retail customer service by having its sales associates walk around the sales counter to hand a customer her purchases rather than schlepping the bag over the counter after posing the ubiquitous industry farewell: “Receipt with you or in the bag?”

By doing so, Nordstrom was able to consistently incorporate job essence (expressing genuine interest) into a standard job function (presenting a customer’s purchases). As did customers, other retailers took notice and now you see competing department stores’ employees doing the same.

Here’s another example of incorporating essence into function that you’ve likely experienced without realizing it: Snapple, the beverage company, famously includes a “Real Fact” on the underside of its bottle caps. Real Fact #755 states: “There are more chickens than people in the world.” Did you know that? I didn’t – until now. By including these Real Facts, Snapple incorporates essence (sharing unique knowledge) into a function (the bottling process) and, I suspect, has sold a lot more ice tea and lemonade as a result.

And here’s a third example I just encountered the other day: A Denver area shopping center posted break times for its seasonal Santa attraction using the following language: “Santa usually takes Milk and Cookie Breaks at 1:30 and 5:30pm…Sometimes he also makes a quick trip to feed the reindeer. Thanks for understanding that Santa is very busy!” By crafting verbiage infused with humor rather than defaulting to sterile words to convey the same message, this shopping center chose to deliberately incorporate essence (appropriate humor) into a function (posting Santa’s break times).

Managers have an opportunity to consistently elevate customer service quality by deliberately incorporating essence into function in the workplace. Doing so will produce exceptional customer service reliably, over time, rather than – as often occurs – inconsistently, here and there, by chance.

How can you incorporate job essence into job function in your world of work?

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin or purchase from select retailers, including Barnes & Noble.

Watch the 90-second book trailer.

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You must water the plants

December 9th, 2014

watering-can-1Several years ago, after presenting multiple half-day training classes over four days, I was disappointed to hear my client say on the way to the airport, “Well, now I can check that off my list.” True to her word, all of the follow-up activities we energetically discussed over meals during the week fell by the wayside as her attention shifted to the next priority on her list.

Without follow up, training employees is like throwing seeds on rock: It doesn’t take root or produce much fruit. In one well-known Stanford University study, in the absence of follow up, within 30 days participants forgot 95 percent of what they were exposed to during a training seminar.

Contrast the above client experience with the following message I received last Friday from a client, Paul, who did follow up:

“Steve, you’ll be happy to know that we’ve kept your customer service message alive throughout the year. From May – July we invited all employees to do a 6-week, self-paced training program that I put together, based on the session that you did for us last February (I already told you about that). It was voluntary, but I am happy to say that we had an 80% participation rate, and we set up an award for the Division(s) with the highest participation rates. Two Divisions achieved 100% participation, so they won a nice lunch out. Then, in August, we ran a fun customer service contest where we had employees submit their best customer service stories. The seven winners got cash prizes, and their stories were distributed (via email) to all employees. We categorized their stories based on the customer service behaviors that you focused on during our Annual Sales Conference in February.”

There’s a saying in the world of training and development: “You must water the plants.” Not only is it important to have fertile soil (open minds, receptivity) in which to “plant” new ideas, those new ideas and behaviors, once taught, must be revisited, nurtured, and honed into improved performance.

Otherwise, the lessons, like seeds on rock, will not take root. Over time, they will simply dry up and blow away.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin or purchase from select retailers, including Barnes & Noble.

Watch the 90-second book trailer.

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Accept your customers, warts and all

November 21st, 2014

1024px-Bufo_bufo_2_(2005_07_11)November has been a hard month for me healthwise. Every October, I dutifully schedule a flu shot. Most years, that’s sufficient and I’m generally flu, sore throat, and cold free throughout the winter months.

This year, beginning the week of October 20, I developed a chest cold that escalated to pneumonia the first week of November. During that time, I’ve taken a battery of prescription and over-the-counter medications to combat my symptoms. Although I’m now feeling much better, I have a lingering cough that’s been tough to shake.

Yesterday, I struggled through a one-hour teleconference peppered with involuntary coughs. Even my mute button couldn’t keep up. Afterward, I stopped by my local Albertsons supermarket to pick up a few things for dinner. Although I’d recently taken a 12-hour dose of cough suppressant, I continued to cough – sometimes simply as a reflex to breathing.

When I arrived at the register, I unloaded my cart onto the conveyor belt. As the cashier rung up and bagged my groceries, I placed them into the cart. After I loaded the last bag and swiped my credit card to pay, the cashier handed me my receipt saying, “You should cover your mouth when you cough so that you don’t spread germs. I’d appreciate it.”

I was stunned. Here I was accepting a receipt for my purchases and instead of saying “Thank you” or “I hope you feel better soon,” the cashier chose to scold me. I don’t recall saying anything as I turned away. My mind was busy playing back the previous four minutes to identify when I may not have coughed into my hand or sleeve, as I usually do. While I don’t doubt for a minute that one of my reflexive coughs escaped coverage, I couldn’t picture it.

A little background: There are four major supermarkets and one natural foods store with six miles of my home. And I drive past three of them to get to Albertsons (I think they have the best meat department, in particular). My wife is more practical than I am. She usually drives to the nearest supermarket to our home, King Soopers. A quick peek at our budget suggests that our family spends about $18,000 a year on groceries. I estimate that half of that spending ($9,000) goes to Albertsons.

Always resist the temptation to correct customers’ inevitable foibles. It’s inappropriate to reprimand a customer for failing to cover his cough. Similarly, it would be improper for a waiter to admonish a restaurant guest for chewing with her mouth open. And it would be bad form for a restroom attendant to rebuke a customer for neglecting to wash his hands.

Be accepting of your customers, regardless of their flaws and shortcomings. Instead of judging their behavior and admonishing them, apply this advice from the Greek philosopher, Plato: “Be kind, for everyone you meet is fighting a hard battle.”

They will appreciate it and just may reward your understanding with another $9,000 in business next year.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin or purchase from select retailers, including Barnes & Noble.

Watch the 90-second book trailer.

Photo credit: Wikipedia

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Service so subtle

November 18th, 2014

service-heroics-copyToo often, exceptional customer service is associated with breathless, over-the-top actions by employees that capture headlines such as Ritz-Carlton’s Joshie the Giraffe, Morton’s Steakhouse airport delivery, or Frontier Airlines’ pizza order. While these illustrations are memorable and inspiring (not to mention, a lot of fun for the employees involved), they are inaccurate representations of what it means to provide exceptional customer service.

I agree that “wowing” customers is gratifying and, oftentimes, leaves a lasting positive impression on them. When this is elective, it allows employees to display initiative and exercise creativity by performing outside the constraints of a defined job description. It’s liberating for employees and challenges the likelihood that they will describe their jobs as predictable, boring, and monotonous. But when these “service heroics” are required in order to compensate for a flawed process or service model, as author Anne Morriss notes in her book Uncommon Service, “The cape gets heavy.”

Most examples of exceptional customer service, however, do not involve leaping tall buildings in a single bound. They’re much more subtle than that. Exceptional customer service is the difference between recklessly jamming a coat into a coat check closet and cossetting the coat by flattening its lapels while hanging it between coats. It’s the difference between indifferently schlepping a shopping bag over the counter and walking a customer’s purchases around the counter to hand her directly. It’s the subtle difference between responding to a customer request with “No problem” versus “Certainly” or “Right away.”

If you really want to elevate the quality of customer service that you provide to your customers, don’t look to emulate the heroic feats of Ritz-Carlton, Morton’s Steakhouse, or Frontier Airlines. Like a salesman who neglects daily prospecting while awaiting a return phone call from that “big fish” he’s been courting, this is not the best use of your time and energy. Instead, focus on subtle service enhancements like expressing genuine interest in your customers by asking questions, paying attention to detail, or displaying a sense of urgency. These are example of little things that will leave BIG impressions.

ginger1aginger2a

The two images above of the gingerbread house are from my holiday card this year. The first image is on the outside of the card. And the second image is on the inside panel. The difference is subtle (though more dramatic at full size) and reflects the message printed inside the card (and the point of this blog post): The difference between ordinary and extraordinary really is that little “extra.”

Happy Holidays from snowy Colorado!

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin or purchase from select retailers, including Barnes & Noble.

Watch the 90-second book trailer.

Illustrations by Aaron McKissen.

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The best customer service book of all time

November 12th, 2014

7-habits-197x300In 1989, Stephen R. Covey’s perennial book, The 7 Habits of Highly Effective People was published. It must have resonated, having sold more than 25 million copies in 40 languages throughout the world.

Over the past decade or so, when I’m asked for business book recommendations and suggest this title, I detect disappointment and a casual dismissal of the book. A qualifying question usually follows: “Yes, but isn’t there a more recent book you’d recommend?”

So, what’s the priority? Is this person interested in the best business book published within the past two years or the best business book, period? If it’s the latter, then that book is indeed Covey’s 7 Habits.

Bookstores like to categorize books. You’ll find Covey’s book in a variety of sections, including: Self-help, Management, and Business. Although I’ve yet to see it stocked on the Customer Service shelves, it easily could be. In the past, when blogging or conducting Q&A sessions, I regularly find myself linking to lessons from 7 Habits. Below are some examples of how the topics explored in Covey’s book naturally align with customer service:

Foundational Principles:

Paradigms – the way we perceive, understand, and interpret the world. It’s easy to see how this applies to customer service. Have you ever made an assumption about a customer or co-worker that turned out to be inaccurate? Or, have you experienced conflict with a customer or co-worker that resulted from a misunderstanding? If so, you’ve witnessed paradigms in action firsthand.

Principles – natural laws that cannot be broken. Covey lists several examples of principles, including: quality, excellence, and service (the idea of making a contribution). Covey distinguishes between principles and values, saying that principles are not values. For instance, a group of employees who are indifferent toward serving customers can share values, but they are in violation of the fundamental principle of service.

P/PC Balance – a paradigm of effectiveness that is in harmony with a natural law. In this model, “P” stands for production and “PC” stands for production capability. Covey uses the timeless Aesop fable of the goose and the golden egg to illustrate the point that if you neglect “PC” (the goose), then “P” (golden eggs) will suffer. As it applies to customer service, if you neglect or take for granted “PC” (customers), then “P” (referrals, sales, revenues, profits, etc.) will irrevocably suffer.

The 7 Habits:

Habit 1: Be proactive – accept responsibility for our results in life. If we take an assessment and don’t like what we see, then we have the freedom to choose our response by exercising one of four human endowments (or gifts): self-awareness, imagination, conscience, or independent will. As this applies to serving customers, it magnifies the importance of accepting personal responsibility and taking action. Service is a verb and, as such, requires initiative and a willingness to expend discretionary effort in the moment of choice.

Habit 2: Begin with the end in mind – to start with a clear understanding of your destination. As it applies to customer service, it’s an awareness of one’s purpose or highest priority at work. When I poll five employees with the same job title about “what they do” at work, those lists are notably similar. But when I poll the same five employees about “why they do it,” those lists are remarkably different. When employees are unaware of their highest priority at work, they tend to myopically focus on job function (the duties and tasks associated with their job roles). This produces customer service that is transactional and uninspired.

Habit 3: Put first things first – to prioritize based on what is important and not urgent. The emphasis here is on preparation, relationships, and results, rather than reacting to crises with a focus on “things” and “time.” Too often, employees put second and third things (like duties and tasks) first. If you’ve ever felt like an interruption in an employee’s (task-focused) day, then you know what I’m talking about. Conversely, when service providers tune the world out and the customer in, they’re putting first things (customers) first.

Habit 4: Think Win-Win – a frame of mind that constantly seeks mutual benefit. It’s an approach to human interactions that is high in courage (a conviction to one’s values) and consideration (interest in the long-term welfare of others). This approach conveys an abundance mentality, the paradigm that there is plenty out there for everybody. The opposite of Win-Win is Win-Lose, a mentality steeped in contest and adversarialism whereby there is a winner and a loser. If you’ve ever observed an employee going toe-to-toe with a customer rather than making an exception or accommodating a reasonable request, then you’ve observed this paradigm in action. Too often, employees recoil and become defensive (Win-Lose) when an exception occurs rather than recognize that exceptions create opportunities to provide exceptional customer service (Win-Win).

Habit 5: Seek first to understand and then to be understood – this principle is the key to effective interpersonal communication. What happens most often is that people seek first to be understood and, in doing so, unwittingly devalue the opinions and perspectives of others. Many customers refuse to share critical feedback with service providers because they think their comments will be ignored or, even worse, the employee will retaliate. All businesses can improve their service quality by posing this simple question: “If there was one thing we could do (to make your insurance claim easier, to make your hotel stay more pleasurable, to make your dining experience more enjoyable…), what would that one thing be?” Of course, you then need to capture these responses, implement suggestions as feasible, and take reasonable steps to communicate service enhancements that resulted from customer feedback.

Habit 6: Synergize – the realization that the whole is greater than the sum of its parts. It is the belief that 1 + 1 = 3 or more. It’s not your idea or my idea. It’s a better idea, a third alternative. When service providers think in terms of mutual benefit and listen with the intent to understand rather than formulate a response, then they can achieve synergy with a customer. I recently inquired at TUMI headquarters about the repair of a 14-year-old garment bag that was finally starting to show its age. TUMI’s current warranty required me to pay for the cost of the repair. My suggestion was that TUMI cover the cost because its warranty had changed since I originally purchased the bag. Ultimately, TUMI chose a third alternative by shipping me a brand new garment bag. Wow!

Habit 7: Sharpen the saw – the act of renewal in order to create an upward spiral of continuous improvement. Organizations that sharpen the saw are always looking for ways to improve. And while many improvements emerge from inside the company (Think: Google and Apple), customers and competitors can provide unique insight that can elevate product and service quality.

While there will always be a steady stream of recently published business books to assist in our professional development, it would be a mistake to dismiss Covey’s 7 Habits as passé merely because of its 1989 copyright date. If it has been a while since you’ve read the book, consider “sharpening the saw” by giving it another read. And if you’ve never read the book, then you owe it to yourself and those whom you serve to do so.

Have an opinion about Covey’s 7 Habits? Please share in the comments section.

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Walk a mile (or just stand and wait) in your customer’s moccasins

November 7th, 2014

SueWhoever is responsible for the Chicago O’Hare International Airport TSA clearance should be forced to endure the gauntlet himself. This may be the only way for him to fully appreciate the utter frustration, chaos, and absurdity that I (and thousands of others) experienced on Oct. 20, 2014.

While en route to Denver, I passed through the United Airlines Premiere lane at O’Hare. With my drivers license scanned and boarding pass stamped, I was then forced to enter a circuitous line that merged with a second line where passengers took turns joining a third and final line (containing both Premiere and non-Premiere passengers) toward one of two TSA baggage scanning checkpoints; the final hurdle separating travelers from Terminal B – and their flights.

I recognize that at some point, United’s responsibility stops and the TSA’s starts. Still, how does United Airlines respond to agitated customers who paid $1,400 for a First Class ticket, paid $39 to obtain Premiere access, or who earned the benefit of speedy security clearance by flying two or more weeks out of every month for the past 12 months or more – only to be relegated into a mass of humanity resembling the Depression-era black-and-white bank run photos?

I waited in this labyrinth, stamped boarding pass in hand, for 25 minutes as it inched toward the final checkpoint. (It occurred to me during one particularly painful stretch, that I was moving no faster than Sue, the stationary T-Rex replica in Terminal B.) Tensions between passengers escalated at the juncture where the two lines merged. Most passengers understood the situation and allowed others to merge into the main line. Other passengers behaved poorly, practically groping the traveler ahead of them to close the gap needed for others to join the final line.

When I was within about 20 passengers of the final checkpoint, a TSA officer opened another newly staffed checkpoint. Instead of manually directing passengers from the final line (most of whom had been waiting for 25 minutes or more) to the newly opened lane, the TSA rep casually assumed his previous post on the terminal side of the checkpoint. Chaos ensued as passengers who had just cleared the boarding pass checkpoint immediately headed to the newly opened lane, displacing passengers who’d cleared the same checkpoint 25 minutes earlier.

I don’t blame the passengers for this chaos; I blame the process or service model that’s in place to enable O’Hare airline passengers to pass efficiently from the main terminal to the secured portions of the airport. I also blame the inadequate training or protocol that guided the actions of a seemingly aloof TSA rep who conveyed indifference toward the plight (and schedules) of his “customers.”

The best way to test the effectiveness of a particular process is to experience it firsthand as a customer. And I don’t mean observe it from a comfortable distance, jotting down notes, while sipping a holiday drink from Starbucks. As the American Indian proverb suggests, in order to genuinely appreciate the experience of another, “walk a mile in his moccasins.”

This is great advice. I guarantee that whoever is in charge of the TSA clearance process at O’Hare would come up with plenty of efficiencies as he crept along from one line to the next.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin or purchase from select retailers, including Barnes & Noble.

Watch the 90-second book trailer.

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Set the tone for exceptional customer service!

October 9th, 2014

Customer Service - Modern copyFor years, researchers have studied disconnects between sender and receiver in electronic communications. It’s challenging to convey emotion and tone, for instance, via email or chat without the benefit of cues such as facial expressions, hand gestures, or vocal tone.

One study examined overconfidence over e-mail by comparing the perceived and actual ability of participants to communicate effectively. The results indicated that participants who sent e-mails overestimated their ability to communicate by e-mail and that participants who received e-mails overestimated their ability to interpret e-mail. Furthermore, participants who sent e-mails predicted about 78 percent of the time that their partners would correctly interpret the tone. However, the data revealed that only 56 percent of the time the receiver correctly interpreted the tone. As further noted, the receivers in the study “guessed that they had correctly interpreted the message’s tone” 90 percent of the time.

Earlier this year, Software Advice, an online firm that reviews customer service software, published a new study, based on responses from more than 2,000 consumers, that examines the impact of a support agent’s tone and language on customer satisfaction. Its research revealed that almost two-thirds (65%) of consumers actually prefer a casual tone in support emails, and that nearly half (49%) didn’t even find emoticons or colloquialisms to be inappropriate. This sentiment changed dramatically when consumers were denied a request, however, suggesting that customers expect help desk agents to adapt their tone to the situation.

A recent example supporting these findings that made national headlines was the chat conversation about a mishandled book order between a customer and an Amazon customer service representative. The conversation was unique in that the customer and Amazon CSR assumed the roles of Odin and Thor from Norse mythology. If you haven’t seen it, it’s worth a look. (Important: Notice that the Amazon CSR is invited into the role-play by the customer – and not the other way around.)

More than anything, this research reveals how our assumptions about the appropriateness of our electronic communications may undermine our effectiveness at work. So, first and foremost, self-awareness is key. Beyond that, consider guidelines that will contribute to the effectiveness of electronic communication, such as:

  • Always add a brief greeting rather than jumping right in to the business at hand. It can be as simple as opening the message with “Greetings” before getting down to business.
  • Use appropriate grammar, spelling, capitalization, and punctuation.
  • Avoid using ALL CAPS, which may be perceived by recipients as shouting.
  • Moderate use of exclamation marks.
  • Use caution when adding emoticons, such as smiley faces.
  • Avoid using all lower-case letters as well, which may appear overly casual or unprofessional.
  • Avoid colloquialisms such as “What up?” or “bro”.
  • Avoid using abbreviations or industry lexicon that may be misunderstood or not understood at all.
  • Always end a message with a brief farewell that conveys gratitude for the opportunity to serve and invites further communication/clarification (in other words, does not assume the issue has been fully resolved). Again, it can be as simple as “Thank you for bringing the matter to our attention. Please let me know if you have further questions or concerns.”

Misunderstandings are inevitable in the cryptic world of computer-mediated communication. But you can reduce the odds of (unwittingly) offending your customers by: obtaining a credible assessment of your ability to accurately convey or interpret written communication; raising your awareness of the impact of tone and language in electronic communication, and; establishing and adhering to guidelines that will set the tone for exceptional customer service!

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin or purchase from select retailers, including Barnes & Noble.

Watch the 90-second book trailer.

Illustration by Aaron McKissen.

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Your dentist knows if you’re flossing

October 3rd, 2014

Woman flossingI know I’ve done it. I acknowledge the importance of flossing and commit to my dentist that I’ll floss twice daily over the next six months between cleanings. Then, as my appointment nears, I’ll realize how inconsistent I’ve been and make a special effort to floss in the days preceding my visit.

During my oral exam, not wanting to put me on the defensive, Dr. Gates will generally ask me a non-threatening question such as, “So, how have you been doing with your flossing?”

That’s when I say something convincing like, “Uh… Can you repeat the question?”

Dr. Gates already knows the answer.

Next week is Customer Service Week and, similar to my flossing analogy, the customer already knows if you’re serving.

Even if service providers rise to the occasion in the shadow of a prominently displayed Customer Service Week banner, customers know the truth: Customer service across industries is pretty average – and that’s being generous.

Despite the hoopla, banners, and buttons lauding the importance of customers and customer service, the reality is that many customers at participating companies will remain underserved next week, as they were last week, and as they will be in the weeks to come. Besides, shouldn’t every week be Customer Service Week?

Customer service is not a campaign. It’s a commitment. Some companies will spend more time and effort staging events in preparation for Customer Service Week, October 6-10, than they will spend celebrating customers and delivering exceptional customer service during the remaining 51 weeks of the year.

And, despite the frenzied effort to compensate for inconsistency, just like Dr. Gates, customers will know the truth.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin or purchase from select retailers, including Barnes & Noble.

Watch the 90-second book trailer.

Photo credit: BigStock Photo

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J.W. Marriott’s approach to serving customers

September 30th, 2014

J_Willard_MarriottWhen asked about his approach to work during an interview, the late J.W. Marriott, Sr. said, “There aren’t these two opposites, work and play, one bad and the other good. It’s having a vision of the way things ought to be, and then making them that way.”

Keep in mind that Mr. Marriott’s “work” – from the time he opened his first 9-seat root beer stand in 1927 until his death in 1985 – consisted of serving customers. Having spent two decades with Marriott, I had an opportunity to see this philosophy manifest firsthand in the direct service of tens of thousands of customers.

Although I retired from the company in 2006, 21 years after his death, my customer service philosophy continues to be shaped by the founder’s words. Let’s examine just four of them from the quote above:

Work: Work is inevitable. (Drudgery is optional.) Work consists of what we HAVE to do. In the context of a job role, this usually means executing the job functions (duties and tasks) for which we’re paid by possessing job knowledge (WHAT to do) and/or demonstrating job skills (HOW to do it).

Play: Play, in the context of a job role, consists of the opportunities people have to perform outside of their job descriptions, reflecting job essence: their highest priority at work. Too often, people view work and play as dichotomies – at opposite ends of a spectrum. Work, as defined above, is associated with what you HAVE to do in order to pay the bills. And play is seen as what you ELECT to do when you’re not at work. But this is a narrow and limiting definition of play.

Vision: Vision provides direction. It informs decisions. It answers the question of WHY employees do WHAT they do, HOW they do it at work. Companies that define and share a credible vision don’t just give their employees something to work on. They give them something to work toward.

Making: “Making” is a verb. It requires action. Before something is made, there is decision to make it – a decision born out of initiative and a willingness to expend discretionary effort in the moment of choice. Pro quarterback, Russell Wilson, made this point when he said: “Dreams don’t come true. Dreams are made true.”

Mr. Marriott was spot-on in observing that every job role consists of two parts: work (job function) and play (job essence). He also understood that a clearly defined, shared, and credible vision would drive constancy of purpose. Finally, he recognized that exceptional customer service doesn’t happen by chance. It happens by choice.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin or purchase from select retailers, including Barnes & Noble.

Watch the 90-second book trailer.

Photo credit: Marriott International

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You’re not entitled to a gratuity

September 17th, 2014

The Envelope PleaseEarlier this week, Marriott International announced a campaign, called “The Envelope Please” to encourage the tipping of housekeepers. Envelopes will be placed in 160,000 hotel rooms in the U.S. and Canada. The name of the housekeeper who cleans the room will be written on the envelope along with the message: “Our caring room attendants enjoyed making your stay warm and comfortable. Please feel free to leave a gratuity to express your appreciation for their efforts.”

[Full disclosure: I enjoyed a 20-year career at Marriott International.]

When questioned about how much to leave in the envelope, Marriott International CEO Arne Sorenson suggested $1 to $5 per night, depending on room rate, with more for a high-priced suite. Personally, I would have preferred he’d said, “$1 to $5 per night, depending on the quality of service received, with more for exceptional service quality.”

Consider these two terms:

Gratuity: something given voluntarily or beyond obligation, usually for some service

Entitlement: the condition of having a right to have, do, or get something

To me, when you attach a gratuity to a room night and rate, it implies that if you stay over as a guest of the hotel for a night or more, then you are now expected to place a sum of money in the envelope for the housekeeper – regardless of the room’s cleanliness or the housekeeper’s attention to detail. It becomes an entitlement.

This is a slippery slope. It suggests that guests who leave less than the recommended gratuity (or *gasp* nothing at all) – based on their perception of service quality received from their housekeepers – are “cheapskates” or worse… Or, guests are guilted or shamed into leaving an undeserved tip. (I can think of many last impressions that Marriott would like to leave with its guests, but “shame” isn’t one of them.)

My position on gratuities is that guests are not obligated to offer them and employees don’t have a right to receive them. Gratuities should be discretionary and based solely on the performance of the service provider. Attaching a sum of money to a room night and rate suggests an obligation for the guest and an employee’s right to receive an entitlement. The above definition of “gratuity” clearly states the opposite: Tips are given voluntarily or beyond obligation.

All of that said, I think the envelopes are a great idea. I just would have preferred that Marriott quietly place them in guest rooms as a prompt for guests to, at their sole discretion, offer a gratuity as a reflection of housekeeping service quality received rather than length of stay and rate paid.

Don’t settle for ordinary. Choose extraordinary. (It’s always a choice.) Order Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary by Steve Curtin or purchase from select retailers, including Barnes & Noble.

Watch the 90-second book trailer.

Photo credit: AP Photo/A Woman’s Nation

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