Comments on: We have met the enemy and he is us

By: Steve Curtin

Steve Curtin — Mon, 02 Jul 2012 17:57:00 +0000

Jim, thanks for taking the time to read and comment. The most effective companies I’ve observed don’t rely on training existing employees to effectively make exceptions to policy. Instead, they invest a disproportionate amount of time/money in their selection processes in order to identify job candidates that will use their best judgment in making exceptions to company policies.
Of course, the company culture and performance management practices must allow for this discretion. My favorite illustration of this is Nordstrom’s employee handbook cited below in an earlier comment: “Use your best judgment in all situations. There will be no additional rules.”
Having said all that, if I were to inherit an existing staff that relied on policy to direct their behavior (apart from exercising good judgment), I would reframe their view of exceptions, reminding them that exceptions require exceptional customer service. I would then model the desired behavior, affirm others when I observed them handling an exception well and coach them when I observed them mishandling exceptions and applying policy in a situation that did not warrant it.
I know, I know…easier said then done. That’s why companies like Nordstrom, L.L.Bean and Zappos are themselves exceptions…

By: Jim Watson

Jim Watson — Mon, 02 Jul 2012 17:28:00 +0000

Well-said, Steve.

How have you seen companies train customer-facing employees to effectively make exceptions to policy?

What kinds of initiatives/approaches have you seen used effectively?

Thanks Steve,

Jim Watson
Portland, Maine

By: Steve Curtin

Steve Curtin — Thu, 21 Jun 2012 02:28:00 +0000

John, I agree there are useful policies and procedures in place to protect the company, its employees and customers while maintaining standards. Your example of a speed cap is one of them. It’s in the best interest of all parties to govern the speed of the recreational mopeds and may even be tied to local laws or insurance policies that dictate terms of use (speed, protective equipment, liability waivers, etc.). Your comment regarding transparency is right-on. In the case of the moped rental company, the speed cap (and all usage terms/equipment modifications) should be well-publicized via signage, orientation video, and/or oral reinforcement at the point of purchase. Customers don’t mind surprises – as long as they’re pleasant surprises.
Thanks for taking the time to read and comment.

By: Steve Curtin

Steve Curtin — Wed, 20 Jun 2012 21:43:00 +0000

I like Nordstrom’s employee handbook which governs employee behavior with: “Use your best judgment in all situations. There will be no additional rules.”

By: SalesPortal

SalesPortal — Wed, 20 Jun 2012 19:28:00 +0000

John hit the nail on the head with his comment, “Sometimes policies that are intended to help or protect customers just don’t work as intended.” You can’t plan for every scenario, so it’s important to recognize situations when the standard policy is only going to make things worse.

By: Steve Curtin

Steve Curtin — Tue, 19 Jun 2012 19:00:00 +0000

By: John Paul Narowski

John Paul Narowski — Tue, 19 Jun 2012 18:39:00 +0000

Hey Steve, no problem – as a customer enthusiast myself I thoroughly enjoy reading the blog.

The bellman example is great as well. Sometimes policies that are intended to help or protect customers just don’t work as intended. I agree, removing the policy is the best way to go. But that’s not always possible.
In the cases when it’s not, I think the best remedy is full transparency. Explain to the customer why the policy is in place, and what the intention is. That way, at the very least, he or she will understand that you had their interest in mind!

For example: Let’s say you run a business renting Mopeds. The Mopeds are speed-capped for your customers’ safety. One customer complains about not being able to keep up with traffic. Do you remove the speed cap?

Interested to hear your thoughts about situations like that.

Cheers,

John-Paul Narowski, Founder – karmaCRM

By: Steve Curtin

Steve Curtin — Tue, 19 Jun 2012 17:06:00 +0000

John, thanks for taking the time to read and comment. I agree with your observation that sometimes reps fail to realize the position of the customer and, unwittingly, draw a line in the sand by simply modeling observed behavior or repeating something they heard a supervisor say previously.
Oftentimes, these actions have to do with upholding company policy. For example, I recall while working in full-service hotels that guests who attempted to use a luggage cart without the assistance of a bellman were denied on the grounds of company policy. Front office management and hourly-paid employees would state that, due to liability, a bellman must accompany the cart. I even once overheard a bellman refuse to relinquish a luggage cart to a hotel guest by comparing it to a request to use a mechanic’s tools (to avoid paying the mechanic).
By enforcing this “policy,” hotel employees sabotaged the first and last impressions of many guests who decided to rebelliously take the cart anyway, begrudgingly accept the assistance of a tip-hungry bellman, or make several trips to and from their cars with their belongings. Worse, these customers are labeled “difficult” or “cheap” by hotel staff—which fostered resentment and adversarialism.
What’s the answer? Get rid of the customer-unfriendly policy (assuming one even exists) and let the guest borrow the cart! Some will say, “But if you let one guest do it, then every guest will do it.” Not true. Most full-service hotel guests appreciate the availability of bellman to assist with their luggage. (Do-it-yourselfers tend to avoid full-service and luxury hotels.) What we’re talking about is a hotel guest who is an exception. And exceptions require exceptional customer service.
Perhaps the guest is traveling with his family and it’s going to take him a while to organize and pack the travel crib, diaper bag, cooler, and various and sundry other items unique to this season of life. Let him borrow the cart for heaven’s sake so that he can take his time and not feel pressured by detaining a bellman.

By: John Paul Narowski

John Paul Narowski — Tue, 19 Jun 2012 16:09:00 +0000

Hey Steve,

I agree with you about the line in the sand. Too often it seems like service presents customers with an unpleasant ultimatum rather than a quick solution. The line in the sand isn’t intentional – sometimes service reps fail to realize the position of the customer. It’s important to be empathetic and put yourself in your customer’s shoes.

Lots of companies view customers from a management perspective,
instead of a relationship-building perspective. Love your
customers, and your customers will love your brand.

Businesses need to invest the time, energy and effort
required to bring in the right people and the right tools to build solid
relationships. All relationships with customers are, by their very nature,
social – and we need to remember that. “Managing” customers isn’t a two way
street – honest, open and flexible relationships are harder to build, but far
more rewarding for everyone.

John-Paul Narowski, Founder – karmaCRM