The First Step to Fix Poor Customer Service

Note: This post originally appeared on LInkedIn.

I've talked to a lot of customer service leaders recently who want to improve customer service, but aren't sure where to start.

One of their biggest challenges is they struggle to articulate exactly what "improve" means. Here are some actual statements I've heard:

• "We want to deliver world class customer service."

• "We need to get back to the basics."

• "Things need to get better around here."

The challenge with all of those statements is they aren't clearly defined. You'll struggle to take action if you can't be specific about what you want to do.

It's helpful to imagine you wanted to go on a road trip. You'd need two data points to plug into your GPS:

1. Your destination

2. Your current location

This calculation is exactly the same for improving customer service. You need to know what success looks like (your destination) and you must understand where you are now (your current location).

Here's how to find both.

Define Success

This can be done in general terms through a customer service vision, which is a shared definition of outstanding service that points everyone in the same direction.

You'll need to get more specific if you want to improve. Start by thinking about what's concerning you most about your team's current customer service.

• Is customer satisfaction too low?

• Is service quality inconsistent?

• Are you getting too many complaints?

• Does it take too long to resolve issues?

• Do customers have to frequently contact your team multiple times?

Whatever the issue, try to focus on something specific and clearly define what success would look like. That includes putting a specific measurement to it.

For example, perhaps you'd like your team's average customer satisfaction rating to be 85 percent on your customer service survey by the end of March. That's a specific, non-ambiguous destination.

You can't skip this step. If you aren't measuring customer service right now, there's no way to improve it. Just like your GPS will be confused if you ask it for directions but don't provide a destination. 

Find something important to your organization and start measuring it to establish a baseline.

Identify Your Current Location

Now you need to measure where you are now.

Let's say you want to achieve an 85 percent average on your customer service survey. You can find your current location by simply looking at your current average survey score. 

This step should be relatively simple if you've clearly established your destination. Did you skip that step? Then go back and try again! You need a destination to plan your route.

Determine the Gap

The last step is to determine the gap between your destination and your current location.

Let's say your goal is to increase first contact resolution to 95 percent. Your current first contact resolution rate is 82 percent. That makes your gap 13 percentage points.

It may be helpful to express your gap in a SMART goal statement. A SMART goal fits five criteria:

• Specific

• Measurable

• Attainable

• Relevant (to your customer service vision)

• Time-Bound

Example: "Improve the average monthly first contact resolution rate from 82 percent to 95 percent by July 31, 2018."

You can use this SMART goal primer to help you. This short video can also provide more instructions on finding your customer service gap.

Identifying performance gaps from Quick Fixes for Poor Customer Service by Jeff Toister

Looking for the next step? 

Watch the full Quick Fixes for Poor Customer Service course on LinkedIn Learning or download this Quick Fixes worksheet to find solutions for closing the gap and reaching your destination.

Lessons From the Overlook: Know Your Neighbors

Note: Lessons from The Overlook is a monthly update on lessons learned from owning a vacation rental property in the Southern California mountain town of Idyllwild. It's a hands-on opportunity to apply some of the techniques I advise my clients to use. You can find past updates here.

You've probably heard horror stories about bad neighbors. Perhaps you've even been unlucky enough to experience this issue yourself.

It's a particularly thorny issue for vacation rental owners. 

My hometown of San Diego is a popular tourist destination with quite a few vacation rental properties. Many residents have complained about loud parties, rude or even intoxicated guests, vehicles blocking driveways, and other nuisances from people renting a house next door.

The problem has gotten so bad that the San Diego city council recently created extreme regulations that will effectively put many vacation rental owners out of business.

Idyllwild isn't immune to complaints about renters, as you'll see in just a moment. 

While you may not be in the vacation rental business, your company almost certainly has neighbors if you have a physical location. Here's how we learned just how important a good relationship can be.

Guests have sometimes blocked our neighbors' driveways, even though there is room to park four vehicles on the gravel and asphalt areas at The Overlook.

Why Good Neighbors Are Good For Business

There are many ways a neighbor can help or harm your business.

A friendly neighbor can keep an eye out on your property and alert you to anything suspicious. This can be very comforting for Sally and me since The Overlook is a two-hour drive away from where we live. We know our property management company is very diligent about watching the property, but it's nice to have an extra set of eyes on things.

During the recent Cranston fire, we relied on updates from people in our neighborhood who stayed behind to keep tabs on the fire. Fortunately, The Overlook was unharmed, but we were very worried as the flames grew closer. The "on-the-ground" intel was extremely helpful.

A unhappy neighbor can also harm your business.

They'll be less likely to look out for your property or help you in an emergency. Complaints from neighbors can draw scrutiny from local authorities and even lead to fines if your business is not compliant with local regulations. 

How We Created Relationships

The Overlook has full-time residents living on both sides of us.

When Sally and I first bought the property, we visited both neighbors to introduce ourselves. The Overlook had been a vacation rental before we bought it, but we still wanted to create a good first impression. So we brought over some homemade fudge and a card with our contact information on it.

Our visit turned into a short history lesson when we learned one of our neighbors had helped build an addition to The Overlook many years ago when his sister owned the property! He and his wife's grandson runs a painting business in Idyllwild, and we've used his services for a couple of small projects. 

We told our neighbors we wanted them to feel comfortable calling us if they ever experienced an issue with a guest. It would be much better to hear about something quickly so we could handle it proactively, rather than letting an annoyance fester and create long-term damage to the relationship.

I hadn't heard any complaints at all, so I recently contacted our neighbors just to check in. It was a good thing I did.

Both of our neighbors told me they have had a few issues with guests blocking their driveways. There's plenty of room for four vehicles at The Overlook, so we worked with our property manager to provide clearer parking instructions and even a photo of the parking area.

One of our neighbors also told us about a loud group that clearly had more than the maximum of eight guests that we allow. They had left a lot of trash on both our property and hers (which she graciously cleaned up) and were really annoying.

This same group caused damage and stole some items last December. Had we heard about these issues sooner, we may have been able to proactively address the situation and possibly avoid annoyance for our neighbor and theft and damage for us.

The feedback made me realize that I needed to be more proactive about maintaining relationships with our neighbors. People can be naturally reluctant to complain or raise an issue if they don't feel comfortable. So I'll now be checking in with them more often so they won't hesitate to call us or our property manager when a guest is causing a problem.

Take Action

You can apply this lesson in your own business.

Start by identifying the value of having good relationships with your neighbors. Some businesses share a common area or a parking lot. One business I know of shares tools with other neighboring businesses and even allows one company to borrow its forklift!

Here are some action steps you can take once you identify the value of great neighborly relations:

1. Identify your neighbors.

2. Proactively make contact to start developing a relationship.

3. Discuss areas of mutual interest or concern.

And of course, don't forget to maintain the relationship. That valuable lesson could have saved us some theft and damage at The Overlook!

New Training Video: How to Get Great Customer Service

The lightbulb moment happened in a convenience store.

I had gone in to buy a Coke on a hot summer day. As I approached the counter, I noticed everything about the cashier's body language suggested he didn't want to be there. His shoulders were slumped forward, he looked disheveled, and had a bored expression on his face. 

The cashier was ignoring customers as he heated a burrito in the store's microwave.

You've probably experienced this same scene yourself. What the cashier was doing versus what he ought to have been doing was easy to see. But that won't change the basic fact that the cashier wasn't acting like Mr. Customer Service.

My lightbulb went off when I realized he probably felt exactly like I did—tired, hot, and a little unhappy to be there. 

We've all been in that position. Sometimes, a little jolt is all we need to get back on track. That's why I was buying that cold, refreshing Coke. I decided to give the cashier a jolt as well.

I put on a big smile and greeted the cashier in my friendliest voice, "How's it going?!"

Service Tips for Customers

The cashier's demeanor instantly changed.

He looked as if a weight had literally been lifted off his shoulders. He approached the cash register, broke into a smile, and greeted me in return. The rest of that very short transaction was pleasant.

The experience helped me realize that customer service works best when both the customer and the employee are on the same wavelength. Sure employees are supposed to be friendly and helpful, but they're also human. 

And humans sometimes have bad days.

It occurred to me that we could get better customer service if we used some of the same skills we want customer service professional to use. So I created a series of exercises to test this out.

• Make the first move (what I did in the convenience store)

• Introduce yourself to share your name with people who serve you

• Empathize with the people who serve you

I started to try out these techniques and they worked! Employees were friendlier, I started getting "extras" more often, and problems become easier to solve. These techniques don't work 100% of the time, but I noticed I received good service more often.

The New Training Video

Many years later, I now have the chance to share some of my favorite techniques in my new LinkedIn Learning training video. The course reveals essential skills you can use to get great customer service.

The content is broken down into three main categories:

• Build relationships

• Earn extraordinary service

• Solve problems

Best of all, you can build your own customer service skills while completing these exercises. Here's a short preview:

Get great customer service from How to Get Great Customer Service by Jeff Toister

Additional Resources

You'll need a LinkedIn Learning or Lynda.com account to access the full video. If you don't already have one, treat yourself to a complimentary 30-day LinkedIn Learning trial.

The new course marks the release of my 19th training video. You can access all of those courses on LinkedIn Learning or learn more about how you can leverage the power of training videos here.

How to Create Good Customer Service Goals

Advertising disclosure: We are a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for us to earn fees by linking to Amazon.com and affiliated sites.

"I have six minutes to solve their problem, and it's not enough time."

The technical support agent was sharing her struggle with her contact center's talk time goal. She was expected to average six minutes per phone call, regardless of the call's complexity. 

It was especially difficult, she explained, when the customer was really upset and she had to choose between helping the customer feel better and just telling the customer what to do.

The six minute goal was intended to motivate employees like this agent to work more efficiently. The real impact was it caused her stress and negatively impacted the service she provided.

Customer service teams have a lot of goals. Here's how to write ones that will help drive the right performance.

Hallmarks of Bad Goal

Customer service leaders often struggle to set goals that drive the right behaviors.

One customer service team leader wanted employees to focus on outstanding customer service, so he set this goal:

Customer service representatives who earn a satisfied rating on 95 percent or more of their customer service surveys each month will receive a $100 bonus.

The result was exactly the opposite of great service. Employees engaged in survey begging to directly ask customers for a good rating. A few even learned to transfer upset customers to colleagues in another department so they wouldn't risk getting dinged with a poor survey score.

Look carefully at that goal and you can see it has three hallmarks that are common among bad goals:

1. It diverted attention away from customer service.

2. It rewarded individualism.

3. It relied on extrinsic motivation.

Employees on this team weren't trying to provide great service, they were trying to earn the bonus. So whenever there was a conflict between good service and earning the bonus, the employees would try to earn the bonus.

The goal also promoted individualism, which caused employees to undermine their colleagues by transferring angry customers to them.

Finally, the $100 bonus was a form of intrinsic motivation. The employees cared about the incentive, not about the customer in this scenario.

The Good Goal Criteria

I noticed an interesting trend while researching customer-focused companies for The Service Culture Handbook.

Most companies I profiled used goals, but they approached them very differently than most organizations. For example, one company I worked with had this customer service survey goal:

The team will earn a satisfied rating on 85 percent of customer service surveys by the end of this month.

This goal met the three criteria of good customer service goals:

1. It focused attention on customer service.

2. It rewarded teamwork.

3. It relied on intrinsic motivation.

Let's break this down a bit, starting with focus. The team's leader reviewed survey feedback with her team on a regular basis. The review sessions weren't focused on the score; rather they consistently looked for opportunities to improve as a team and were naturally motivated to improve service.

Some opportunities were out of the team's control, such as an issue with one of the company's products. In this case, the team leader took the feedback to the product development team so they had clear data to guide future improvements.

Other opportunities were within the team's control. Since the entire team shared the same goal, they were motivated to help each other.

For example, one common complaint were calls that had to be escalated from a tier one team that handled basic requests to a tier two team that handled more complicated issues. Customers didn't like being transferred and sometimes grew even more frustrated when they had to wait on hold.

So the tier one and tier two teams looked at the top reasons for transferring a call and identified several that could be prevented just by giving the tier one team a little extra information.

This behavior wouldn't have happened if the two teams were competing for individual rewards.

I've also noticed customer-focused leaders rarely use incentives. That's because realize customer service employees are generally motivated to provide great customer service. Incentives only get in the way.

Take Action

Try evaluating your team's customer service goals agains the good goal criteria:

1. Do they focus attention on customer service?

2. Do they reward teamwork?

3. Do they rely on intrinsic motivation?

For some advanced work:

• Explore the distinction between goals and KPIs.

• You can even use this worksheet to set SMART goals.

One Change That Will Help You Rock Customer Email

Responding to customer email is a vexing challenge.

Many companies I know struggle to keep up with the volume. It can be difficult to balance customer demands for fast responses while handling other channels at the same time. Emails often require additional research before responding, which also takes extra time.

I recently partnered with customer service writing expert Leslie O'Flahavan to facilitate a webinar on meeting customer demands for speed while still sounding like a human. We kicked off the webinar with an audience poll that revealed a simple solution for many companies to respond both faster and better.

You can watch the webinar replay here or keep reading below to see the solution.

The Revealing Data

We asked webinar participants how they currently manage customer email. Notice that 61 percent have agents respond to email in between other tasks.

This typically happens in between phone calls. There are frequently lulls in between calls during an agent's shift. That's because phone calls tend to come in waves with peaks and valleys rather than a nice, steady stream. So all agents may be busy one moment and then things quiet down a few moments later.

That downtime in between calls can feel like waste if the agent isn't doing anything, so contact centers often give agents tasks to do while they're waiting for the next call.

Email seems like a natural fit for this sort of work. It fulfills a real need, but isn't time-sensitive like an incoming phone call. So the theory is an agent can work on email until the next call comes in and then put the email aside while they take the call.

This is actually a hidden problem.

The Hidden Problem

It may be easiest to highlight the problem with a little brain teaser designed by Shane Frederick. Read the problem below try to quickly think about your intuitive answer. 

A bat and a ball cost $1.10 in total. The bat costs $1.00 more than the ball. How much does the ball cost?

The answer is below, but think about your response for a moment. Most people instinctively get this problem wrong because we aren't always good at perceiving the answers to mildly tricky challenges at first glance. 

If you guessed the answer is $.10, you'd be like most people, though that's not the correct answer.

The answer is $.05. If the bat and ball cost $1.10 total and the bat costs $1.00 more than the ball, then $.05 (ball) plus $1.05 (bat) = $1.10.

Now, think of this same challenge in a customer service context. 

Customers are notoriously poor at telling their story. So when an agent is reading emails in between calls, they are trying to quickly and intuitively grasp the meaning of a poorly written story before the next call comes in.

Here's an example that Leslie shared in the webinar. Try reading it quickly and intuitively think about what the customer wants.

The answer is much easier to find when you take your time. In this case, the customer wants to be sure his online order gets completed.

Now imagine a customer service agent reading this in a hurry. They may be tempted to zero in on the error messages the customer described. Or they may just find the whole thing confusing and have to re-read the email several times.

What we're really doing when we ask agents to respond to emails in between phone calls is asking agents to split their attention between two important tasks. Time and time again, I've seen this result in more errors and less productivity.

The Simple Solution

You can quickly solve this problem by giving your agents time to focus exclusively on emails.

The way many contact centers do this is by assigning agents to either a phone or email queue. Agents are then moved from one queue to the other as volume demands it. 

For example, if phone volume suddenly spikes, agents can be moved from the email queue to the phone queue to help with the additional volume. Then, as volume subsides, some agents can be moved back to the email queue.

When one client experimented with this they noticed quality and productivity gains in both email and phone!

That's because agents assigned to the email queue could really focus. They grasped the customers' needs much faster and were able to get into the rhythm of writing fast and helpful responses. This also ensured agents were able to solve customers' issue on the first email far more often.

The phone agents were also kept busier because there were fewer people sitting around waiting for the next call. And when calls did come in, they found themselves focused and ready rather than needing a second to mentally transition from an email they were writing.

Of course, you don't need to take my word for it! Conduct an experiment and try it out for yourself over a two week period. Note any changes to agent productivity, contact quality, and even agent morale.

Do Happy Employees Really Lead to Happy Customers?

You've probably heard the platitude, "Happy employees lead to happy customers."

It's one of those sayings that just sounds right. Famous leaders have said it. Not-so-famous leaders have said it, too. It's all over the internet.

But is it true?

The things we believe have a mixed track record. Some things are supported by facts and analysis, while other beliefs are driven by anecdotal evidence. There are even a few oft-quoted statistics that are simply false, such as "55 percent of communication comes from body language." It does not.

So I decided to investigate the happy employees equal happy customers claim by reviewing Glassdoor ratings for the 20 companies with the best customer service. This list was compiled by Christopher Elliott using data from the American Customer Satisfaction Index (ACSI).

Here are the results.

Employee Ratings at Top Service Organizations

The average Glassdoor rating for the top 20 customer service companies is 3.8 (out of 5), compared to the average rating of 3.4. 

The companies are listed on the chart in the order they appear on the top 20 list, so Chick-fil-A is number one while Mercedes-Benz is the twentieth company.

While the average ratings for this group are generally high, these aren't necessarily the elite companies in terms of employee ratings. Only seven companies from the list on are Glassdoor's 2018 Best Places to Work list.

• Google (#5)

• HEB (#20)

• Wegmans Food Markets (#49)

• Trader Joe's (#70)

• Chick-fil-A (#72)

• Toyota North America (#78)

• Apple (#84)

Three companies on the top 20 list actually have employee ratings that are lower than the Glassdoor average:

• Aldi (3.3)

• Cracker Barrel (3.3)

• LG Electronics (3.2)

Proving that there are outliers everywhere, customer service laggard United Airlines is ranked #55 on the Glassdoor Best Places to Work List, despite a dismal 2018 ACSI rating of 67.

Recommend to a Friend Ratings

Glassdoor has something akin to an eNPS rating where reviewers can indicate whether they would recommend working at their company to a friend. 

The average recommend to a friend percentage for the top 20 companies is 71 percent compared to the 49 percent Glassdoor average. The average is denoted with a large red X.

Only one company on the list, Lexus, has a lower recommend percentage than the Glassdoor average, with just 48 percent of employees saying they would recommend the company to a friend.

One anecdotal note here is companies with elite service cultures can sometimes be very polarizing. The right employees love it while other employees are uncomfortable. 

Amazon provides a good example. The company has a 3.8 Glassdoor rating and a 74 percent recommend rating. One happy employee wrote, "An Amazing Place to Work" and rated the company five stars, while a two-star reviewer wrote, "Exciting work, abusive culture." A three-star reviewer summed it up with, "Can be amazing for some people, horrible for others."

There are certainly many explanations for variability in employee reviews, including their individual boss, job assignment, or location. On the whole is appears that the very best places to work aren't necessarily the customer service leaders.

CEO Ratings

Glassdoor also asks employees whether they approve of their company's CEO. The average rating for the top 20 customer service companies is 87 percent, compared to the 69 percent Glassdoor average.

Just one company (LG, 67%) had a lower CEO approval percentage than the Glassdoor average. 

Glassdoor publishes an annual list of the top-rated CEOs, and CEOs from seven of the top companies made the list:

• Charles C. Butt, HEB (#7)

• Colleen Wegman, Wegmans Food Markets (#9)

• Akio Toyoda, Toyota North America (#24)

• Sundar Pichai, Google (#45)

• Dan T. Cathy, Chick-fil-A (#50)

• Craig Jelinek, Costco Wholesale (#83)

• Tim Cook, Apple (#96)

There's plenty of anecdotal evidence to support the reason for this correlation. Employees tend to blame company leadership for poor service, while leaders of customer-centric organizations are often studied, profiled, and copied due to their successful track record.

Conclusion

Granted, this data provides a limited snapshot. Yet that snapshot seems to show that happy employees are at least correlated with happy customers.

That doesn't mean that making employees happy automatically leads to happy customers. United Airlines is #55 on Glassdoor's 2018 list of best places to work even though the airline has one of the lowest customer service ratings in the airline industry.

What has been your experience?

Prepare for Unexpected Surprises on Your Customer Journey

Advertising disclosure: We are a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for us to earn fees by linking to Amazon.com and affiliated sites.

Unusual situations can make or break customer experience.

I recently discovered three torn couch cushions at The Overlook, a vacation rental property my wife and I own. The cushions all belong to a patio furniture set we had purchased a year ago.

Replacing or repairing the cushions has been a difficult challenge so far.

• There's no information on the furniture company's website about torn cushions.

• A customer service rep told me I can't buy individual cushions.

• The warranty department denied my claim to have the cushions fixed.

So now I have three torn couch cushions and no idea how to fix them. I've also developed some resentment toward a company I've bought a lot of furniture from.

Think about how your employees are equipped to handle unusual situations. Here are a few ways you can test that.

Test for Rigid Channel Options

Try calling your company.

Chances are, you'll first be connected to a phone menu. Make a list of the options and then pull a random sample of 20 customer calls. Ask yourself how neatly each call fits those options.

The furniture company had just three options when I called:

1. Place an order

2. Check on an order

3. Warranty information

It wasn't clear which option fit my situation. Should I place an order for new cushions? Did the company even sell individual cushions? Or is it possible the cushions could be repaired or replaced under warranty?

Some companies have a built-in menu for chat and web contact forms. You can test these with the same exercise you did for the phone channel. Pull a sample of 20 contacts and see how closely each one fits the menu options.

Many companies avoid menus entirely. Emails sent through a web contact form are routed to the the right person using behind-the-scenes technology. Phone, chat, and social media agents are trained on a wide range of issues and can pull in an expert colleague if needed.

Test for Rigid Procedures

It's often helpful to have clear procedures. 

This makes it easier to train employees, since how to do things is well documented. It can also make things more efficient when everyone is operating the same way.

But there's a danger when procedures are too rigid.

The warranty procedure at the furniture company was a great example. The procedure was I called in and spoke with an intake person. She took down the basics of my claim and emailed a link where I could upload photos of the damage. I asked her for additional ideas and options, but she was unable to provide any information outside of the procedure.

The warranty team was supposed to reply within 3-5 business days, but they never did. When I escalated the issue to the social media team, all I got was a flat no. They denied my claim and plainly stated they weren't going to help.

I'm not upset that the warranty claim was denied. I'm upset that I still have three torn couch cushions and the company isn't helping me fix that issue.

Take a look at your top customer complaints. Chances are, there's a rigid procedure or an inflexible policy behind it. 

• Are your employees empowered to react to unusual situations?

• Do employees instinctively focus on a solution or defending the policy?

Take Action

You can learn a lot of examining your top customer complaints.

One client I worked with was the parking department for a university. Their biggest customer complaint was the process used to issue annual parking passes. It required people to come to the parking office on campus and wait in a long line.

The parking department redesigned this process around making it easy for customers. They set up temporary stations around campus so people could pick up their parking pass near the building where they worked. The annual parking pass quickly went from the biggest complaint to the biggest compliment.

In The Service Culture Handbook, one of the companies I profiled was Cars.com. Leaders consistently ask customer service agents for input on how to improve processes. Agents are asked to answer two questions when they submit their ideas:

1. Why is this better for the customer?

2. Why is this better for the customer care agent?

Ideas that are better for both the customer and the agent get the strongest consideration. The process also helps agents feel empowered to improve wonky processes for both themselves and the people they serve.

Why is Service So Great at the USS Midway Museum?

Let's start with a few facts about the USS Midway Museum.

The decommissioned aircraft carrier has operated as a museum in San Diego since 2004. Visitors can explore the flight deck, crew quarters, and other areas of the ship while enjoying a self-guided audio tour narrated by Midway sailors. Well-informed volunteer docents are on hand to answer questions.

It's become the top-rated tourist attraction in San Diego.

The museum offers visitors a unique opportunity to see what it was like to live and serve aboard a US Navy aircraft carrier. It features an incredible service culture where volunteers and employees go out of their way to create a special experience for guests. 

Here are just a few of the Midway's online ratings:

• 4.8 (out of 5) stars on Google

• 4.5 (out of 5) stars on TripAdvisor

• 4.8 (out of 5) stars on Facebook

• 4.5 (out of 5) stars on Yelp

• 4.8 (out of 5) stars on Expedia

Keep reading to learn the secrets behind the Midway's powerful service culture.

Photo courtesy of the USS Midway Museum

Mission-Focused

Last year, I had the honor of working with the Midway to help revise its customer service vision. This is a shared definition of outstanding service that gets everyone on the same page.

We used the process outlined in The Service Culture Handbook. The first step is gathering input from all employees via a survey that asked, "What do you want our customers to think of when they think of the service they receive?"

The museum's more than 800 volunteers were asked to weigh-in, too.

The feedback was overwhelmingly conclusive. Employees and volunteers alike were already using the organization's mission statement as a guide when serving customers:

Preserve the historic USS Midway and the legacy of those who serve; Inspire and Educate future generations; and Entertain our museum guests.

When a cross-functional group met to draft the vision statement, everyone agreed the mission should serve as the customer service vision. There was no need to craft a separate statement. One thing that makes the Midway so special is how people are aligned around the mission.

Hiring for Culture Fit

It's not surprising that a lot of people want to work at the Midway.

Liane Morton, the museum's director of human resources, told me the organization is developing a reputation as an employer of choice. "The number of applicants sourced directly through our website, versus a public posting on Indeed, for example, has steadily increased over the past seven years." Current employees are also eager to recommend the Midway to others. "Our number one source of candidates is through employee referral."

The Midway shares a lot of information about the culture on its website. This lets potential applicants know up front what they can expect from working there.

My friend, Jaime, is a great example. I remember her excitement when she went through the application process and she couldn't have been happier when she finally landed a job. The enthusiasm you see from Jaime in this promotional video is absolutely real.

The biggest challenge for Morton is finding people like Jaime among such a large pool of potential applicants. "People are complex," says Morton. "Some people are really good at interviewing and will say all the right things, but they aren't really a great culture fit. Others are not good interviewers even though they would make a great addition."

Morton tries to overcome this challenge by getting people comfortable so they reveal their real selves. "I like to walk people out of the room after the interview. It feels like the formal interview is now over, so people often loosen up and are more themselves while we walk and talk."

Another technique is what Morton calls the "Garometer." 

Prospective applicants check in with an employee named Gary at the visitor information center. Successful applicants must make a good first impression. Morton explains that the way you treat the person who greets you is a good indicator of how you will actually interact with people. Feedback from Gary’s interaction with candidates proves very useful.

Onboarding New Hires

New employees are quickly indoctrinated into the culture.

Most of new hire orientation focuses on the culture, rather than rules and work procedures. Countless stories and examples are shared to help people understand what's expected. There's even a section that explains why the culture is so important to the Midway and how it helps the organization succeed.

Employees also take the museum tour. "We want every employee to have had the experience of being a customer," says Morton.

The museum's approximately 400 volunteer docents are also a key part of the service culture. They go through an eight week training program (one day a week for eight weeks) that includes several hours spent on how to interact with customers.

Leadership

The service culture at the USS Midway Museum starts at the very top, where CEO John "Mac" McLaughlin is a culture champion.

Morton explains that McLaughlin is constantly talking about the culture with employees. "He is the best leader I have ever worked for. He makes my job in HR so much easier because his is always promoting the culture."

It's essential for leaders like McLaughlin and Morton to model the culture since employees will take their cue from them. 

Occasionally, a leader at the museum might struggle to emulate the culture. Morton describes a proactive approach. "It’s so important to address leaders working against your culture and ultimately help them transition from the organization if they cannot align with the organization's values.  A leader makes such a big impact, and employees will not embrace the culture if their leader doesn't embrace it."

Service Culture Challenges

Every organization faces challenges when trying to build and maintain a service culture.

At the USS Midway Museum, one challenge is the bad habits new employees bring with them from past employers. A lot of employees are taught in previous jobs that rules are more important than customers.

"We have policies, too," says Morton, "but we break them when we need to. For example, museum members can get into the museum for free when they show their membership card. Members sometimes forget their cards, but we just let them in anyway. We trust them.

"New employees will sometimes have difficulty just trusting the member like that. That's because they would get in trouble at their last job if they didn't follow the policy precisely. We really have to work with employees to let them know its okay."

Another challenge is maintaining employees' passion for the job. 

Morton and other leaders work hard to identify and fix any issues that might make employees unhappy. There are sometimes, though, when passion just fades and working at the Midway is no longer a fit for the employee.

"If you are no longer having fun and enjoying working here, that’s okay, and we can help you transition," says Morton. "It doesn't do the employee or the USS Midway Museum any good for the employee to stick around if they are unhappy."

She will often help employees move on to another role or even another organization with no hard feelings.

Conclusion

I must admit I'm a big fan. I've spent countless hours exploring the museum and its one of my favorite places to send people who are visiting from out of town.

If you're in San Diego, I encourage you to visit the museum and see for yourself!

How to Gain Big CX Insights from Small Details

My wife, Sally, and I really enjoy wine. 

It's fun to explore new wineries and share both bottles and experiences with friends. So we were a little excited when I found a winery in Napa Valley that was looking for "investors."

The deal was enticing. 

In exchange for investing a small amount of money into the winery, you would receive an estimated 6 percent annual return plus a few bonus perks such as free wine, wine discounts, and even business cards. The business cards were a huge perk since many Napa wineries offer benefits such as free tastings to people affiliated with the wine industry.

Naturally, we had two big questions before we invested.

1. Was the wine any good?

2. How was the customer experience?

To test both, I placed an order for two bottles. The process revealed a lot of clues about how the winery was managed.

Here's how that one experience told Sally and I all we needed to know.

The Purchase Experience

Texas was a key part of the winery's sales strategy. The state represents a growing market with a lot of wine enthusiasts, but has less competition than California. 

So I went to the websites of two of Texas's biggest wine retailers, Total Wine and Spec's, and searched for the wine. Total Wine was sold out while Spec's didn't have anything from the winery listed.

A lack of inventory can easily drive customers to a competitor. You can't sell what you don't have.

So I went back to the winery's website and tried to place an order. The online store was not integrated into the website, and it took a bit of navigating to place my order. The order confirmation email arrived quickly, but did not confirm an expected delivery date.

Warning signs:

• Lack of inventory in key market

• Poor e-commerce experience

Fulfillment Time

Amazon is the product delivery benchmark for many of us. You can get purchases delivered the next day, sometimes even the same day, seven days a week.

The wine industry is a little different. Most smaller wineries typically ship purchases twice per week. Shipping time from Napa to my home in San Diego is about two days, so I expected delivery to take up to a week.

Two weeks went by and the wine had not arrived. I also had not heard from the winery.

List of warning signs so far:

• Lack of inventory in key market

• Poor e-commerce experience

• Long delivery time

• Lack of proactive delivery notices

Transactional Service

I sent a follow-up email to the company to check the status of my order. This could be a good thing in a way, since it would be an opportunity to try out the winery's customer service.

The CFO, Kevin, quickly responded:

My first question was, "Why is the CFO answering customer service email?" This might not be too unusual in a small winery, but it didn't make much sense in a winery that was looking to woo investors so it could grow into a powerhouse.

The other red flag was Kevin promised that my wine would ship the next day. Why not today? It seemed my order hadn't been a big priority until I raised an issue.

The warning signs list grows:

• Lack of inventory in key market

• Poor e-commerce experience

• Long delivery time

• Lack of proactive delivery notices

• The CFO is answering customer service emails

• Website orders aren't a priority

Poor Leadership

The warning signs had added up, so it was time to cut bait on this investment idea. I replied to Kevin and put my cards on the table, explaining that I had ordered the wine as a trial run while considering an investment.

That investment clearly wasn't going to happen, so I asked him to cancel my order. He quickly responded again:

Kevin inexplicably copied two other people on the email, Brandon and Kathleen. I have no idea who they are, though presumably they were employees tasked with stopping my shipment and issuing a refund.

Here's a guess, based on my experience working with executives like this. Copying those people on the email was Kevin's way of giving them an assignment. It's both inappropriate (why include the customer?) and potentially unclear to the employees. 

Ten days passed and no refund. I emailed again to ask about the status. Kevin quickly replied to Brandon, copying me.

Whoa! Three problems here:

• Who is Brandon?

• Why is Kevin emailing him rather than replying to me?

• It's Wednesday. Why will it take the CFO until Friday to process my refund?!

It was really further evidence of Kevin's poor leadership. He may have been frustrated with Brandon (who was copied on the last email) for not issuing the refund earlier. Or perhaps he thought he was being responsive by showing me that he had tasked this duty to Brandon. 

None of that mattered. The CFO should have been able to issue a refund immediately.

The big list of warning signs:

• Lack of inventory in key market

• Poor e-commerce experience

• Long delivery time

• Lack of proactive delivery notices

• The CFO is answering customer service emails

• Orders aren't a priority

• Poor executive leadership

Epilogue

Friday came and went with no refund. It had now been 30 days since I had placed more order and more than two weeks since Kevin promised a refund "ASAP."

I wound up disputing the charge with my credit card company since Kevin, Brandon, or whoever else was working there couldn't seem to get it done. Which tells me the winery may have some cashflow issues in addition to it's many other dysfunctions. 

Sally and I were disappointed this investment idea didn't work out, but one test order told us this winery was probably going to struggle. You can learn a lot about a business when you view it from a customer's perspective.

Book Review: Would You Do That to Your Mother?

Advertising disclosure: We are a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for us to earn fees by linking to Amazon.com and affiliated sites.

Jeanne Bliss's new book would be a perfect addition to your company's customer experience book club.

The format of Would You Do That To Your Mother lends itself well to discussion. There are enough practical ideas for improving your customers' experience that you'll surely find something to implement.

The book asks you to imagine your mom as your customer. What type of experience would you want her to have? How can you apply lessons learned from Mom as a kid to make your customers' lives better?

A sign at Einstein Bagels encouraging customers to behave the way mom taught us.

Buy on Amazon

There are four principles described in the book. Each comes with clear descriptions and many examples of what Bliss calls "Make Mom Proud" companies that are using the principles to succeed.

Enable Employees to Thrive

This principle means hiring people who fit with your organization's culture, and then enabling them to bring their best self to work each day.

One example Bliss shares comes from Vail Resorts, a company that runs ski resorts. It has banned the words "Our policy is" and other trigger words that could make a guest angry in a tense situation. Employees are instead empowered to provide a variety of goodwill gestures to make things right such as free lift tickets or a complimentary meal.

Make It Easy to Do Business With You

The idea here is to remove friction between your customers and your business so it becomes easy to do business with your company. 

If you don't already know this, removing friction is becoming a huge trend! It's the focus of Gopher Sport, winner of ICMI's 2018 Global Award for Best Small Contact Center. Shep Hyken's new book, The Convenience Revolution (October 2018), is written entirely around this concept as well!

Bliss gives the example of Casper's 100-day trial period for new mattresses. The company realized it's difficult to pick out the perfect mattress by lying on several options in a store for a few minutes each. So Casper gives customers 100 days to try return their new mattress for a full refund if they don't like it.

Help Your Customers Achieve Their Goals

The third principle is based on the concept that you are more likely to get what you want if you help other people get what they want. 

In other words, Bliss describes "Make Mom Proud" companies as having a customer service vision. This is a shared definition of outstanding service (or an outstanding experience) that gives every employee a clear and unified purpose.

Ikea is a terrific example shared in the book. As a customer myself, I know how Ikea makes it easy to find functional, stylish furniture on almost any budget. Walk into any Ikea store and you can see evidence of this vision in nicely-appointed rooms decked out in incredibly low-priced furniture and accessories.

Establish a Balanced Relationship with Customers

The fourth principle focuses on companies sticking to their values. This helps customers learn to trust companies since they know what they stand for and can trust them to remain consistent.

An example that really stood out in this chapter is Lemonade Insurance. One of the values the company operates under is trust, and it has designed its insurance claim process to demonstrate that. Customers filing a claim can skip a lot of paperwork and audits and simply record a short video of themselves taking an honesty pledge.

I hadn't heard of Lemonade Insurance before reading Bliss's book, so I had to check them out. The story of the company processing and paying a claim in just three seconds is incredible.

The Bottom Line

Would You Do That To Your Mother? is a thought-provoking guide to giving your customers a better experience. The writing style easily lends itself to a company book club, where you can read a chapter, discuss the principles, and identify ways to implement the concepts in your own organization.

It's currently available on Amazon or get bulk discounts at 800-CEO-READ.