Unfortunately, many businesses still fall short when it comes to delivering an Ultimate Customer Experience®. Because of this, they not only suffer in terms of retaining customers, but they also lose out on the referral business that can group their company. I’ve been on a crusade for over two decades to move organizations to this high standard – yet the vast majority still are not hitting the target.
Even as businesses all over the world are currently spending billions on enhancing consumer experiences, there are still several reasons why this is the case.
The top four are as follows:
Lack of training: Many team members are not properly trained on how to interact with customers. This can lead to misunderstandings, frustration, and even anger.
Automated systems: Automated systems can be helpful for simple tasks, but they can also be frustrating when customers need to speak to a human being. The challenge is that when it’s difficult to hire quality employees, and the cost of good team members has risen, more organizations are shifting to this approach.
Long wait times: Customers do not have the luxury of waiting for hours on end. If they can’t obtain assistance right away, they’ll probably go somewhere else to do business. Wouldn’t you?
Unhelpful employees: Some employees are simply not interested in providing good customer service. They may be rude, dismissive, or even incompetent. And some of younger generations may not expect the types of experiences we want them to deliver. We can’t presume our team can deliver an experience they cannot relate to receiving.
When customers have a bad experience, research shows that they are likely to take their business elsewhere – even if it’s only been a single negative encounter. They may also share their negative experience with others, whether in person with friends or online with the world, which can damage a company’s reputation.
What can businesses do to improve their customer experience? Here are four tips:
Train your employees: Make sure your employees are properly trained on how to interact with customers. This includes teaching them how to be polite, helpful, and understanding.
Use human beings: Don’t rely too heavily on automated systems. Customers appreciate being able to speak to a human being when they need help.
Keep wait times short: Customers don’t have time to wait on hold for hours. If you can’t resolve an issue quickly, offer to call the customer back as soon as possible.
Hire helpful employees: When hiring new employees, look for people who are friendly, patient, and eager to help.
In addition to the above, businesses can also improve their customer experience with these three steps:
Making it easy for customers to do business with you: This includes having a clear and easy-to-use website, offering multiple ways to contact customer service, and providing clear and concise information about your products and services.
Personalizing the customer experience: This means understanding your customers’ needs and preferences and tailoring your interactions with them accordingly. For example, you can use customer data to send personalized emails or offer special promotions.
Going the extra mile: This means going above and beyond what is expected to make your customers happy. For example, you could offer a refund or replacement if a customer is not satisfied with their purchase, or you could send a handwritten thank-you note to a customer who has made a large purchase.
By following these tips, businesses can improve their customer experience and boost their bottom line.
The goal of my forthcoming book, “The Ultimate Customer Experience® — Five Steps Everyone Must Know to Excite Your Customers, Engage Your Colleagues, and Enjoy Your Work,” is to provide in a concise and compelling form the primary steps that EVERY employee must integrate into every customer reaction.
One major automotive company just purchased over 1000 copies to present to frontline employees. This is the book that each team member should read to provide a baseline for every customer interaction.
“The Ultimate Customer Experience®” will be released in two weeks – but you can pre-order now! Go to https://UltimateCustomerExperience.com for all the information.
Southwest Airlines halted all their operations this past Tuesday morning, citing “intermittent technology issues.” By 1 PM/Eastern, 43% of the airline’s schedule was delayed.
The airline released a statement saying that an issue with a “vendor-supplied” firewall (I’d hate to be that vendor) caused data connection problems within its operations teams. An internal message seen by the frequent traveler website, The Points Guy, noted several computer systems that had lost connectivity.
Any and every business will have IT problems at some point – ranging from what Southwest experienced this week to a solopreneur uncertain of how to run a credit card. And, following their holiday debacle over the old scheduling technology that Southwest was using, “Southwest executives have said that they were accelerating plans to modernize the airline’s systems and doubling down on investments in new infrastructure improvements,” according to The Points Guy.
They had better be doing that. Because as I state in my forthcoming book, “The Ultimate Customer Experience,” the first level of customer interaction is “Processing.” In other words, there are some aspects that are non-negotiable from the customer’s point of view. If you fail to deliver at this first level, none of your other activities to drive customer retention will succeed.
Customers do not want us to “make it right.”
Customers want us to “GET it right!”
For Southwest, keeping the planes moving safely and on time is part of the deal. Certainly, there will be issues out of your command, but passengers understand those. Wednesday afternoon, my friend, Mark Sanborn, was delayed for several hours on his United flight to Denver. He wasn’t upset at United – the delay was because of an ice storm at their destination. However, if I’m on the tarmac and can’t take off because of a software issue – or another aspect, such as crew scheduling, that I perceive to be under your control – now I become an upset and dissatisfied customer.
The primary question is, “What do we have to get EXACTLY right…every time…for every customer?” Another that my new book encourages you to ask is: “What do our customers have a RIGHT TO EXPECT from us every time they do business with us?”
Have you had a conversation with your team about those questions? One study indicated only 16% of businesses even HAVE THE LIST of what customers have a right to expect!
You cannot expect your team to deliver what your customers have a right to expect…if you have failed to identify and train your employees to deliver on those expectations.
My research and experience have identified five steps you must make certain every employee knows and executes as he or she interacts with your customers. This is the first one – “Don’t make it right; GET it right.”
However, if the employee doesn’t know what “getting it right” means – or if they haven’t been trained properly or exposed to what an Ultimate Customer Experience® is – you have no right to expect them to deliver it for your organization.
Start with this first step: Make a list of what every customer has a right to expect from you every time they interact with your organization.
(Want to be certain every member of your team knows the five steps to an Ultimate Customer Experience? We have special offers for bulk purchases of the forthcoming book –some even include a virtual presentation from me to kick off your UCX efforts! Contact us for details.)
If you want to get better at what you do, there are few limits to how far you can go. With the right mindset, you can become more successful than ever before.
(That’s why Jason Bradshaw and I are conducting the “Stand Out / Earn More” program this week. You’ll discover how to register for FREE at the end of this post!)
As with any skill, learning new things and improving takes time and effort. Here are some tips for lifelong learning that will help elevate your career and your business:
Learning is how we grow as professionals
Learning is a lifelong process, and it’s not just about getting a degree. Learning is about keeping up with trends and new technology. It’s about staying ahead of the curve to keep providing your best work for customers and continue to be an asset to your company or organization.
If you want to stay current, there are many ways to learn while working:
Attend conferences and conventions related to your field (if possible).
Plan out time each week for learning new skills – whether through books, online courses, or other resources — even if it means reading just five pages daily!
You can keep getting better with discipline and action
It’s possible to keep getting better at your craft with discipline and action. That’s because self-discipline is a crucial ingredient for success. You might not know precisely what it takes or how much time it will take for you to do something well—but if you’re disciplined enough, this will show itself over time when nothing else matters but doing what needs doing right now! Whether you want to be an expert in programming, marketing, or sales, the only way you’ll get there is by setting goals and following through on them.
Track your progress
Track your progress and celebrate your achievements as you go. This will help you stay motivated, focused, and on track.
One way to stay motivated and on track is to set a time-based goal. For example, if you want to run a marathon in under 3 hours, set a date and commit to training. Once you’ve completed this goal, select another one that will help keep you motivated.
Having multiple skills is an essential part of being a professional
To be a distinctive professional, you need to have multiple skills. There are many ways that you can learn new skills: taking classes online, attending virtual summits, reading books about it, observing someone who already has those skills (i.e., watching your boss), and so forth.
Learning builds confidence so your efforts are taken seriously
Confidence is a key part of being a distinctive professional. As your experience grows, so does your credibility and, thus, your confidence. Learning new skills helps build this credibility and also helps to keep you interested in what you do.
Learning new skills helps us gain both confidence in ourselves and attractiveness as an employee or entrepreneur because our customers know we are always looking for ways to improve ourselves professionally.
Lifelong learning is key for the true professional
Lifelong learning is critical for the true professional. Lifelong learning is a skill that can be developed, taught, learned, and improved. It’s not just about what you know today; it’s about how you’ll be able to apply that knowledge in years to come.
The world is changing. To survive in this dynamic environment, it’s essential to be flexible and adaptable. Lifelong learning allows you to do just that—it keeps you informed about the latest trends and developments so that you can stay current with the ever-changing landscape.
In the end, lifelong learning is essential for anyone who wants to keep getting better.
Professionalism isn’t just about keeping up with the latest trends or being busy all the time; it’s also about taking time to reflect on your skills so that you can use them well in the future. Learning new things is important because it gives us confidence in ourselves and our work, moving people to take us more seriously.
Why wait? Go forth and learn!
This is my personal invitation to you to attend our “Stand Out / Earn More” event this Thursday, Friday, and Saturday – and I hope to see you there! You can attend for FREE!
Few management blunders have attracted as much attention as the one committed by the CEO of mortgage lender Better.com.
If you missed it, Vishal Garg fired more than 900 of his team members on a Zoom call by simply saying, “If you’re on this call, you are part of the unlucky group that is being laid off. Your employment here is terminated effective immediately.” (At least he didn’t add, “Happy Freaking Holidays!”)
Mr. Garg displayed a stunning lack of self-awareness and respect for his team. However, apparently this is nothing new for him. According to TheNew York Times, Garg previously told his colleagues they were “stealing from the company by working (out of their home offices for) only two hours a day — which…was contradicted by his team’s recent promotions and raises.” In addition, the NYT article stated that Mr. Garg’s rantings “had made it challenging for them (former employees) to apply for new jobs.”
Everyone needs to be rewarded and respected to excel — not just those in the office every day. Look at what happened when Vishal Garg sent his company into chaos if you don’t believe me. (The company’s Board of Directors have brought on a third-party firm to assess its leadership and culture, according to a copy of a memo obtained by The New York Times.)
There’s a lot to unpack here. One question we could consider is: what is the quality of management of a company that believes they can terminate a significant percentage of its employees — yet presumes they can deliver an equal quality of customer experience going forward?
This point also begs a larger question: Why do you pay your employees?
Are you paying them for the hours they work?
Or are you paying them for the results they produce?
Too often, we get wrapped up in tracking time. We think that if someone is “only working two hours a day,” they must not be doing their job. But is that really fair or accurate?
Obviously, there are certain businesses and industries where hourly compensation is perhaps the only way to deliver remuneration. For example, employees must be at the checkout counter from 10 AM to 6 PM — and if they aren’t there, it creates problems throughout the business.
However, in my experience, most people who work from home are highly productive. In fact, many of the people I know who telecommute put in over 40 hours a week — but it is only reflected on their timesheets as a typical, 40-hour week.
The next time you’re tempted to track time, ask yourself this question: are my employees being paid for the results they produce?
Paying employees for results instead of hours is a better way to measure productivity and employee engagement. When you pay employees for the hours they work, you encourage them to stay focused on the clock. You are telling them that their time is more valuable than their output.
However, when you pay employees for their results, you reward them for their effort and creativity. This type of motivation leads to a more productive and engaged workforce.
Many years ago, I had involvement with a company that manufactured box trailers. The company’s general manager had a creative idea. He told the factory workers that current customer demands required eight perfectly built trailers every day. Then he said, “When you get the eight trailers perfectly built — go home! You’ve accomplished the results we require.”
Next, something unique happened. After the workers realized their compensation wouldn’t be reduced because they were working fewer hours, the trailers were produced much more rapidly. However, the other fascinating result was that the quality of the construction improved.
This meant the company sold more trailers — and increased the compensation of the team building them. It created a “win-win” for both the organization and the employees. Workers were paid for results — not for time.
When you pay employees for the results they produce, you are telling them that their effort matters. In addition, paying employees for results is a better way to evaluate your employee experience.
In order for your organization to excel, everyone needs to be rewarded and respected, as I stated as one of the “5 Factors of ICONIC Performance” in my recent book. This means respect is not just for those who are in the office every day and it is not merely based on how many hours they work.
Why do you pay your employees? My great friend, Randy Pennington, said it best with the title of his book: “Results Rule.” Customers don’t really care about how much time your employees put in. Customers care about the results delivered by your products and services.
When results drive compensation, your organization gets better results.
From this week’s business headlines: Crypto-currency might now be allowed as an asset, not as a currency…1 in 3 workers don’t want to return to their offices in a post-Covid economy…inflation is rising, yet more people are quitting their jobs than ever…and every week there is a new app or tool for us to use and manage our business and personal lives.
Welcome to the ever-changing world of business.
As technology, politics, culture, and the economy have advanced, we have altered many of our organizational practices. But change can be overwhelming and scary. So much change has happened that many of us are left wondering what’s next? It is hard for some people to change, especially when the new approach is so different from what they are used to.
But change doesn’t have to be painful – it can open our eyes and help us create more of what we want.
Technological advancements, like the internet and smartphone apps, give us all kinds of opportunities to improve ourselves, organize ourselves, and work together. But all this change does not come for free. It has a cost — and if we’re not ready for change, it can be hard to deal with the negativity that often accompanies it.
Change is complicated — yet no one wants to feel out-of-touch or left behind. Many of our organizations have been slow to update practices and strategies. And we’ve all seen changes that no one wanted — or changes that did not come quickly enough to remain competitive. On a personal basis, you and I have had to change too. But change does not have to be scary.
Change can be distressing, but the change that comes from within might be most important. Change can show us what we want and need in our lives.
Here are some points to remember about change:
change can be bad or good
change isn’t always easy to embrace
change should challenge our current way of thinking and doing things
change doesn’t have to be as scary — if we make it a conscious choice of action, instead of being overwhelmed by uncertainty
change is a natural part of life
change can be powerful and productive if we change our perspective and embrace change as positive
change opens doors, new opportunities, and new discoveries
change makes us stronger and better equipped to handle the future
And this is the most crucial aspect to remember in these changing times:
Just because the world is changing does not mean we have to alter our values, morals, and work ethic.
Certainly, we want to continue to be relevant in a rapidly changing world — but we do not have to sacrifice our values to get there.
When you have clarity (the first Cornerstone of Distinction) about what you are…and what you are not, as well…you can roll with the changes as you improve and enhance your business and career.
Review and enhance your values in this ever-shifting world — then keep the change!
IBM just released an interesting study that surveyed 14,000 people in nine countries. It revealed that more than 70% of people are now more likely to work for – or continue their employment with – a company with a good record or reputation on the environment. It also said 55% of people are now more willing to pay more to purchase from a company that represents itself as “sustainable and environmentally responsible.”
CEO Daily reports that IBM also found that now 84% of CEOs stated in a separate study that sustainability will be important to their business strategy for 2022 – as opposed to just 32% who said it in 2018.
Yet may I be so bold to suggest that these numbers aren’t simply about the environment and health of the planet.
Instead, it’s about putting people first.
It is obviously incongruent to suggest that 70+% of people want to work for a business that has a good record on climate change – but doesn’t care about their employees or customers.
What I believe these figures state is the vast majority of today’s customers – many of them from the Millennial generation – are tired of working for and purchasing from organizations that are putting their products and programs before the people who make and use them.
(Consider there are over 72 million Millennials – and the oldest of that generation is now hitting the age of 40. Too many Boomers and Gen Xers have talked about them like they are the “coming generation.” Bull! They’re here and they are changing the way you must do business.)
In other words, what’s happening right now is a major reinforcement of the Four Cornerstones of Distinction. You’ve got to have Clarity regarding your commitment to people and the planet. You need to be Creative in your approach, so you become more attractive and distinct to the customers you desire and the quality of employees you engage. You must Communicate the story of your commitment to people and the benefits they receive from your values. And these times require a Customer Experience Focus so the promise you make is backed by the performance you deliver.
These steps will create distinction for you in a time that demands we put people first.
By the way, if you’d like to drill deeper into how you can create the ultimate level of distinction, I’d love to have you try our Iconic Inner Circle.
When you join, you’ll have immediate access to specific virtual programs on how to craft and deliver a Distinctive Story…what you need to know to use the tools of today to communicate virtually, whether on a sales call or a group meeting, with Post-Pandemic Events…and discover the specific program to make your over-reaching values and your daily actions congruent with our course on Personal Distinction.
In addition, I present a weekly lesson on a single, specific step you need to take to reach this ultimate level of distinction. AND we’ll soon launch a monthly live virtual program for all members of the group to answer your questions and discuss your challenges.
Here’s the best part – your first month is absolutely FREE.
I believe in this program so much, I know that once you experience it, you will want to continue. (Especially since it’s such a small investment for such an extraordinary return!)
