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Category: Customer service
Manage your “moments of truth”
World War II hero Eddie Rickenbacker became CEO of Eastern Airlines in the early 50’s. He believed that a critical factor in managing customer relationships and motivating staff was the way we manage ‘moments of truth”. He defined such moments as, “any opportunity a customer (or potential customer) has to form an impression about a company, product, or service”.
A couple weeks ago I had such a moment as a customer. I had purchased a pair of casual pants from a well-known retailer in the area. One day, when putting on my pants my toe caught an adjustor strap right at the cuff. The cuff tightened, and when I tried to loosen it, I couldn’t.
A couple days later we took the garment to the service desk of the store where we made the purchase. We explained the problem to the person behind the desk. We could quickly see that she had no idea of how to help us, and she went to the back room and brought the store manager back with her. As soon as the manager saw us, she smiled and quickly diagnosed our problem. There was a special button that needs to be pressed and she demonstrated it to us as she released the tension on the strap. The problem was solved! We had a good laugh and before we left we spent over $100 on additional items. We had just experienced a moment of truth that was managed successfully with tangible results. Take the number of employees you have times the customer interactions each one has per day, and you have the moments of truth. If you learn to consistently manage these instances well, your efforts will pay off royally.
Increase your chances of customer retention by 70%
As a customer, have you ever had an interaction from a company representative that left you with a “bad taste in your mouth”? Something in the words, tone of voice, or body language didn’t set right with you, and you felt ourselves pulling away. This type of situation can often be the beginning of the end to a good relationship.
I had such an experience at the beginning of this year. It was New Year’s Day, and my wife and I decided to take a walk in a private nature preserve that we had been going to for nearly 50 years. Not only is this a special place, we are dues-paying members.
Joyce and I had just completed a walk on one of the trails, and we were sitting in our car sipping coffee. An official vehicle pulled up beside us, and the security agent motioned to me to roll down my window. He said, “You can’t park here. There is a special event planned. Did you see the sign?” No, we didn’t see the sign, and if we had, we wouldn’t be there. We left. Afterwards, I kept thinking of how we were approached. What if he had begun in a more friendly way? For example, he could have said, “Hello folks. You two look like you been here before”. We would have replied saying about how long we had been coming here, and how much we love the place. Next, the security person could have said, “As much as I hate to, I have to tell you we are having a special event here in 30 minutes, and this section is closed. Here are the areas that are open. I am sorry to interrupt your visit.” If he had said this in a friendly way, we would have understood and been OK with it. Because of his abrupt approach, he left us disappointed with our visit.
Here are the stats regarding why customers leave:
- 15% Quality problems
- 15% Price
- 70% Disliked the human side of doing business with the previous product or service
Our membership renewal will come up in September. Normally, I would not have given a second thought to staying a member. Now, I am not so sure. Here is the message: When you have to confront, begin in a friendly way. The person you are talking to will almost always be more friendly and understanding.
Asking good “check questions” can avoid misunderstanding
This message is only taught to sales professionals, but it applies to all of us. If we want to be in step with someone, always check our assumptions to see if they are correct.
Here is a painful example: Many years ago I was facilitating a sales training session and we were covering the part of the sales process that included “check questions”. Check questions are asked when we need to check the correctness of our assumptions. One of our class participants was a car salesman and shared a conversation he had with a potential buyer. The prospect was considering buying a new Corvette as a college graduation present for his daughter. The customer asked, “Is this car fast?”. Immediately the salesperson enthusiastically replied, “Absolutely! This car will go up to 180mph!” As soon as he said that, the expression on the customer’s face went from happy to scared. He did not want to give his daughter a car that went that fast. The deal was off. It cost the salesperson a $1700 commission. He learned his lesson. He said the next time he will ask a question first before he answered like, “Is speed important to you?” This question would have allowed him to stay in step.
This story carries a lesson for all of us to remember: Before we assume, check our assumption with a good “check question”. By doing this we will save ourselves unecessary stress, and maybe even a friendship!
Making it a “win-win” conflict
“To Thomas Jefferson, the argument interrupted the song. To John Adams, is was the song”
Several years ago I worked with a company that produced special parts for the U.S. military aviation industry. The workers in this shop were good at their job, and were also critical thinkers. One day I was talking with Vernon, the owner, about his team. He talked about Larry, an employee he liked very much. He liked Larry because he was a nice guy who always got along and did his best to keep peace and harmony. Larry was a “people-pleaser” and a peace keeper, Vernon said, “I wish everyone was like Larry”, and I replied, “No, you don’t”. You see, people who are peace keepers often avoid confrontation. Sometimes, confrontation is just what we need to do to preserve peace and prevent resentment.
Here is an example: A couple weeks ago my wife and I went to a local steakhouse. We both ordered the same thing, and we were served quickly. Even though the steaks didn’t look like the picture on the menu, we shrugged our shoulders and dug in anyway. As we were eating the steak, I asked my wife if she thought they could have given us something different than we ordered. Joyce asked the server, and we found out we had been served a larger and more expensive steak than we ordered. Each steak was twice the price of what we expected. We brought it to the attention of the server. She said she could give us 10% off, and that was all she was authorized to do. She said if that wasn’t acceptable, we could talk to the manager. Being the peace keeper, I didn’t want to elevate the situation, but Joyce did. Politely and tactfully, Joyce said she would like to talk to the manager. They had a good dialogue, and the manager gave us an adjustment that was more than fair. We were happy. Mistakes happen. We liked our server and we like the restaurant. We will be back. If we had not confronted the manager, we would have probably not returned. This is an example of when confrontation is good. Joyce created a “win-win”.
Employee engagement: What is your “battle cry”?
“I owe, I owe, it’s off to work I go”
– Bumper sticker
As you might have guessed, the above jingle was morphed from a scene in Snow White and the Seven Dwarfs. This phrase reflects an attitude about work. When I read that sticker, I questioned how much the driver enjoyed their work. Probably not much. Then I wondered what their level of engagement was in their work. Do they give it their best? Hmmm…
One of the best examples I have observed of a team engaged in their work occurred on a flight from Phoenix to Chicago about 20 years ago. From the moment we entered the gate area, we could sense a high level of energy and excitement. It was easy to see that these people surrounding us liked their work. They were all smiling and having fun.
When we boarded the plane, that lively feeling continued. The flight crew was busy doing their work. They weren’t “whistling while they worked”, but they could have. I’ll bet it would have been permitted. When we were all seated, one of the flight attendants picked up the microphone and gave her speech:
“Welcome aboard flight #___ non-stop to Chicago. We will be serving dinner on this flight. I want you all to turn to page #29 of your in-flight magazine. In the right hand column you will find all the beverages and entres listed. We ask that you review these at this time (meaning now!) and make your selection. This will help our servers be more efficient. Please note, we are completely out of what do you have?
Everyone laughed. It was a fun flight. The crew was having fun and so were we. It is no wonder that the core values at Southwest Airlines are their employees, having fun, and customer service. (In that order)