It’s sunny today, when they predicted rain. That’s always a good start to my day. You join me on my constitutional walk across Greenham Common (imagine hills, horses, cows and sheep right next to a large town, and you can draw the picture). Coming over the brow of the hill near home, there’s a farm. And on that farm (no singing “Old MacDonald” at this point) there are guard dogs. Every day I pass the farm, the dogs bark at me. And they are very loud.
But that’s not what makes me laugh. It’s the fact that I am at least 50 yards past them, before they bark and snarl. They have to be the world’s worst guard dogs. And I think poor service is like these guard dogs. Let me explain.
I have many real and recent examples of poor service. It’s usually when someone takes ages to acknowledge that I need help, and then barks at me when they open their mouth. Here are those examples:
- the mobile phone shop where someone eventually wandered over, and then said they couldn’t help with anything to do with my existing phone (I’d have to call customer services). Shame I wanted to fix one device, and then take out a contract for another! We didn’t get that far.
- the car dealer that was texting while I looked around the showroom, and then asked whether I was ready to buy a car today (as his first question).
- the hotel receptionist that barely looked up as she gestured me vaguely in the direction of the bar, and said I need to speak to “someone in front-of-house” (I know what that means, but it’s hospitality industry jargon).
We know instinctively that great customer service is key to acquiring and retaining customers. But how well do we understand how value is judged, in those very first interactions? Simply put, it’s The 7 – 11 Rule where, in the first seven seconds of contact, a person (in this example the customer) forms 11 impressions about you and your organisation – including honesty, professionalism and helpfulness. So beware of the dogs. They make poor impressions. Don’t hire them. Fire them. Better to lose them than your customers.
So, who is providing great service? I’m so impressed by @DecathlonUK in Reading. Go and watch how they handle those first interactions with customers. Knowledgeable. Helpful. Professional. And if Grace is around, watch how she works. Such a natural customer service style. Simple stuff, but so #standout.
This isn’t a blog about performance management systems, that use the expression “meet expectations” to rank how people are doing. But it could be, and I’ll borrow the language for my shortest blog so far!
Having been off work for a while (ages actually), I’ve observed lots of people offering me products and services – personally and professionally. The obvious ones are in the medical profession, but I’ve also engaged with banks, investment companies, retailers, manufacturers, creatives, motor dealers, coaches, plumbers and decorators as I’ve tried to make productive use of the enforced rest. I’ve also had lots of interaction with people professionally. What I’ve noticed is how much my experience has varied. The difference has been dramatic. Some people have been great. Others, err, not so good.
It’s obvious that I have, rightly or wrongly, very clear views on what I expect. I’ve realised that there’s a minimum I expect, from each trade or profession. It’s what my colleague Nick Kemsley @, when referring to HR, calls “the vital basics”. What I’ve actually seen is some really great people exceeding expectations (like decorator Ben @). It’s a two way thing, and those people show me what they want in return. But too many have fallen way short. Shame on them (well, shame on me too for making a couple of poor decisions on who to use!)
But what’s really intriguing is how few concentrate on those “vital basics”. Very few do “just enough”. Maybe I need to reset my expectations, but I’ve been surprised by that. Isn’t meeting expectations the way you build reputation and get work? Meeting expectations should be “standard” and not “#standout”. But, in my experience lately, just doing those basics can make a real impact and make you very different. You don’t need to be a superhero. So find out what your customers expect, as a minimum, and make sure you meet those expectations. Get those “vital basics” right. It might just be enough to make you #standout.
Meritology is always looking for examples of where people add great value to customers. So congratulations to Richoux in St John’s Wood for some #standout service yesterday (it’s a great place for a grown-up lunch, by the way). They proved it’s easy to bring innovation to even the most basic service. Here’s the story.
We’ve been there before, and were confused by the vast array of desserts and pastries on offer. We went for a look, didn’t know what to choose, and ended up saying no. This time, the server brought to our table a wooden tray of various desserts. It was the 2015 version of bringing round the dessert trolley. And, not surprisingly, we both had dessert*.
I have no clue whether the tray is a “corporate” instruction, or the idea of one of their staff. And I don’t really care. It came across as a simple and smiling way to encourage us to take dessert. Good for us, and good for takings. Last time their approach was to “let them eat cake” (passive). This time, the attitude was to “help them eat cake” (active). Maybe that doesn’t seem like such a big deal, but anything that makes the customer say “wow” has to be a good thing. And it was so simple. And impressive. And memorable….
“Innovation opportunities do not come with the tempest but with the rustling of the breeze.” – Peter Drucker
* And in case you’re interested, I took the perfect apple strudel and my wife had a slice of the fantastic black forest gateaux (very “eighties”!). We’ll be back to try the others…!