Steve Curtin’s Delight Your Customers: 7 Simple Ways to Raise Your Customer Service from Ordinary to Extraordinary is about taking customer service from ordinary to extraordinary. The emphasis is on employees’ understanding of the difference between job function and job essence. It’s a good read for marketers, because we can help shape policies and culture for customer-facing team members.
Here are the service employee basics, according to Curtin:
Job functions: “The duties or tasks associated with a job role.”
“…job function is necessary—even critical (i.e., the shopping carts must be retrieved from the parking lot…)—but it does not represent the totality of an employee’s job role!… The other half…often neglected, is job essence. His highest priority at work is to create promoters.”
- Job knowledge and skills
- Typical customer service: “routine, expected, and ordinary”
- Results-oriented: policies, procedures, checklists
“Job essence: An employee’s highest priority at work (i.e., to create delighted customers!)”
- Motivation (understanding why one performs job functions)
- Reflected in employees’ personality, creativity, unique flair
- Lasting positive impressions on customers
Teaching the importance of job essence can really make a difference in your employees’ attitudes, which you need to optimize for a great customer experience. Most people (in any job) don’t answer this question correctly: “What do you do?” They’ll talk about job function: “I collect shopping carts from the parking lot.” But they should talk about job essence: “I make sure every customer has a wonderful shopping experience, starting with their first impression.”
Bon Qui Qui is funny because it’s true.
I quit going to LA Fitness for a few reasons, but the lack of customer service was a big one. For years, the greeter sensed my presence without looking up from her phone, held out her hand for my card, swiped it, and handed it back silently. It’s the case at most grocery stores, too. Over time, the effect of being shuffled along through impersonal assembly line transactions has a negative impact on our society. The difference made by a friendly Publix cashier who makes eye contact, offers a greeting, and thanks me first is a stark contrast to most transactions. We’ve come to expect the exchange of money for goods to be a robotic, thankless necessity. It shouldn’t be.
“Thank You” (for taking my money)
One of Curtin’s best observations is about the order in which thanks are given at time of payment. Do you find yourself thanking the cashier for taking your money before she thanks you? Does she even say the words “thank you”?
In our efforts to be polite or politically correct, we’ve become self-effacing toward workers in service jobs. We have established a pattern of not expecting to be thanked first for our business. This is a problem. Granted, plenty of customers are rude and service people deserve courtesy and respect. But the customer deserves the primary thanking. Curtin gets it and has helpful ideas about ways to motivate employees to provide great service.
For all the lamenting of the loss of human connection due to technology, let’s remember the simple opportunities for positive impressions absent from mechanized transactions in too many brick and mortar stores.
When’s the last time you received excellent customer service?