Outrageous Customer Service. What Drives Outrageous Service Outrageous Service Service Principles...

Outrageous Customer Service

What Drives Outrageous Service

Outrageous Service

Service Principles

Service Culture

Service Behaviors

Service Principles

1. Make Outrageous Customer Service your Vision

The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered

with a sense of warmth, friendliness, individual pride, and Company Spirit.

To Our EmployeesWe are committed to provide our Employees a stable work

environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the

effectiveness of Southwest Airlines.

The SWA Vision

“CASH” Box

A

H

C

S

The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered

with a sense of warmth, friendliness, individual pride, and Company Spirit.

To Our EmployeesWe are committed to provide our Employees a stable work

environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the

effectiveness of Southwest Airlines.

Above all, Employees will be provided the same concern, respect, and caring

attitude within the organization that they are expected to share externally with every Southwest Customer.

The SWA Vision

Service Principles

1. Make Outrageous Customer Service your Vision

2. Hire and Train for Relational Competence

Appreciating Differences (MBTI)

ENERGY

WORKSTYLE

GATHER INFO

MAKE DECISIONSFeel

“Whatever”

Introvert

Analyze Data

Extrovert

Structure

“Gut” Intuition

Think

1. Make Outrageous Customer Service your Vision

2. Hire and Train for Relational Competence

3. Find Out What Customers Really Want

Service Principles

Southwest Airlines is a Customer Service company that happens to be in the transportation industry.

The level of service you give externally will only be as good as

the level you give internally.

Southwest Airlines is a Customer Service company that happens to be in the transportation industry.

The level of service you give externally will only be as good as

the level you give internally.

Customer Service Focus

1. Make Outrageous Customer Service your Vision

2. Hire and Train for Relational Competence

3. Find out What Customers Really Want

4. Create Aa Customer Service Culture

Service Principles

Artifacts

Values

Perceptions

Visible Organizational Structures

Strategies, Goals, Philosophies

Thoughts, Feelings and Beliefs

Components of a Service Culture

FIXED,

ABSOLUTE, AND EASILY MEASURED

VARIABLE, RELEVANT, & SUBJECTIVE

If you were “King/Queen” for a day,

what is the one thing that you would change?

COST

DISTINCTION

How Do You Add Value?

YOU

A Culture of Care

CEOSupervisor

Manager

Director

VP

EVP

CEO

CUSTOMER

The “RATER” System

"RATER"The Customer’sService Criteria

ReliabilityAssuranceTangiblesEmpathyResponsive

Personal Needs

Word of Mouth Past Experience

External Communication

Perceived Service

Expected Service Perceive

dServiceQuality

• RELIABILITY - The ability to dependably and accurately provide what is promised.

• ASSURANCE - The knowledge displayed to customers and the ability to convey trust, competence, and confidence.

• TANGIBLES - The physical appearance of facilities, equipment, and staff.

• EMPATHY - The degree of caring and individual attention shown to customers. The warm feeling customers get when doing business with the organization.

• RESPONSIVE - The willingness to promptly help customers. The “turnaround” or response time.

• RELIABILITY - The ability to dependably and accurately provide what is promised.

• ASSURANCE - The knowledge displayed to customers and the ability to convey trust, competence, and confidence.

• TANGIBLES - The physical appearance of facilities, equipment, and staff.

• EMPATHY - The degree of caring and individual attention shown to customers. The warm feeling customers get when doing business with the organization.

• RESPONSIVE - The willingness to promptly help customers. The “turnaround” or response time.

The “RATER” System

Perceptions

Behaviors

Beliefs

Beliefs

“values”

“values”

“Influence: the art of getting someone else to do something you want done because they want to do it.”

--Dwight D. Eisenhower

Influencing Behavior

Behaviors

Perceptions

What People Notice

“The 4 Minute Sell” Research by Jane Elsa

• Skin Color• Gender• Age• Appearance• Facial Expression• Eye Contact• Body Movement• Personal Space

The Basics of Communication

Gestures ______%

Tone ______%

Words ______%

55

38

7

Values

Perception

Behavior

Intentions

The Relationship Trap

High Performance Leadership

Leadership and Stress

STRESS DEFINED:

Webster: -- Constraining force or influence.

-- A physical, chemical, or emotional factor that causes bodily or mental tension and may be a factor in disease causation.

Selye: -- Wear and tear.

-- A nonspecific response of the body to any demand made upon it.

THE DEGREE OF STRESS:

Normal Stress

Dis-Stress

Eu-Stress

• Provide clear expectations

• Provide the right tools

• Get people doing what they do best

The Gallup Research

90 wpm 300 wpm

6 week speed reading course

130 wpm 1500 wpm

“Soar with your Strengths”

By Don Clifton

$$

• Provide clear work expectations

• Provide the right tools

• Get people doing what they do best

• Give frequent recognition/praise

The Gallup Research

• Provide clear work expectations

• Provide the right tools

• Get people doing what they do best

• Give frequent recognition/praise

• Show care and concern for employees

The Gallup Research

• Provide clear work expectations

• Provide the right tools

• Get people doing what they do best

• Give frequent recognition/praise

• Show care and concern for employees

• Encourage employee development

The Gallup Research

Two Things Successful Leaders Do…

LEARN TEACH

The Learning Curve

 SUCCESS

TRIALS

• My opinions count

• The mission and purpose of my company makes me feel my job is important

Gallup Research Continued

• My opinions count

• The mission and purpose of my company makes me feel my job is important

• There is a commitment to quality

• I have close friends at work

• My performance is evaluated often

• I have opportunities to grow

Gallup Research Continued

1. T

2. E

3. A

4. M

( Rely on )

( Skills & Abilities)

( Commitment )

( Accountability )easurement

rust

xpertise

lignment

“TEAM” Model

Team Motivation

Task People

Expertise Trust

Alignment Commitment

Measurement Accountability

Team Motivation

Relationship

Buy-in

Motivation

100%

100%0%

Responsibility

Victim

Power/Influence

Team Accountability

0%

Victim Mentality at Work

0% 100%

100%0%

Responsibility

Victim

Power/Influence

Owner

Freedom/Success

Team Accountability

Team Alignment

Thank You!

Jason YoungJason YoungLeadSmart, Inc.

6757 Arapaho Road

Suite 711-132

Dallas, Texas 75248

877-995-2273 toll free

Email: jyoung@leadsmart.com

LeadSmart, Inc.

6757 Arapaho Road

Suite 711-132

Dallas, Texas 75248

877-995-2273 toll free

Email: jyoung@leadsmart.com