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Delivering Outrageous Customer Service
What Drives Outrageous Service
Outrageous Service
Service Principles
Service Behaviors
Service Culture
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
Task/People Tension
Task Tension People Tension
50%
Task/People Tension
Task Tension People Tension
95%
Building Productive Relationships
What you show the outside world, your talents, gifts
and preferences.
What‘s underneath, the skills that are less developed that you do not feel comfortable showing the outside world.
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
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
YOU
DISTINCTION
How Do You Add Value?
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 care and individual attention shown to customers. The warm feelings people get when doing business with the organization.
• Responsive – The willingness to promptly help customers. The “turnaround” or response time.
The “RATER” System
1. Make Outrageous Customer Service your Vision
2. Hire and Train for Relational Competence
3. Find out What Customers Really Want
4. Be a Positive Change Agent
Service Principles
The History of Change
“FUTURE SHOCK” by Alvin Toffler
800 lifetimes -- Evidence of man on earth
650 lifetimes -- Spent in caves
70 lifetimes -- Writing
6 lifetimes -- Printing
4 lifetimes -- Measurement
2 lifetimes -- Electric motor
1 lifetime -- Radio, TV, jets, space travel, computers, internet and medicine
“Continuous improvement requires change.”
The ABC’s of Change
A = Activating Event
B = Belief (unrealistic belief)
C = Consequences
D = Dispute the unrealistic belief
E = Effective/more realistic belief
Organization Change Model
“Change is inconvenient even when it’s for the better.”
Comfort Zone/ Equilibrium
Renewal
Denial/ Resistance
Confusion, Trial & Error
Change 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
1. Make Outrageous Customer Service your Vision
2. Hire and Train for Relational Competence
3. Find out What Customers Really Want
4. Be a Positive Change Agent
5. Provide Customer Service Training Yearly
Service Principles
Two Things Successful People Do…
LEARN TEACH
The Learning Curve
SUCCESS
TRIALS
Artifacts
Values
Perceptions
Visible Organizational Structures
Strategies, Goals, Philosophies
Thoughts, Feelings and Beliefs
Components of Culture
CEO
Manager
Director
Vice President
Executive
CEO
CUSTOMER
BOD
A Culture of Care
Supervisor
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
0% 100%
100%0%
Responsibility
Victim
Power/Influence
A Culture of Accountability
Victim Mentality at Work
0% 100%
100%0%
Responsibility
Victim
Power/Influence
A Culture of Accountability
Owner
Freedom/Success
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• Touch
The Basics of Communication
Gestures ______%
Tone ______%
Words ______%
58
35
7
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
Team Alignment
Values
Perception
Behavior
Intentions
The Relationship Trap
• Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press.
• Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass
• Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377.
• Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press.
• Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass
• Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377.
Research Basis
Jason YoungLeadSmart, Inc.
6757 Arapaho RoadSuite 711-132
Dallas, Texas 75248877-995-2273 toll free
Email: [email protected]
Thank You!
