Embed Size (px)
Citation preview
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: [email protected]
LeadSmart, Inc.
6757 Arapaho Road
Suite 711-132
Dallas, Texas 75248
877-995-2273 toll free
Email: [email protected]
