You expect service, no matter how it gets done, and when it meets your expectations you are satisfied. But what happens when there are mistakes?
Most people understand that mistakes happen, and companies usually have a chance to redeem themselves. Even so, service failures seem to abound that leave a bad taste and weaken or destroy reputations.
Customers have more and more choices in today’s market. Serving them well must be a primary business focus if you are to stay competitive. Their expectations must be understood if they are to be met. Consistently exceeding expectation is even better.
Use every means possible to track and measure customer satisfaction. Improve practices to make it easier to delight and retain customers. Use recognition and reward to maintain the service level customers demand.
Take care of your customer, so you’ll get a chance to take care of them again in the future.
Service Matters
You may be as appalled as I am by the lack of quality service everywhere you turn. In a way, we have become so desensitized by poor service and bad attitudes that we are startled when we receive even moderately good service.
This is a great reason to strive for excellent service: it will startle our customers, and keep them coming back for more.
What place does service to others have in a discussion about leadership?
There’s a quote from Zig Ziglar that I first heard in the early 1970’s. I looked it up to make sure I had it right: “You will get all you want in life if you help enough other people get what they want.” I have certainly found this viewpoint to be true in sales, but it is also relevant in managing and leading others.
I was reminded of service to others recently when I heard a minister address the congregation and on the subject of leadership. He referenced the book of Acts, and the idea that leadership was about service and servitude as a fundamental tenet. As I thought about it further, service alone seemed incomplete. It needed a broader context or framework.
Jerry Baker began his career in the management development program at Ford Motor Company, later became a manager of budgets and analysis for Northrop Corporation, then furthered his management development as Deputy Director for the California Department of Commerce when Ronald Reagan was Governor.
He advanced through senior management ranks at Countrywide Financial, becoming Managing Director. He then became Chairman, President and Chief Executive Officer of Fleet Mortgage Group, a public company. Jerry joined First Horizon in 1998, holding several senior executive positions before becoming President and CEO of First Horizon National Corporation and First Tennessee Bank.
As a member of the Board of Directors Jerry helped to refocus, develop, recruit and lead the company through a tumultuous period. Under his leadership the company had nearly 10 years of double digit growth in returns.