Last week I was in Chicago and Memphis, Tennessee. In Chicago, I showed up early for a breakfast meeting. I got there 15 minutes before the client team arrived. The restaurant was still setting up the private room for breakfast. The wait staff was running around doing last-minute preparations. I decided to stay out of their way and await the client’s arrival.
When the agents did arrive, they couldn’t answer questions until the system updated (which was out of their control). Then, 10 minutes later, the system told them it was canceled for “weather” reasons (which I still don’t believe). The crowd went wild because that meant there would be no reimbursement for hotel accommodations.
I’m fortunate enough to travel to some great places to serve my clients. During those travels, I can’t help but have many customer service interactions from which to draw lessons.
We got to know him as a person. His energy and enthusiasm were tangible. He not only delivered great baseline service—he created an experience.
Two lessons here. The HQ folks making the delay and ultimately cancellation decisions seemed to forget there were customers on the other side of those monitors. To us, it felt like the big machine in the sky didn’t care about us. It was simply making changes to a system of numbers and letters and forgot the human element.
Here, I’ll share how barbecue, airplanes, and coffee can teach you a few things to do (or not do) to create a better experience for your customers.
Coffee
How often do your team members stop what they’re working on to help a customer? Do they treat the customer’s arrival as something special and important? Have you created a culture where your team is encouraged to behave that way? Consider doing so. It makes a difference.
Barbecue
Fortunately, the agents themselves were graceful under pressure and got all of us answers on our rebookings as fast and as politely as they were able. They apologized for the inconvenience and helped the customers as best they could.
The second lesson: Are your people prepared to deal with upset customers? Are they trained on how to handle crises? Have you ensured they understand they are the face of your organization, that they are your “brand delivery mechanism”? Consider giving them the tools and information they need to handle this critical role to the best of their ability.
There you go—barbecue, coffee, and airplanes. Take a hard look at your customers’ experience through these lenses and make changes that ensure your customers’ satisfaction and loyalty.
Do your processes incorporate ways to communicate with your customers as people when you make decisions remotely from your customers? All people generally want is a straightforward, honest explanation, and usually they’re pretty understanding.
The hostess was helping set up the room (apparently the team was a little short-staffed that morning). When I arrived, she stopped what she was doing and asked if I would like some coffee. When I eagerly said yes, she set down what she was working on and got me a cup of coffee, went back into the kitchen, and made a second trip to my table to bring some cream and sugar. Her actions sent a clear message—even though she was busy, her customer was more important than what she was working on in that moment.
Remember, the customer is the person who ultimately pays your salary.