These five pitfalls can be avoided. The first step is to recognize that a service-oriented philosophy begins at home with an employee-oriented philosophy. The fundamentals of such an approach are...

• Develop and Share Your Unique Service Vision. In a shared visioning process, build a two-part vision around:
  • Why customers love to do business with
  • Why employees love to work for you
  
  It is the journey as much as the destination that counts. A well-crafted process of engagement will get everyone thinking about what it means to be a great organization. Over and over again, groups discover how much they share similar aspirations, hopes and ideals. Watch dissension fade as mutual respect (and employee loyalty) increases.
  
  
• Model and Reinforce the Message. “Do as I say, not as I do” will not motivate people. Start by modeling the desired behavior internally. Send clear and regular messages associates about the organization and how employees are contributing to its success. And, be sure to provide the structure and time for consistent reinforcement and coaching of a service-oriented attitude and behaviors.
  
  
• Commit to Developing Your People. A comprehensive initial and ongoing training program sends a strong signal to your people. It says “What you do matters and we're willing to invest in you.” Clearly, the payback — keeping stellar performers motivated, raising service quality and making a great impression on your customers — will far outweigh the cost.
  
  
• Get the Fit Right. Define the attitude and competencies for the service representative position and create a screening process to select the right match. Conduct initial telephone interviews to hear how the candidate sounds over the phone. Include questions that reveal whether the individual has a natural service mindset, a willingness to do routine tasks and experience in a structured, time-sensitive environment. Taking the time to find reps that “fit” your culture will save time and money in the long run.
  
  
• Set Concrete, Specific and Measurable Standards. Be sure everyone understands what “exceptional” service looks and sounds like. Develop and use a common language and an agreed upon set of service standards. Create a consistent methodology for evaluating and rewarding individual and team performance against these standards. Ensure that everyone in the organization understands and acts in a service-focused manner — and is recognized for doing so.
  
  
• Stay the Course. Becoming a truly service driven organization does not happen overnight. Changing attitudes and behaviors is not a onetime event; it's an ongoing process and way of doing business. Demonstrate commitment to the organization's vision and values all day, every day.

Companies that win accolades for superior service understand these principles and embed them deeply in their organization's culture. Their excellence in service is mirrored by their low turnover and bottom line success.

Fred Smith, founder of Federal Express, insisted that no company in the service industry could be successful in the long run without trying to create a good working environment for its own employees. Treat your employees like your best customers and you will see a dramatic effect on loyalty — from employees and customers alike.

Contact us to learn more about how Communico can help your company get to success.