The Tribune

If one were to ask the average businessman what they believe to be one of the main, or critical, components that helps to ensure a business’s success, I am certain the term ‘customer service’ will be among the top responses. Given that this is so vital to the success of the enterprise, it is surprising that the average business fails to meet this standard.

Exceptional service is something that everyone wants and believes in (business and customer alike). It is what people pay their money for. It is what we all seek to find from the moment we enter an establishment, yet most businesses/organisations – in both the public sector and private sector - force their patrons to endure the opposite. The services delivered by most (not all) can, in many instances, be summed up using at least one of the following – horrible, sucks, below average, unsatisfactory.

So why is it that companies fail in this regard? Why is it that we cannot seem to get over the hump in delivering quality of service? While there might be many reasons for this, I believe the answer to this issue can be traced to the company’s model for establishing its intended culture. Another reason may be its DNA. I believe that when companies have the right model, or when a company has a strong gene from which to establish their roots, they will not have to struggle in delivering exceptional service.

This concept must be interwoven and incorporated into the mission, vision and value statements – even before the company’s inception, in many cases. Operating standards, and the protocols, procedures, policies and the job descriptions, must reinforce the culture of service excellence, and make no allowances for bad/poor performance.

The environment must be so conducive to exceptionalism that anything less is not only considered abnormal, but intolerable. Sadly, it seems the opposite is the reality for most companies, where there seems to be a level of comfort with bad, and a level of discomfort with delivering good service.

Some steps that companies can take to become an engaging organisation, and ensure that the culture is continuously producing accordingly, are:

• Make it the corporate culture by incorporating these terms into the vision, mission and value statements, and share them during the orientation experience.

• Engage in consistent and continuous training /up-training around the standard, helping employees to realise the benefits of engagement. These benefits include:

• Happy customers

• Repeat business

• Free word of mouth advertising

• Increased sales

• Improved business reputation

• Larger market share over time

• Hire individuals through strategic psychometric and behavioural instruments, and identify those who have a natural inclination for warm and engaging behaviours. These include eye contact, an inviting greeting, initiating contact, positive body language, warm smiles, hand shakes and hugs - where appropriate

• Ensure that company leaders are developing these behaviours with both internal and external customers

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.