Our stories are very different, and yet there are some striking common themes: Both of us started in restaurants as dishwashers and became CEOs. Both of us mapped out our goals early in life. Both of us believe in people as the way to transform company culture.
Perhaps that is why I was immediately drawn into the pages of Cameron Mitchell’s compelling book.
More likely the answer to my intrigue is the fact that I find myself in one of his restaurants every week. You can always count on superb service, delicious food, and an inviting atmosphere.
Whenever I hear the word “amazing,” I immediately think of my friend Shep Hyken. He probably has the work trademarked. Shep sets the bar high for customer experiences and challenges leaders everywhere to raise their game. It’s not enough to be good. You need to be AMAZING.
Shep Hyken is a customer service and customer experience expert and the Chief Amazement Officer of Shepard Presentations. He’s also a New York Times and Wall Street Journal bestselling author, and he has been inducted into the National Speakers Association Hall of Fame for lifetime achievement in the speaking profession.
“Amazement is all about showing up at the top of your game.” -Shep Hyken
In this video interview, we talk about the six principles of the convenience revolution. Shep shares examples ranging from 7-11, Amazon, Uber, Panera, Salesforce, Walmart, to small businesses like Shep’s personalized car dealership and a dentist that delivers wow experiences. Learn how these six principles can revolutionize your organization:
“What happens on the inside is felt on the outside by the customer.” -Shep Hyken
It’s not easy running a business today. A single customer complaint, handled improperly, can send your business into a tailspin. At the same time, if you respond to every single customer complaint, you end up wasting time and money chasing an unsolvable problem.
You say that, “The customer is not always right. In fact, the customer is often blatantly wrong.” Share your perspective on this. How did “the customer is always right” develop and where did it go wrong?
All of your readers will have their own favorite “unreasonable or crazy customer stories.” In our experience, after complaining about accountants and management, it’s in most salespeople’s top five favorite cocktail party conversation topics.
We start our book with a list of completely clueless, hilarious, and real customer complaints.
Our favorites are:
“I think it should be explained in the brochure that the local convenience store does not sell proper biscuits, like custard creams or ginger nuts.”
“Although the brochure said there was a ‘fully equipped kitchen,’ there was no egg slicer in the drawers.”
“We went on holiday to Spain and had a problem with the taxi drivers, as they were all Spanish.”
Funny when you read them, but scary when you hear that these are 100% real complaints left by real customers. Is the customer right to be upset that the local store doesn’t sell proper biscuits like custard creams or ginger nuts? Or a customer who complains of too many Spanish people in Spain? Of course not. In these examples, the customers are blatantly nuts.
This idea that “the customer is always right” is one of those things that’s easy for management to tell their frontline employees; it sounds good in practice, and it leads to tremendous wasted time, effort, and often burnout. Because, sometimes, you really do have to fire customers – one of the things we talk about at length in the book. Telling your people that the customer is always right is asking them to close their eyes to reality, and when you ask them to do that, it hurts your ability to ask them to do anything else. After all, with some of the complaints above, how could those customers be right? What does it mean to treat the customer as if they’re right?
Imagine a world where your customers want your organization to succeed. Where your employees are personally committed to your company’s success. Where your organization is not focused only on its own results, but on a collaborative effort that spans a community and beyond.
Co-creation. Share with our audience what it is and why it’s important.
It means collaborating with your most valuable business relationships to transform your business or revenue model. It can drive how you iterate, innovate or disrupt your market and in the process, evolve far beyond anything you could do alone.
“Introspection leads to right action.” -David Nour
You start the book by saying that, “Introspection leads to right action.” What’s the best way to do this?
Real introspection takes three critical elements:
Think Time – Unfortunately, given the hectic pace most of us work these days, we don’t get enough quality think time to set the minutia of the day aside and really consider our relevant strengths and strategic relationships, as well as personal or professional growth opportunities.
An Inner Circle – We need to surround ourselves with fewer, but more authentic and impactful, business relationships. Most of us could dramatically benefit from fewer partnerships and alliances and more thought partners who will tell us what we need to hear.
Leading Drivers – We can’t raise the bar on our intellect, performance, execution and results… if we don’t measure leading drivers of our progress—not lagging indicators of where we’ve been, but predictive insights toward where we’re headed. You can’t win a race looking in the rear view mirror. Focus your energies on the road ahead.
We think of a kaleidoscope as a creator of colorful images—like great service. But, the images are created by the way jewels are mirrored. Innovative service that is profoundly remarkable has character—core values reflected or mirrored in its delivery. The images produced may change, but the jewels never change. We do not open up a kaleidoscope and put in more gems or jewels.
“Try to be the rainbow in someone’s cloud.” -Maya Angelou
Give us an example of “innovative service that sparkles”?
It is the diner waitress who places a bouquet of flowers on your table and tells you they were sent to her the day before by her husband for their anniversary, “…and, I just wanted to share them with you.” It is a service tech in an auto dealership who programs in the radio stations into a customer’s new car from her trade-in and just lets the customer discover it. It is the flight attendant on a flight who writes you a personal handwritten note thanking you for your loyalty.
“Customer loyalty comes from making the experience unique and special.” -Chip Bell
What are some of the leadership values that are essential to creating an authentic, powerful service experience?
First, it is leaders creating a clear, compelling purpose, vision or mission—in terms that both instruct and inspire. Second, it is leaders who demonstrate (by their actions) that they have complete trust in their employees. Third, it is leaders who treat employees with the same care and attention they expect those employees to demonstrate to customers. Finally, it is leaders who constantly look for ways to more effectively resource their front line (support, training, authority, guidance, etc.).
What makes a customer loyal?
Loyalty comes from many practices. It starts with a demonstration of respect and gratitude. Customers have many options; we should thank them for choosing us. It is about promise keeping—always being worthy of the customer’s trust. It includes looking for ways to involve customers—people care when they share. It also involves helping customers get smarter. And, loyalty can also come from making the experience unique and special.
“Loyalty starts with a demonstration of respect and gratitude.” -Chip Bell
What are some of the ways the best organizations stand out and sparkle?
The best organizations decorate as many customers’ experiences as they can. Making experiences special signals you care. They care about long term relationships far more than short-term transactions. They are community-centered and work to be great citizens in the space where they do business. They promote growth—for associates and customers. And, they go out of their way to celebrate greatness (and goodness).
“Neglect is more dangerous than strife; apathy costlier than error.” -Chip Bell