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Many blog posts have been written about customer service. Add those to the many magazine articles and books, and its safe to say there is no shortage of advice on quality customer service. Serving the customer is an important topic, and given the importance of keeping customers engaged, its amazing how many organizations still dont get it. Too often the sales agents and support engineers taking the calls either are not empowered to make decisions, they are too lazy or they just dont care. Its sad to think that a companies with great products would not make customer service their highest priority. In almost every case, when customers (or worse, potential customers) feel they received substandard customer service, they automatically blame the person across the counter or on the other end of the phone. However, the culpability ultimately rests on the leaders of the organization. What happens at the customer touch point is the responsibility of upper management. If they want to keep customers they need to lead out in the efforts to elevate customer service. Following are five leadership practices for improving customer service:
Decide to create the culture: The leaders of an organization must decide that customer service will be a top priority. They need to establish this culture at all levels. The decision will come from the top of the organization and permeate through all levels. It must be done on purpose. Hire the right people: The leaders will hire people who know how to work with customers. They will look for people with experience at helping customers understand the products and get the most value from their services. Leaders will look for people with a proven track record of doing the right thing for customer (which occasionally might mean referring them to another companys product). Leaders looking to hire the right people will do thorough background checks and ask a lot of questions. Coach them: As you establish a culture of customer service and hire the right people, train them to effectively work with customers and teach them how to handle difficult situations. Identify a few of the top performers and put them to work coaching others in the company. This infuses the service culture more deeply and promotes a more unified approach throughout the company. If you do not yet have people in-house who are capable, hire a coach to train your teams, and work with
the coach to identify people within the organization who can extend the right principles throughout. Inspire them: Motivate the people in your organization at all levels to want to serve others. Establishing the right culture is key. Financial incentives and career advancement only go so far. When the leaders of the organization place customer service as one of their top priorities, they have the prerogative to expect everyone to do the same. Let your actions and behaviors inspire others. As Ralph Nader said: The function of leadership is to produce more leaders, not more followers. Empower them: Finally, grant people at all levels of the organization the authority to make decisions. The scope and magnitude of decisions will vary by title and responsibility. However, every person at any level should be empowered to make decisions on behalf of the organization. Start by asking leaders at all levels to make a list of five things their people can do without having to escalate to their supervisor. Place appropriate guidelines around the actions that can be taken, and trust your people to make the right decisions. Provide a back door in case they get into a tight spot. The back door should instill confidence that the organization will back people at any level in their decisions. When people know they work for a customer-focused organization they will give much more to their individual efforts.
We live in the information age and quality customer service is becoming more important as time moves forward. Each of these steps is critical for true customer service. It must come from the top and permeate the entire organization. Let us not take the attitude portrayed in this classic Dilbert cartoon:
Dilbert on Customer Service The Product Management Perspective: Customer service is at the heart of product management. Whether gathering customer inputs, writing problem statements or creating requirements the next product or release, the customer is (or definitely should be) the focus of what product managers do. While they may not hire people into the company, they have an influence on the people who get hired. Furthermore, product managers are in a key position to affect the culture of the company. The interactions with both internal and
external people provide excellent opportunities for product managers to spread the culture of customer service.
In a recent article in The Pragmatic Marketer, Alyssa Dver states that the success of product managers is measured by how well they get other people in the company to do their jobs. Theres a lot of truth in that statement! In most organizations, the product manager does not have direct reports, but still is responsible for assuring that the right product is released on time and under budget. This dilemma puts pressure on the product manager to inspire others to do great work even though he or she cannot hold others accountable. As a result, product managers must be persuasive, flexible, persistent, and optimistic; they must lead on purpose.
5. The victim paradigm. Victims shirk responsibility for their actions, blame others when problems occur, live in scarcity, and consume more than they produce. 6. The agent paradigm. Agents take accountability for their lives, live in abundance, and produce more value than they consume. 7. The choice. As individuals, we ultimately choose the paradigm in which we live. These seven principles provide direction for those who desire to live their lives with purposethose who want to take control of their actions and live abundantly.
and, often, people become tools or objects to help an individual or company acquire more assets. In truth, the real assets of any organization are the people. Their intellectalong with personality, skills, knowledge, character, integrity, and other things collectively referred to as human life valuecreate the true value in any organization. Because of the nature of the work, it is vital that product managers treat their colleagues as true assets. Toward that end, a product manager must spend time with the team. This means talking with them, listening to their concerns and fears about the current phase of the project, and occasionally taking them out for lunch. Im always amazed at how much a lunch motivates people. When team members feel valued, they care more about the product on which they are working. Face-time with the team also helps product managers understand individuals and personally assist them. Time spent with the team pays financial dividends as high-quality products make it to market on time and with enough vitality to excite the sales force. When product managers focus on the people with whom they work, the products succeed as a result.
engineers who wanted me to hear customer frustrations first hand. I accepted every request. Even though I didnt solve many problems at first, the mere act of listening to customers, discussing their frustrations, and applying this knowledge to improving the product won me the trust not only of the customers, but also of my colleagues. With the resulting synergy among the team, we were able to release a successful new version of the product.
Principle 4: Be decisive
How do product managers take aim? For starters, they need to have a clearly-defined reason for why a product is necessary. This definition includes problem statements that will be solved by the product and clearly-defined requirements to get there. Product managers need to define three things about their products: 1. Where is the product today? 2. Where does it need to go and by what time?
3. How can the team get the product from here to there? As product managers, do not underestimate the importance not only of making key decisions, but also of standing behind those decisions. We cannot afford to blame others for our decisions. If the team makes a decision, stand up and take responsibility for the consequences. Do not permit FEAR (false evidence appearing real) to lead us or allow our concern for what could happen to change the course of our behavior. We must be confident in our ability to make decisions and in others abilities to agree with and support us. At the same time, be humble enough to accept that we are not always right, and often need to change our own course of behavior. Making decisions gives us the opportunity to learn and, ultimately, make better decisions. As product managers, we must act confidently humble. Product managers must also provide vision into where a product is going and how it will get there. Once the vision is clear, share it with the team. The act of sharing vision with people working on various aspects of product development arms them with energy and desire to do their part for the success of the product. This can be tricky, but if we want our team to take their products in the desired direction, we must demonstrate vision.
abundance and recognize that there is more than enough for everyone. When bad things happen, agents ask Why not me? and work toward solutions. These people are producerscreating more value than they consume. They take the How can I? approach: How can I handle it? How can I afford it? How can I do it? Agents realize life is a package deal and comes with ups and downs. They do not focus on the flaws or imperfections in others, but on their positive traits. For those who take this approach, the ultimate outcome is prosperity. Agents are free to live unencumbered by the actions of othersfeeling joy and happiness in their accomplishments and enjoying the trust and respect of others. To achieve success, product managers must lead teams within the agent paradigm. We must take responsibility for the progress of product development and its success when the product hits the market. Our goal is to willingly stand up, look people in the eye, and demonstrate confidence in our direction. Living the agent paradigm as product managers means living it personallyand leading our team members to live it themselves. By leading as producers, we inspire others to live as producers; by moving forward as a team, we produce great products that people want to buy.
Michael Ray Hopkin has over 12 years experience working as a software engineer and a product manager for companies ranging from startups to major corporations. Michael currently works as a senior product manager at Altiris (now part of Symantec) and is responsible for the companys core platform. He is a proven communicator who has repeatedly demonstrated the ability to gain the trust and commitment of large, crossdivisional work groups. He is eager to communicate with you about improving the leadership role of product management. To contact Michael, visit his blog, http://leadonpurpose.wordpress.com or email him at mrhopkin@gmail.com