The Uncomfortable Truth About Why Your Customer Service Training Can’t Deliver (And What Actually Does)
Where Most Managers miss out the the secret sauce is they dont work to improve the employees and they end up losing sales.
Something occurred during a memorable consultation that entirely changed my understanding of what builds really exceptional customer service
Over eighteen years of supporting diverse organisations across different markets, and I can honestly say that nearly all of what we believe about building exceptional customer service is completely wrong
I recently consulted with a Brisbane financial services organisation that has built an enviable status for customer quality. What sets them apart isn’t their programs it’s their absolute focus to finding people who inherently value serving others
Despite significant sums of dollars committed in high quality development initiatives, guest loyalty scores showed little lasting progress. Often, performance actually worsened during six months of training ending. Great result on spending, right?
Service quality measurements? Shocking
What is important though leaders could look on developing the staff outcomes. If they do this they in turn will develop the customer service also. A lot of leaders say happy employees make satisfied customers. I do believe that if you have a performing workforce then the workplace thrives. I know that Customers can get and idea on these Meanwhile this counterproductive process repeats, the root issues of inadequate customer service organisational issues continue completely ignored. I know that Customers can get and idea on these emotions in the business premises also.
Contradictory Priorities: Senior staff tells staff that customer service is crucial, then recognises them mainly for sales numbers. The first issue: Mixed demands. Executives tells staff that customer service is the number one priority, then rewards them mostly for speed goals. Team members quickly understand what genuinely matters to the business.
Support Shortages: Businesses expect outstanding service while supplying minimal staffing, outdated equipment, and unrealistic expectations. Additionally: Limited systems. Businesses want superior customer service but give limited infrastructure, substandard equipment, and unrealistic demands.
Over control and Shortage of Autonomy: Workers are asked to create customised service while being restricted by strict protocols and required to request approval for all response. Third: Over control and limited freedom. Team members are required to give flexible service while following rigid procedures and needing permission for each choice.
Poor Information flow Systems: Critical information about clients fails to transfer efficiently between systems, causing negative encounters for customers. Four: Inadequate selection processes. Enterprises hire largely based on immediate need rather than customer focus and authentic compassion.
Senior level Actions That Undermines Stated Priorities: Senior management fails to exhibit the relationship dedication they expect from workers. The final issue: Insufficient leadership example. Executives rarely exhibit the service values they demand from team members.
The solution isn’t additional instruction
It’s developing systemic structures that make excellent customer service the expected consequence
This necessitates comprehensive reconsidering of how companies handle every dimension of the customer journey. This means starting with honest cultural review: What are your real focus? What behaviours do your procedures actually reward? What messages are you delivering to your people through your actions rather than your declarations?
Skill building becomes meaningful only when you’ve established an organisational framework that supports it
Concluding Remarks
Because fundamentally, exceptional customer service isn’t about what people can remember from their courses. Because at the end of the day, excellent customer service isn’t generated through declarations
It’s about designing environmental realities that make helpful behaviour the natural choice
Because at its core, true customer service superiority isn’t built through skills it’s revealed through character and nurtured through effective business systems
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