1. Buderim Business Group…..this is on Wed 22nd Feb 5.45pm

I will be speaking on Leadership/Team Engagement/Customer Engagement

Here is a http://www.nicolesylvesterconsulting.com.au/event_documents/BPBN%20FEB%2022%20EVENT%20-%20EMAIL.pdf with all the details.

2. That morning (22nd) at a Breakfast session, (7am – 9am ) I am speaking on “Customer Expectations” for AIM at Maroochydore Surf Club

Date Wednesday 22 February 2012
Time 7.00am registration for 7.15am to 9.00am
Venue Maroochydore Surf Club, 34-36 Alexandra Parade, Maroochydore
Cost $44.00
$33.00 AIM Members
RSVP Monday 20 February 2012

Details can be found https://docs.google.com/a/engage4results.com/viewer?url=http://www.aimevents.com.au/events/flyers/SunshineCoast_110222.pdf

I had the opportunity to present at an amazing conference last week…. Pat Mesiti’s, La Dolce Vita at Versace Hotel, Gold Coast, Queensland, Australia.

This was an awesome event, the crowd were ultra positive about learning leadership hints & tips and I had a great time.

I’m excited to share with you the following interview conducted with Pat at the conclusion of my presentation.

Ken Wright – Pat Mesiti\’s La Dolce Vita 2011

If you would like Ken to present at your conference you can contact him at ken@engage4results.com Australian mobile: 0414 157 657

GREAT NEWS! I will be in the USA from mid September to mid October 2011.

The trip is to catch up with clients that I partner with by phone and meet them face to face and whilst there to offer my presentations at heavy discount to existing clients.

The following is an overview of the leadership presentation (Leaders, Managers, Supervisors ) I will be doing on this trip (tailored to meet individual needs) this session is ideally a minimum of 90 minutes. I will also be available to present to Sales Groups on how to build their businesses and “Extreme Customer Service” to Staff Groups & Teams where there will be an emphasis on Internal & External Customers/Clients.

IN A NUTSHELL, THE FOLLOWING IS A BREAKDOWN OF WHAT IS INCLUDED IN THE LEADERSHIP PRESENTATION ….

Provide Leadership Hints & Tips to Engage Individuals & Teams

Leadership Skills on developing people……. Complete a proprietary exercise that creates a personal development plan for each leader and how to transfer this exercise to each team member…..In a way that they own it

How to find peoples motivating “Hot Buttons” and play to these

Creating a great workplace through fun & laughter

Exceeding Customers Expectations….An intense customer focus from all in the business (Extreme Customer Service that Engages Customers/Clients)

Ensure that follow through happens when promises made

Business thrives on “Word of Mouth” keep the referral business flowing

How a leader can build respect….rather than being liked

Get rid of “Dinosaur Management” ….. This is ruling by fear

How to find “Client WOW Factors” through input from team

All these sessions are very interactive and participants are guaranteed to leave with a number of takeaways that can be implemented immediately to improve team engagement, performance management, morale, customer service and bottom line results.

My workshop sessions are normally $5,000 for 90 minutes up to a half day, for you, my USA clients, as a thank you for your ongoing business, on this trip, I am reducing the investment for my session to $2,000 plus domestic airfares (from Dallas where I will be based) and accommodation as required. For this I will conduct whatever length session desired tailored to meet your individual needs.

At this time I am planning on being in USA from 15 September until 14 October, and at this stage these dates still have some flexibility!

I’d like to catch up with as many of you as possible and look forward to discussing your needs and putting a session together for you.

Best Ken

Contact me now on: ken@engage4results.com

When I became CEO of Westpac Financial Services in 1994 my first “Contact Point” column in our monthly staff magazine focused on customer excellence. I reminded our team that customer excellence, that is, the attainment of raving advocates, will be the key to our ongoing success. It will become what differentiates us from our competitors. I also reminded them that if they felt they were providing superior service currently, to remember the old adage, “You don’t have to be ill to get better,” as a poignant reminder of our obligation to the pursuit of customer excellence.

I then provided them with “The Ten Commandments of Customer Excellence.” I feel these points remain relevant today, and so I have modified them from their original focus on providing financial services advice to being generically applicable to any business.

THE TEN COMMANDMENTS OF CUSTOMER EXCELLENCE

1. Keep ‘em coming back.
Experience dictates that the only way to really find out what our customers want is to ask. As one sales motivator expresses it, “Give it to them…and then some.” Within your particular business you need to utilize tools that expertly discover your customer’s real needs and then match product and systems to these needs. Ensure you tailor for each individual situation (within reason).

2. Excellent service depends on excellent systems.
Being courteous and friendly is only the beginning of customer excellence. Our systems must be such that they enable us to deliver. This ensures that we can do the job right the first time—every time. You need to be committed to continual improvement of systems to support frontline staff. Having said that, do not allow staff to blame systems, especially if there are examples of customer excellence being provided by other staff using the same systems.

3. Offer less, deliver more.
Customers come back when we keep our promises. Give them a pleasant experience by exceeding their expectations on a regular basis. In this day and age expectations can be high; “offer less” does not mean reducing your value proposition, it means having a great offer and then delivering more. As an example of providing more for less, we at Westpac gave a commitment to producing simple, cost-effective products that would meet and exceed our customers’ cost versus return expectations…and then delivered!

4. Treat the business as if you own it.
Every person in the business needs to have the mindset that this is my business. If every interaction with colleagues, business partners, and customers occurs with the thought in mind that our life savings are invested in this business, then outcomes will be different. It is a leader’s responsibility to provide the environment where this is possible, and so it has to start with all leaders respecting, valuing, and trusting their team. Make everyone feel special! This will make a difference—when you change your behavior to others they will change theirs. This mindset will quickly improve customer service and the bottom line. A “wowed” customer becomes a raving advocate who cannot wait to sing your praises to family and friends, resulting in a massive lift in referred customers.

5. Follow the “Sundown Rule.”
There is a maxim that states: “If you never hear a complaint, something is wrong.” If this is the case, chances are your customers are complaining to your competitors. We introduced the “Sundown Rule”: on receipt of a customer complaint, we undertook to contact the customer by day’s end—even if it was only to acknowledge receipt and advise them how we would proceed with their complaint. Then we ensured there was a fool-proof diarized follow up system in place to ensure our promises were fulfilled.

6. Remember your manners.
Our moms were right. People like courtesy—anything less is unprofessional and unacceptable. Recall the last time you were treated with discourtesy as a customer. If you are like me you are now an ex-customer of that business.

7. Show compassion.
Empathy is good, compassion is great!
Having empathy is about understanding: it’s looking at the situation from another’s perspective and understanding how he or she feels before reacting. As I said, this is good—but we need to be careful that it is not used just to profess understanding. Compassion is empathy in action. I regard it as “commitment with passion” to not only see the situation from another’s perspective but to take action and do something about it.

8. Share ideas and initiatives.
In your business you need to encourage the sharing of best practice ideas and initiatives that demonstrate excellence in customer service. Also, be committed to learning from the world’s best in your particular field. Copying and adapting the world’s best practice ideas to your business, and then improving them, is smart business. Leaders need to seek out the exceptional customer service stories, reward the staff involved, and tell these stories at team meetings.

9. Hiring the right people.
Employees are the critical link to superior customer service. Hire the best people and then treat them in a manner in which you expect them to treat customers. There is a strong link between how your employees feel and how your customers feel.

10. Measure, measure, measure.
A. You need to always strive to be the best and measure your performance against those who excel in your field.
B. You need to continually measure your performance—daily, weekly, and monthly—otherwise you will have no criteria for which to gauge your success.
C. Continually strive to improve your performance in all areas to better your “personal best.”
D. Have an organizational matrix in place that measures results on one axis and behaviors on another. The goal is to have everyone in the quadrant high on results and high on behaviors; you need to ensure that the behaviors being measured are clear, that everyone is aware of their particular behavioral requirements, and ensure that they are easily quantifiable.

I can assure you that if you involve your team and adapt all Ten Commandments of Customer Service to your business, the results will be impressive. Become innovative in how you remind your team of your customer service excellence commandments. Will they be posted with your Vision and Values statements or dot points on laminated pocket cards? Will you have one staff member speak at staff meetings on one point that they excel at?

Whichever way you do it, the key is to keep a constant focus on your commandments of customer excellence. If you can do this, along with encouraging a culture of developing your people, you will be well on your way to having a very successful business.

Keeping the team upbeat and energized as they work on achieving their gaols is an important leadership responsibility. There are times when it is obvious to all that implementation is failing due to holes in the game plan, and it is critical for a leader to keep his or her finger on the pulse in case the plan needs to be tweaked in order to ensure that everyone remains committed and passionate.

One way of doing this is to have a structured way of obtaining feedback. I have always gone out of my way to seek input and feedback by having individual “desk chats,” where I sit at a team member’s desk for 5 minutes just chatting, having chats over coffee, and in team meetings via brainstorming sessions. You have to take this seriously-take notes, follow up, respond with your most honest answer, and take action. If you don’t, the information highway will soon dry up and your team won’t waste their time on you.

During a time of significant change within the financial services industry, I wrote to our 500 plus financial planners seeking their input on three points:

• How to improve customer service

• How to improve staff morale

• How to increase revenue or reduce expenses

Over 400 responded with some excellent suggestions, and I responded personally to them all with a handwritten note thanking them for their input. We implemented many of their suggestions, and this was a major reason that our financial services area was able to consistently achieve customer satisfaction and staff morale scores in the very high 90s, whilst the rest of the bank was achieving scores in the 60-percentile range.

The following story has been around for a long time, but illustrates the point I want to make today about being prepared to adjust your game plan.

One day, there was a blind man sitting on the steps of a building with a hat by his feet and a sign that read, “I am blind, please help.” A creative publicist was walking by and stopped to observe. He saw that the blind man had only a few coins in his hat. He dropped in more coins and without asking for permission, took the sign and rewrote it. He returned the sign to the blind man and left.

That afternoon, the publicist returned to the blind man and noticed that his hat was full of coins. The blind man recognized his footsteps and asked if it was he who had rewritten his sign and wanted to know what it said. The publicist responded, “Nothing that was not true. I just wrote the message a little differently.” He smiled and went on his way.

The new sign read, “Today is Spring, and I cannot see it.”

Sometimes we need to change our strategy just a little bit, and then benefits quickly become obvious.

Sure, we can’t afford to carry passengers. But the cost of a “hiring and firing” mentality is huge. Did you know that industry experts say that the cost of hiring and training employees to a very good level is about twice their annual salary? This is significantly more if we are talking about people in management roles. If you have leaders reporting to you, watch their turnover rates closely and put development plans in place to address any issues.

A leader needs to have a helicopter view of what is happening in the business, but also needs to keep a finger on the detail. It is an art form in itself to be close enough to have a deep understanding of your team and the issues they face on a daily basis without micromanaging.

If you have all the other steps in place, personal development plans for all staff, reward and recognition systems and an innovative culture, your team will respect your authenticity and realize that your observation is not micromanaging or checking up on them.

Evaluation

Daily: Walk around and observe on-the-job interaction, and make an analysis of what you see. Remember the One Minute Manager and “catch someone doing something right and tell him or her about it.” Drill down on daily numbers to ensure that you understand any deviations or do exploratory work to find out reasons. A leader needs to keep his or her finger on the pulse daily.

Weekly: Analyze weekly performance in team meetings, drilling down to ensure you obtain the factual evidence of exactly where everyone is according to plan. The leader who is directly managing salespeople will check the pipeline to ensure that each segment is meeting benchmarks. It will become clear which area you need to work on with the salesperson who is not achieving expectations.

Pipeline management will highlight if the issue is a lack of opportunities (marketing, networking, or obtaining referrals) telephone skills in obtaining the interview, the interview, customer service skills in obtaining the customer’s agreement, or follow-up skills to complete the business.

Monthly:
Formal one-on-ones that cover:
·Performance against KPI’s (key performance indicators)
·Customer call-back feedback
·Joint fieldwork summary
·Assessment of improvement in the attribute/skill worked on that month
·Selection of attribute/skill to work together on next month
·Upcoming personal events in their life
·What can I do to assist you?
·Action plans to address continued achievement of KPI’s or to address any areas of concern

Quarterly: Accountability workshop where performance against plan is closely scrutinized and specific actions put in place to correct any deficiencies or to reverse trends. At this workshop each leader should give a detailed overview of team members and team results against the plan to date. Also discuss developmental plans with a summary of the lift in ratings of the attributes/skills across the team.

Performance Deviation

The following model will enable you to analyze performance concerns and put you in a position to address them. Utilize this model when there is a performance deviation to determine if it is skill-based or attitude-based. If it is skill-based, provide upskilling through training, or if attitude based get to the core issue and remove obstacles or provide an attitude tune-up.

Addressing Performance Deviation

When the deviation is considered substantial enough to take action, follow these steps to address it:

Clearly Identify the Deviation
Write out the specific detail of the problem before talking with the employee. Describe clearly to yourself why the behavior is a concern so you can clearly articulate to the employee why this matter needs attention.

Timing
Acting promptly is a necessity, but do not take the employee by surprise or interrupt in the middle of a task. Set a time that is convenient.

Explain
Remain calm and tell the employee the cause of your concern and the reason why it needs to be addressed.

Solutions
Have the employee come up with solutions that will solve the concern. Ensure that these steps will achieve the desired result. If the employee’s suggestions are not suitable, you should modify or propose a solution. The employee must accept responsibility to fix the concern.

Clarify
·Reiterate the problem
·Ensure the solution is understood
·Set out intentions clearly with proposed actions from the employee and you
·Put it in writing
·Both sign as a commitment

Follow-up
Follow up with the employee as per action plan meeting at least weekly encouraging him or her if he or she is on plan.

Weekly Action Plan

Create your own weekly action planner and ensure everyone in the organization utilizes and reviews with their leader weekly. This plan needs to designate days for action or completing prior tasks, cover critical weekly actions, and other areas of focus.

You’ll notice on my planner (e-mail Ken@Engage4Results.com) for a free copy and an E-Book free of the intro and first chapter of my new award winning book “The People Pill”
In the Planner I have an area to allocate days (or half days) to action, clean-up, or free time. I put this in place because I have a habit of doing something only 90 percent and then going on to something else!

Clean-up days are for finishing these projects, filing the finished results, or for more general time to clean and freshen the desk.

Free days are allocated to enable a number of things:

• If you work for yourself, they are a reminder not to work 24/7
• If you are a leader, they are a reminder to have free time to walk the floor or take time to have a few coffee breaks to really get to know what’s going on out there

Putting this plan in place will take no more than 30 minutes, and chances of completing weekly intentions will be dramatically increased.

I suggest that you have a daily “to do” list that is compiled at the end of each day while having your objectives on the weekly planner in mind. If you don’t do this now I can guarantee that if you do you will not only be more productive but you will also sleep better!

That’s a great start; now we need to consider how we’re going to ensure we achieve our desired outcomes.

Achieving Intentions

I prefer to call “goals” “intentions.” My reason is that in my opinion, having an intention to achieve something involves the heart as well as the head, while goals are primarily from the head.

New Year’s resolutions are dreams or goals that are usually broken within two days. Why? I believe it’s because we probably didn’t buy into the process with our heart–we never passionately intended to achieve the outcome. It was all “head stuff.”

A leader’s role is to bring life and passion to desired outcomes. We need to truly believe we will achieve the desired results and we need to bring our team along with us in having those same desires. Once the intentions are set then it’s our role to ensure we have in place the appropriate evaluation tools to stay on track.

Let’s explore one of the greatest Leadership Principles…

PEOPLE DO WHAT YOU INSPECT
NOT
WHAT YOU EXPECT!

It’s human nature to complete tasks to a higher standard when you know that the results will be inspected, so ensure your people are aware of the inspection process. This has to include daily, weekly, monthly, and quarterly sign posts.

Setting Intentions

Now that we have allocated budgets to each team, it’s the leader’s role to allocate targets to individuals. This will be done differently depending on the development stage of the team, as your team matures they become more involved in the planning and budgeting.

The leader should consistently maintain a laser-sharp focus on ensuring each team member achieves these intentions.

This focus will be enhanced by setting crystal clear “smart” intentions and definitive actions to achieve:

Specific
·What will precisely be achieved?
·Input from whom?

Measurable
·How will we measure it?
·Quantity, Quality, Number, $’s, Time
·How will we know when achieved?

Attainable
·Can the intention be achieved?
·Do we have control over outcome?
·Does it have enough stretch?

Relevant
·Does this support Business Strategy?
·Does it link into Game Plan?
·Does it match Vision and Values?

Time-Framed
·When does this need to be completed?
·When are the checkpoints?

Excellent results are achieved when well thought-out plans and intentions are in place and they are constantly measured, inspected, and reviewed.

Warm regards,

Ken Wright
The Wright Coach
(214) 475-0644

If you would like to develop yourself or improve your team or business performance, contact Ken for a no-obligation assessment on what TheWrightCoach can help you achieve.

If you’re enjoying my newsletter, share it with your friends, colleagues, and family! Just send them the link to my website, www.TheWrightCoaching.com.

Hot Buttons: Motivating Factors

Leaders who know how to motivate their people may not be trained psychologists, although they do have an excellent understanding of human behavior.

Don’t assume that money is your people’s key motivator. Find their “hot buttons”—their individual key motivators—by asking open questions and listening attentively to find the motivators of each and every employee.

It’s a fact that people are motivated by different needs. As a leader it is important to know what specifically motivates each individual employee.

All things being equal, you can attract, retain and motivate the best and brightest by recognizing that what motivates me might not motivate you.

—John Putzier, author of Get Weird

One or more of the following nine needs will be the motivator for 99 percent of people:

1. Achievement and Growth: These employees want to use their talents for success. They desire to grow through learning new roles or educating themselves. Provide challenging projects suited to their skills and they will constantly achieve.

2. Money: These employees desire to earn substantial income. Give them remuneration systems that reward achievement, bonuses that reward exceeding expectations, or open-ended commission structure based on performance.

3. Teamwork: These employees enjoy being part of a successful team. They enjoy interacting with people; group projects motivate them as does the social aspect of the workplace.

4. Power: These employees are motivated by controlling and influencing others. They enjoy making decisions and being in a position to lead and direct others. Beware, as wanting power will not necessarily make them good leaders.

5. Approval: These employees need recognition and praise. Give them positive feedback and public recognition of their achievements and contributions. Ensure that this feedback is genuine; they will pick up on insincere approval, which can be a lethal de-motivator.

6. Security: These employees want a steady income, fringe benefits, and a stable workplace. Give them attractive base salaries and a comfortable work environment with low risk. Do not place these people in positions where income is primarily performance-based or in commission-only roles.

7. Independence: These employees want autonomy and freedom to choose their own work hours. They love to work alone. These people will enjoy roles like being on a mobile team and they will also look at opportunities to work from home.

8. Stability: These employees want to work in a position where there is minimal disruption and change. Do not place them in roles where change is rapid or day-to-day duties are radically different. Their ideal is a stable role with set schedules and minimum disruption.

9. Equality: These employees desire fair treatment. They will analyze and compare their duties, work hours, salary, and benefits in comparison to other employees. They may become disenchanted if they regard themselves as disadvantaged.

After you’ve analyzed your employees and found their motivating hot buttons, it’s time to become innovative. You need to structure their roles and rewards to match their needs; this will give them the feeling that you really care about them as individuals.

And remember what Zig Ziglar said: “People often say that motivation doesn’t last. Well, neither does bathing—that’s why we recommend it daily.”

The challenges here are apparent: It can be tougher than ever before to reach customers. However, wherever there is a challenge, I see an opportunity for excellence to shine through. One piece of incredibly good news in all this is that truly exceptional customer care has a greater impact than ever before, because so few individuals and companies deliver it.

Today, when a salesperson does connect with a customer, it’s more critical and more beneficial than ever to wow that customer, potentially creating an advocate for your business and a source of referrals—which is the best, most successful marketing of all. In workshops on this topic, I begin by asking people to recall a significant retail purchase they’ve made in the last few years that was marked by truly exceptional customer service; the type of service that has you wanting to tell one and all about your experience.

It is a sad reflection on the state of service that most everyone can recall a customer service horror story, but it is rare that someone can recount a time when he received absolutely sensational service.

Can you recall such an experience of outstanding service that had you referring family and friends to the business? Reflection on this can help you visualize the very real opportunity available to you when you can wow customers, and it helps you form your own definition of what the elusive wow factor means when it comes to your products and services.

“A moment of truth is anytime a customer comes into contact with anyone in our organization in a way that they can get an impression. How do we answer the phone? How do we check people in?How do we greet them on our planes? How do we interact with them during flights? How do we handle baggage claim? What happens when a problem occurs?”
—Jan Carlzon, former president of Scandinavian Airlines Systems

To highlight the importance of delivering a wow experience and the many different ways that can be done, I’ll share two stories with you. These stories help differentiate excellent service from service that delivers a true wow factor. The first incident I’ll share occurred in the late 1990s. When shopping for a stereo system in Sydney, Australia, I encountered a brilliant salesperson.

Allan went out of his way to explain systems and options in language I understood, and after he had really listened to my needs, I was delighted, but surprised, to hear him tell me not to purchase the model I was interested in. He advised me that there was another model due to arrive within fourteen days that was smaller and easier to operate, yet the sound was at least as good, and the pricing was similar. I received a call when the stereo arrived and an excellent tutorial on how to install and get the most out of the system.

Two days after the purchase I received another call from Allan; this time he was checking to see if the installation went smoothly and if I had any questions.

Allan’s approach was authentic, and not overbearing. He made the effort to come down to my level when explaining technical aspects of the system; the whole process was about me and my needs. His goal was clearly to ensure that I was comfortable with the system’s features and able to use its full capabilities to enhance my enjoyment. I was so impressed by this experience—demonstrating excellent service but nothing extraordinary—that, upon learning Allan had a finance-related degree, I recruited him as a financial planner.

For the second story, I’ll turn to Lexus’s parent company, Toyota. Toyota announced in 1987 that it was creating Lexus, a new division devoted to building the best luxury vehicles in the world.

The cars sold very well, but only months into the venture, the one thing that Lexus feared happened.

The company learned of two cars having problems, an issue with the cruise control. Lexus faced a decision: It could quietly fix these cars and wait to see if others surfaced, or it could issue a recall and let the world know that Lexus engineering was not perfect.

As Lexus was counting on its dealers to deliver service far beyond that of other automotive brands, it decided to set an example, one that is still talked about in the automotive industry to this day. Lexus recalled every LS400 it had sold. But the real story lies in how they did it. Every recall notice included a letter of apology from the company and a promise that, if needed, the dealer would pick up the vehicle and deliver it back when finished. On top of that, customers were advised that when the issue had been repaired, their cars would be detailed inside and out and returned to them with a full tank of gas. Insiders say that this recall marked the day that Lexus proved that what made a brand a luxury brand was its customer focus. Since that time Lexus has consistently won automotive industry luxury awards, and it has achieved this with a commitment to excellence in customer service that it will not compromise.

These stories really illustrate how to aim beyond very good or even excellent service. They highlight several important qualities to consider when aiming for your own wow factor.

■ Deliver a totally unexpected extra touch that is significant enough to command attention and make the customer want to tell others.

■ Don’t ask customers to pay for the extra touch; deliver superb moments even after the sale has been completed.

■ Make sure that the wow factor is personalized to the needs and interests of the customer.

It shows the salesperson’s personal attentiveness and real care for the customer. You may have some standard solutions in place that employees can turn to, but teach them to be flexible and creative.

■ Make the moment subtle and respectful, taking the gesture beyond a stunt aimed at getting business.

■ “Double-wow” loyal longtime customers even when you know they are not going to seek your services elsewhere. They will continue to be your advocates but with more exuberance.

To keep your employees focused on these types of wow moments, try the following:

■ Brainstorm with employees possible ways of creating magical moments for customers.

■ Find out if your staff is impressing your customers, and how. If they are, share your research with your employees to let them know what’s working. If they aren’t, find out why, and focus everybody’s attention on fixing it.

■ Post wow factor stories in a common area for employees to read. This will help inspire them and give them some ideas on how they can wow their customers.

■ Research outstanding examples of service constantly as you go about your daily life. It is amazing how infrequently we encounter someone prepared to go the extra mile to satisfy us. When you find someone who is, send employees to experience what superior customer service is all about—especially send the ones in need of an attitude adjustment!

■ Implement, inspect, measure, recognize, and reward the delivery of truly memorable, outstanding customer care throughout your company.

Remember, don’t settle for average—strive for excellence and wow.

“If you want to create raving fans, you don’t just announce it. You have to plan for it—you have to visualize it. What kind of experience do you want your customers to have as they interact with every aspect of your organization?

—Ken Blanchard, “Blanchard’s Dream,” from customer mania, coauthored with Jim Ballard and Fred Finch

Become innovative in how you remind your team of your customer service excellence commandments. Will they be posted with your Vision and Values statements or dot points on laminated pocket cards? Will you have one staff member speak at staff meetings on one point that they excel at?

Whichever way you do it, the key is to keep a constant focus on your commandments of customer excellence. If you can do this, along with encouraging a culture of developing your people, you will be well on your way to having a very successful business.

Extreme Customer Service has a profound effect on the bottom line.

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