The Best Leaders Leave a Legacy

The headlines yesterday were about Steve Jobs, Apple’s leader and visionary, stepping down to take a medical leave. People are worried about what will happen to the company.

The same thing happened with Southwest Airlines CEO Herb Kelleher. Everyone worried what would happen to the company when the co-founder and chairman stepped down. Looking back we can see that the answer was simple: nothing. Proof of that came recently when the US experienced the worst economy in years, which negatively affected the airline industry. Yet, Southwest fared well – and Kelleher wasn’t there. The reason was also simple: The new people in charge kept doing what they have always been doing – what Kelleher started and what everyone continued to do after he left.

Basically, Kelleher promised two things. First, he promised a simple value proposition to his customers in the form of inexpensive flights and a bag of peanuts. What the customers (passengers) received was that plus great service. It was fun to fly on Southwest. Second, he took pride in taking great care of his employees, believing that if you take care of the employees, they will take care of the customers. This worked and continues to do so.

There is no doubt that Steve Jobs is an amazing man who has led Apple to develop products that have changed the world. His departure will hopefully be temporary. Yet, if it is permanent, he has a great team supporting him and the company. They know what to do. His legacy will live on.

On a personal note, Mr. Jobs, I wish you health and a speedy recovery. Take care of yourself and your family. The company will take of itself. You made sure of that.

Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Treat Employees Like They Are the Customer

“Treat your employees the way you want your customers treated – maybe even better!” Shep Hyken

The above quote is simply a line taken from one of my speeches. It is my customer service slant to the familiar Golden Rule – “Do unto others as you would do unto yourself.” Telling people how to treat customers is one thing. Showing how you want them treated is completely different – especially if you are modeling the behavior.

I received a case study written by Andrew Thomas, a freelance writer from Ohio. He wrote about global leadership and the Ritz-Carlton Hotel chain. There was something in the case study that jumped out at me, and it applies to the concept in the above quotation.

The Ritz-Carlton was hired to manage an existing hotel in Shanghai. They brought in many of their experts and determined that major renovations were needed. Their first phase of the renovation was the Employee Entrance. This may seem strange to most, but is the norm for the Ritz-Carlton. While the renovation was relatively inexpensive, it sent an important message to the employees (who were employed by the previous management company). It demonstrated that a new standard (higher) of quality and service was expected and that the employees were incredibly important to the process.

The Ritz-Carlton is recognized worldwide for being a quality organization. They understand the importance of outstanding customer service. Just as important, if not more so, is that they also understand the value of their employees, the internal customers.

Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: http://www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Four Valuable Customer Service Lessons We Can Learn From the Airlines

When discussing customer service, I don’t like to pick on the airlines. Their shortcomings are obvious. Yet while I may encounter that curmudgeon at the ticket counter or that crusty flight attendant, when it comes to the people side, the airlines usually deliver acceptable levels of service. It is usually the operational side that has created problems for the airlines; flight delays, cancellations, lost luggage, etc.

To support the airlines, many times these delays or cancellations are necessary due to weather or mechanical issues. Still, they are not always handled very well. Sometimes the bad service comes down to what appears to be complete ineptness. The service in the airline industry has become so inconsistent that many of their customers have adapted to the model that says, “Treat me like crap. I don’t care. Just get me there on time and I’ll fly with you again.”

That said, we can learn a lot from the airlines. Here are four simple lessons that the airlines teach us.

Manage my expectations. I hate delayed flights – or delayed anything! If we have to wait for our reservation at a restaurant or in the waiting room at the doctor’s office, let us know how long it will be. And don’t tell us 20 minutes, when it is really 45 minutes. In other words, don’t let me down – again.

Give me information. Is there bad weather? Is it a mechanical problem? Tell me and maybe I’ll understand. In any business, if something goes wrong, be honest about it. Let us know quickly and what you plan to do about it. The more we know, the better we feel.

Have a backup plan. So the flight is canceled, what are you going to do about it? I’ve gone to stores that advertise sale items that are out of stock. Do I walk away disappointed? No. The good stores give me options that will make me happy.

Create confidence. As mentioned above, just get me there on time and I’ll fly with you again. In any business, customers expect what they buy (products or services) to do what they are supposed to do. Throw in consistently great service and you have a winning combination.

Shep Hyken, CSP CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Highly Recommended Book By Dan Burrus:
“Flash Foresight: How to See the Invisible and Do the Impossible.”

My friend Dan Burrus can predict the future. No, he’s not psychic. He observes and learns. Based on his research and observations, he can predict trends, new technologies and more.

I first met Dan 20 years ago when I saw him deliver an amazing presentation on what the future was going to look like. Then he wrote a best-selling book titled “Techno Trends.” I recommended to book to everyone. And, I'm going to do the same with his new book. No, it's not about customer service or experience. It is about success - your success.

What if you could predict —and be RIGHT? How valuable would it be to see invisible opportunities BEFORE anyone else including your competition? Are you ready for your business to thrive regardless of the changing economy?

Then you are ready for Dan’s new book, “Flash Foresight: How to See the Invisible and Do the Impossible.” Its publisher HarperCollins has positioned “Flash Foresight” to be the lead business book in 2011. With change accelerating as never before, anticipating the future has become essential for beating your competitors...and even for survival. All it takes is looking in the right places by developing your sense of "flash foresight."

Daniel Burrus has an exclusive never done before limited time opportunity for anyone who purchases a book between now and January 13, 2011.. With each book purchased, you will have access to a premium package of bonus gift offerings from top business, sales and marketing gurus which are valued at over $20,000.00 These offerings have been developed exclusively for the Flash Foresight book launch.

The above number is not a typo! Dan asked many of his friends – other best-selling authors and thought leaders – to contribute some of their products to help promote the book.

More information about the book can be found at www.FlashForesight.com.

Shep Hyken, CSP CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (www.TheCustomerFocus.com).
Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Ten Compelling Reasons to Deliver an
Amazing Customer Service Experience

I love lists, especially when it comes to learning. The list below was the result of a quick brainstorming session about the advantages of delivering a great customer service experience. I came up with many more, but wanted to create the “Top Ten List” for you.

As you look at the list below, what other ideas and strategies do you think about? I would love for you to send me what you would add to the list. And now, here are ten compelling reasons to deliver an amazing customer service experience:

1. Amazing customer service builds credibility, trust and confidence, which can lead to customer loyalty.
2. It can help the marketing and sales budget. It costs less to keep existing customers than it does to create new ones.
3. Delivering amazing service creates a buzz, word-of-mouth marketing and referrals, again helping the marketing budget.
4. Delivering amazing customer service can lead to existing customers buying more.
5. Customer service saves money. When you do it right the first time, you don’t have to fix it the next time.
6. Customer service can give your company an advantage over competitors.
7. Amazing customer service can make price less relevant.
8. Customer service focused companies are usually employee focused companies, thereby creating a better place to work. That means lower turnover, which could mean savings in hiring, training and more.
9. Customer service superstar companies are usually more profitable than the ones that aren’t.
10. Customer service helps get and keep customers… because without customers, you don’t have a business.

Thanks for reading and I can’t wait to get your feedback and ideas!


Shep Hyken, CSP, CPAE is a professional speaker and author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com Web: www.hyken.com Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Shep Hyken – customer service motivational speaker, author, trainer, and expert says that customer service continues to be more important than ever in getting and keeping customers. In one of his Shepard Letters, his monthly newsletter, Shep shares some interesting customer service statistics and facts.

Customer Service Stats and Facts and What They Mean to Us

Here are several customer service stats and facts, and what they might mean to you. The bottom line is that customer service continues to be more important than ever in customer loyalty. (Tip: Don’t just read this. Print it out and share and discuss it with the people you work with.)

-- Customer Service Fact: 90% of companies agree that the customer experience is important and critical to their 2010 plans. 80% of those companies want to use customer service/experience as a way to differentiate themselves from their competition. (Source: Forrester’s The State of Customer Experience, 2010)

What It Means to You: If you read this carefully it doesn’t say that 90% of companies are committed to delivering great service. They just agree that it is important. And, 80% “want” to use customer service as a differentiator. So, why don’t they just do it? There are plenty of companies out there with a brand promise that includes customer service, however the employees aren’t consistently delivering on that promise. The bottom line, it takes more than a promise.

-- Customer Service Fact: 82% of consumers stopped doing business with a company because of bad customer service. This is up from 59% just four years ago. (Harris Interactive, Customer Experience Impact Report - 2010)

What It Means to You: This is almost a 50% increase! Customers are smarter than ever and looking for more value. More than just customer service, they want a great customer experience. If you can’t deliver, then say goodbye to the customer – and maybe your business.

-- Customer Service Fact: Even in a down economy, 85% of consumers will pay more to the company that provides them better customer service. (Source: Harris Interactive, Customer Experience Impact Report, 2010)

What It Means to You: This is good news! Customer service makes price less relevant. You still need to be competitive, but you don’t necessarily have to be the lowest price – as long as you deliver customer service that adds value to the overall experience.

Above is what I call the “why.” You still need the “how to.” My suggestion is to go to my customer service article website and print out and read through over 150 articles that will give you many “how to’s.” Go to http://www.customer-service-articles.com

Shep Hyken, CSP, CPAE is a professional speaker and author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com Web: www.hyken.com Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

No Mistakes – It Is Just A Goal

Shep Hyken – customer service motivational speaker, author, trainer, and expert says “no mistakes” isn’t reality, but it is a very good goal. In one of his Shepard Letters, his monthly newsletter, Shep explains how we must take responsibility for our mistakes and how to repair them.

Mark Twain once said, “I feel bad for the man that can’t spell a word more than one way.”

I guess this was in response to someone finding a mistake in his writings.

The other day I was working with a client. He had hired me to be the opening speaker at a sales conference. He showed me a letter that we had written him. It was only four sentences long, but it had three mistakes. Wow, was I embarrassed!

Here is the bottom line. Because of the mistakes, he was uncomfortable about working with me. I am a professional speaker and author which means that I am in the communications business. My words are my credibility. And we blew it. No excuse, we let a letter go out without being properly proofed. As a result, my client had concerns about how well I would perform in front of his group – and rightfully so.

Mistakes blow credibility. Some mistakes are tolerated more than others. Some mistakes are inexcusable. But, everyone makes mistakes!

The key in overcoming the mistakes, whatever they may be, is regaining our customer’s confidence in us. Sometimes it just means accepting responsibility, saying you’re sorry and not making an excuse for the mistake. Sometimes it is fixing the mistake fast – with an attitude that shows you care and will do what it takes to make things right. Most of the time, this helps to restore credibility, especially if the problem or mistake doesn’t happen again.

One of the expectations that our customers (both internal and external) have of us is that we don’t make mistakes. “No mistakes” isn’t reality, but it is a very good goal. And if there are mistakes, make sure you fix them and give the customer a renewed confidence to continue working with you.

P.S. There may be mistakes throughout this publication. We agree with what Mark Twain said. We also know that we usually catch the mistakes about an hour after we send it out!

Shep Hyken, CSP, CPAE is a professional speaker and author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com Web: www.hyken.com Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright ©2010, Shep Hyken - - http://www.hyken.com - - (314)-692-2200

Internal Customer Service

Shep Hyken – customer service motivational speaker, author, trainer, and expert – points out another customer you have- the internal customer! In one of his Shepard Letters, his monthly newsletter, Shep explains how internal (and external, of course) customer service comes from the very top and filters through everyone in the company.

It has been my good fortune to have been hired to speak to hundreds of clients with many, many different types of audiences. Most of these clients understand that customer service is not a department you call when you have a complaint. It is a philosophy. Customer service throughout an entire organization is the way of the future.

Still, many people believe that customer service training is only for front line personnel. And these people seem to only want to train the sales people, and of course, that “customer service department.”

Service must be a total commitment not just for the front line, but for every employee of any business, from the mail room attendant to the janitor to the president to the CEO. Everyone has a customer. If it is not the outside customer, then it is the internal customer.

Internal Customers

So who is an internal customer? A simple definition of an internal customer is anyone within an organization who at any time is dependent on anyone else within the organization.

The internal customer may be a situational customer. This person may not always be the internal customer. They might be depending on someone inside the company at a specific time for a specific reason, maybe once a week or even once a year.

An example of an internal customer may be someone in the payroll department. Let’s say this payroll person is dependent on managers from various departments to call in the employee payroll on time. If a manager is late or doesn’t report payroll properly, then the payroll person can’t do his or her job, which is getting payroll checks out on time. The manager failed his or her internal customer.

This internal customer can be someone you work for as well as someone who works for you. At first you might think that because she works for me that I would always be her internal customer. After all, I’m the boss! WRONG! Of course I am dependent on her to help me with my responsibilities, but she is just as dependent on me to get her the right information and training so that she can do the best job possible. It goes both ways.

From The Top Down

The concept is sound and strong. Customer service has to be a total company effort. It just can’t be the front line who deals with the outside customers, the ones that buy our products and services. The front line needs the support of everyone within the organization.

The traditional structure of a company has the CEO or President at the top with layers of management underneath, ending with the front line employee who deals directly with the outside customer.

Imagine a triangle or pyramid. The CEO is at the top - at the point. At the bottom, at the base of the pyramid, are the front line employees. The chain of command flows down. The responsibility to each level of management and every employee flows down. This is very traditional.

In the 1980’s along came Jan Carlzon, the former president of Scandinavian Airlines with his best selling business book, Moments of Truth. In his book, he turned the pyramid upside down. He emphasized the importance in dealing with the outside customer. He said that rather than the lower level employees serving the higher levels, it should be at least a two way street, if not opposite. He flip/flopped the pyramid and put the customers at the top and the upper management, including the CEO and president, at the bottom.

This is the root of internal service. It is the understanding that everybody supports everybody else in the organization.

A company who has an excellent service reputation didn’t get it without everyone in the company being a part of the service strategy. Someone once said that if you are not working directly with the outside customer, you are probably working with someone who is. Everyone within your organization has an affect on the outside customer.

Starting an internal service program is simple. Virtually every technique you have read or learned about general customer service applies to the internal customer as well. Small changes in basic terminology will need to be made. Companies that practice outstanding customer service find it is easier to attract and keep customers. Companies that practice outstanding internal service find it easier to attract and keep good employees. Employees who practice outstanding internal service find it easier to keep and enhance their careers.

So, take care of your internal customers and create MOMENTS OF MAGIC!


Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

What To Do When You Can’t Say Yes


Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows that saying “no” is usually bad for customer service. In one of his Shepard Letters, his monthly newsletter, Shep explains six situations with customers that could be turned around and help you avoid saying “NO!”

One of the most negative situations one can create with a customer is to say “no.” In general, people hate to be told “no.” It starts when we are little kids and our parents constantly scream “NO!” at us. But sometimes saying “no” is unavoidable. In Karen Leland & Keith Bailey’s excellent book, Customer Service for Dummies, they cover a number of reasons you would have to say “no.” Let’s cover some major reasons why we would have to say “no,” and what we can or cannot do about them.

It is the law
Sometimes you are asked to do something and agreeing to do it would break a law. This one is simple. Most customers should be comfortable with the reason.

It is company policy
I hate being told someone can’t do something because of “company policy.” One Saturday evening my wife and I ventured to a restaurant known for great food at reasonable prices. I decided to try the pork special, which included potatoes and vegetables. I asked what the vegetables were. The waitress told me string beans and corn. Well, I love corn, but hate string beans, and I asked if I could have extra corn instead of the string beans. The waitress said they do not substitute. So, I asked her just to leave the string beans off. She told me she couldn’t do that either. I asked why. She said it was their policy. I told her that at McDonalds if I don’t want a pickle, they leave off the pickle. She looked at me like I was nuts! The dinner came with the string beans and we never went back.

We are out of it
A company can be out of a part. The book store can be out of a best selling book. A movie theater can be sold out of seats. It is all the same. You have to tell the customer you don’t have any more. So, what do we do? Let’s take a lesson from Nordstrom’s. Legend has it that a customer wanted something that Nordstrom’s was out of. The employee asked the customer to come back in fifteen minutes. Meanwhile the employee ran to another store in the mall, paid retail for the item and brought it back to Nordstrom’s where it was sold to the customer as if Nordstrom’s had the item all along. Great solution when you can do it, but sometimes it is not that easy. One of my retail clients will actually send the customer to the competition, but not before they call the store and have it held in their customers name. Most of the time the customers are appreciative, seeing that the store is more interested in taking care of the customer than making sale. In the long term, the store gains the customer’s loyalty and trust. Sometimes you just have to resort to telling the customer when the item will be back in stock. Just make sure you honor your promise. If you say it will be in next Tuesday, it had better be in.

It just can’t be done
Sometimes a customer wants something that just can’t be done or is impossible to get. It is that simple. Your goal should be to educate the customer why you can’t get them what they want. However, if you are really good, you could try to help find it somewhere else, or maybe find a replacement.

Yes isn’t good enough
Sometimes giving the customer what he/she wants doesn’t ensure the customer will be happy with you. I remember pulling into a parking lot which had some open spaces I could see from the street only to be told they were full. I argued that I saw open spots. The attendant argued that there weren’t any. He refused to look, even though I told them exactly where they were. After five minutes of arguing, he finally agreed to look. Sure enough he saw the spaces I had seen from the street. He angrily waved me in. Even though I got my parking space, I was mad. He “gave in,” but he did it too late.

Saying “no” isn’t so bad
No, might not be so bad. One day I went into one of my favorite places, Baskin Robbins, the well known ice cream parlor. I was excited to order my favorite flavor, Quarterback Crunch. To my disappointment, they were out of that flavor. The girl dishing out the ice cream told me what her favorite flavor was and asked if I wanted to try it. I did and guess what? I now have a new favorite flavor! Substitution is a viable alternative to many situations. Sometimes it may be obvious, while other times you may have to take a creative approach. With the right attitude, you may find that saying “no” is an opportunity to show how good you are.

So the next time you are forced to say “no” to a customer or client, think of the above. Delivering great service and creating Moments of Magic have always included common sense thinking and flexibility.


Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Enthusiasm- It’s Contagious!

Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows how to be enthusiastic. In one of his Shepard Letters, his monthly newsletter, Shep sheds light on a little secret-- enthusiasm is contagious.

Who would you rather be with at work? Someone who hates what they are doing, or someone who loves what they are doing?

The answer is obvious. People who love what they do seem to have a charisma or enthusiasm about them. Their attitudes are contagious, and for obvious reasons, they are simply more enjoyable to be around.

Remember different teachers you might have had in high school or college? I remember teachers that lectured - or should I say read from notes or a manuscript - to their classes. They never even looked up at their students. I also remember teachers who spoke from their hearts. They encouraged questions and classroom participation. They weren’t necessarily funny, but somehow their classes were fun and exciting to be in.

What’s the difference between the two? Well, part of the answer is enthusiasm. One teacher is simply doing the job, just going through the motions. The other teacher is immersed in his or her job, involved with the students and creating a learning experience. The first teachers educate the students by lecturing. All information is going one way, from teacher to student. Either the student gets it or doesn’t. They try to take notes and listen, with every attempt not to fall asleep. The other teachers are encouraging two way learning. They interact and communicate with students.

Isn’t it almost the same in the working environment? Some people just work for their paycheck. Others work for their company and personal fulfillment.

Who Are You Working For?

This reminds me of a story that I first heard Zig Ziglar tell at one of his seminars. There were some employees of a major railroad company standing around the tracks. A large limousine pulls up to the workers and out steps a well dressed man, the president of the railroad company. The president walks up to one of the workers and says, “Hello Bob, how are you?” Bob says, “I’m doing great, Gene. Thanks for asking.”

When the president of the company walked away, the workers were impressed with Bob and asked him how he knew the president of the company on a first name basis. Bob told them that twenty years ago they started working together.

The workers asked Bob, “How come he’s president and you still work out here in the yard?”

Bob replied, “Twenty years ago when we started together, I went to work for the paycheck. Gene went to work for the railroad company.”

Gene obviously loved what he did and managed to work his way up to becoming president of the company. He didn’t get there by not caring or not having a passion for what he did. To get to the top where Gene started took a lot of hard work and enthusiasm in his job and his life.

Enthusiastic people tend to be more successful. And people like to be around enthusiastic people. If you can’t get excited about what you do and what you and your company sell, then you won’t get anyone around you excited either.

Where Is Your Passion?

It is also important to understand that enthusiasm doesn’t mean you have to be physically excited about what you do. A friend of mine is a speaker. Technically speaking, he is a terrible speaker. He stands behind the lectern and speaks to the audience in a dull and monotone voice. When he starts a program his audience members immediately look at their watches to see when the next break will be.

What makes him different from the teachers we talked about above is that he really does have enthusiasm; he is just not capable of physically showing it. After just a few minutes the audience starts to pick up on it, and within fifteen to twenty minutes they are sitting on the edge of their seats, soaking up his information.

Every once in a while there is a twinkle in his eye. You can tell he loves what he is talking about. He is just not a good speaker. And, that is okay. The audience accepts that, and picks up on his passion for the subject on which he is presenting. While not physically evident, he does have the enthusiasm that it takes to get others excited.

Enthusiasm is contagious. And, a fellow professional speaker, Danny Cox, says that if enthusiasm is contagious, and what you have is not enthusiasm, that is also contagious!

Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Five Levels of Service: How Do You Get to the Top?

Shep Hyken – customer service motivational speaker, author, trainer, and expert – lists the five levels of service in one of his Shepard Letters, his monthly newsletter, and proposes questions to ask yourself to improve your current service level.

Recently I was asked to rate and compare a number of companies on their level of service. As I started the comparison, I thought a scale of 1-5 would be a good way of doing it. (One is bad and five is excellent.) Then creativity kicked in. Why rate them by numbers when you can assign a descriptive name. So, I came up with the “Five Levels of Service.”

1. Unacceptable – This is bad service at any level. Call it poor, terrible, less than stellar –bottom line is it is unacceptable for any reason.

2. Basic – commodity and minimum standards.

3. Good – your customers identify your service as “satisfactory.”

4. World Class – This is a big jump from good. It is beyond satisfactory. Customers think of your company as great. You create value. Customers compare you with others in your industry.

5. Trademark – Others are compared to you. You are the industry benchmark for great service.

So take a self-assessment. Each of the following questions is a two-part question. One answer is on a company level and the other is on a personal level. If you do not personally deal with outside customers, take a look at how you service your internal customer. The questions are:

1. What level of service does your company and you, as an individual, provide for your customers and clients?

2. How would you describe yourself based on the above descriptive levels of service?

3. What companies inside of your industry could be assigned to each of these levels of service?

4. What companies outside of your industry could you assign to each of these levels of service?

5. What do the companies who have “World Class” and “Trademark” (both inside and outside of your industry) do that you could emulate?

6. If you are not already at the “Trademark” level – and very few companies are – what would it take to get you a step closer, or even all of the way there?

The above questions could make for some great discussions. To close this article, here a few summarizing points:

Recognize that service is a process. It is ongoing. You and your company should always be striving to improve, even if you are already at the “Trademark” level.

While some people have taken service to a scientific level with measurements, testing, etc., the basics are common sense. It is about people thinking about taking care of people.

No matter how good you and your company rate in the “Five Levels of Service,” everyone needs to be continuously trained, reminded and coached. Remember, the quest for “Trademark” service is a process – a never-ending journey!

Ending with an appropriate quote…

"Great service is not the end – the final answer. It is a process that is on-going, ever changing and is always being adapted to meet the needs of the current situation.”
-- Shep Hyken, CSP, CPAE

Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

The Honeymoon Should Never Be Over

Shep Hyken – customer service motivational speaker, author, trainer, and expert – explains how interacting with a customer forms a relationship in one of his Shepard Letters, his monthly newsletter, and how to maintain that relationship as time goes on. (Hint: the end of the transaction is not the end of the relationship!)

We have been doing business with a printer on a somewhat regular basis for several years. I remember the first day their sales rep called on us. They brought us samples, followed up throughout the process and personally delivered our order. This type of service continued for the next several times we placed orders.

Then one day the sales rep couldn't come out and asked us to come to them. We thought nothing of it, went and visited their facility and placed our order. Then, the order was delivered and there was an extra charge for courier service. This was the first time we had been charged for delivery. Usually our sales rep personally delivered the finished product.

We were frustrated. I've told them not to expect us to come in and not to charge us for the delivery – at least as a line item on the final invoice. I've ask them to quote a price that includes everything related to the project. If we wanted a price breakdown, we would ask for it.

We had come to expect a certain level of service, and they set the expectation based on the first several times we worked together. Then something changed. So, what happened?

A simple answer might be in an old cliché. The honeymoon is over.

They did what they could to get our business. The expectation they created was not anything unusual. As a matter of fact, we thought this was the norm. Another printer we do business with for other types of projects has a sales rep that brings samples, delivers, just stops by to say hello – and more.

Our relationship is now in jeopardy. It is a shame. They are nice people. Their price, while not always the lowest has been competitive. They have been able to do some of the special projects that our other printer couldn't or didn't want to do. They originally provided us a level of service that we had been used to, and therefore expected – but asking for what they used to do for us now seems like an inconvenience for them.

Lesson: Business is kind of like dating. The first time you do business with someone is like a date. You hope they want to go out – or do business with you - again. You finally, as some say, close the deal. To me, that is like getting married and going on the honeymoon. This is really the start of the long-term relationship. Get that? This is important! The close is really the start. So, don't fall down after the honeymoon. In business the honeymoon should never be over!

Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Moments of Truth, Misery, & Magic

Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows just how important every moment with the customer is. In one of his Shepard Letters, his monthly newsletter, Shep talks about each moment as a moment of truth, and how those moments can turn into moments of magic, or moments of misery.

It's all about creating Moments of Magic! What is a Moment of Magic and where did it come from?

Moments of Truth

In 1986 Jan Carlzon, the former president of Scandinavian Airlines wrote a book, Moments of Truth. In his book, Carlzon defines the moment of truth in business as this:

“Anytime a customer comes into contact with any aspect of a business, however remote, is an opportunity to form an impression.”

From this simple concept, Jan Carlzon took an airline that was failing and turned it around to be one of the most respected airlines in the industry.

Some examples of moments of truth in Jan Carlzon’s airline business are:

--when you call to make a reservation to take a flight,
--when you arrive at the airport and check your bags curbside,
--when you go inside and pick up your ticket at the ticket counter,
--when you are greeted at the gate,
--when you are taken care of by the flight attendants onboard the aircraft,
--and when you are greeted at your destination.

All of these are main moments of truth, and notice that they are all controlled by people. There are many moments of truth that are not controlled by people, such as advertisements (radio, television, billboards, newspapers, etc.). The emphasis of this article is on the moments of truth that we, as people, have control over. These are the points of contact that our customers and clients have directly with us and our organization.

Mentioned above are a number of the main moments of truth, not just at Jan Carlzon’s airline, but in virtually all commercial airlines. These are the main ones. And while these may be the most important, there are lots of small ones as well. For example, you might be walking toward your gate at the airport and walk by a couple Scandinavian employees. They look up and smile at you. Now that may be a small moment of truth, but it is an important one. It adds to the total experience of the customer.

Disney has taken the small moments of truth to an even higher level. They understand the importance that these small moments of truth have on their customers. They train their cast members (Disney’s term for employees) to acknowledge the guest (Disney’s term for a customer) with a smile or facial expression if within ten feet. If the cast member gets within five feet of the guest, they are to acknowledge them verbally. All of the little moments of truth, combined with the major ones, with the addition of the product or service your organization is selling, add up to the overall level of a customer’s satisfaction.

Moments of Magic!...and Misery

Jan Carlzon said there are good moments of truth and bad moments of truth. I believe there is a third type - average moments of truth. Average is middle-of-the-road - simply acceptable, but not great. I have a term for the good and bad ones. The bad ones are referred to as moments of misery, and the good ones are referred to as moments of magic.

Our goal should be to create all great moments of magic, even if they start out to be moments of misery. Sometimes a customer may have a legitimate complaint. We not only need to fix problems and complaints, we also need to give customers a reason to want to come back and continue to do business with us again and again. Even if we fix a problem, it doesn’t mean the customer is coming back. For example, if you own a restaurant and one of your guest’s meals is over cooked, don’t simply fix it or take it off of the bill. Consider giving the guest a business card with a note that gives him or her a round of drinks or a free appetizer the next time they come back.

At times these moments of misery may not even be our fault. The customer may just be having a terrible day. For example, a customer may be checking into a hotel. This person may have had three flights delayed and he or she is in a very bad mood. It is not the hotel’s fault the customer is unhappy due to the airline’s delayed flights. But, it is the person who is checking in this irate customer who has the opportunity to start to turn the customer’s mood around. It is an opportunity to take someone else’s moment of misery and turn it into the hotel’s moment of magic.

So, manage your moments of truth. Seize every one of them, even if they are moments of misery, as opportunities to show how good you and your organization are. This will go a long way in building long-term customer loyalty and total customer satisfaction.


Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Top 10 Telephone Basics

Shep Hyken – customer service motivational speaker, author, trainer, and expert – has come up with ten guidelines to follow while talking on the phone, as featured in one of his Shepard Letters, his monthly newsletter.

This article is not just for the front line people who deal directly with customers. All of this information is applicable to everyone, from a receptionist to a warehouse manager to a CEO. Having good telephone skills helps build stronger relationships with everyone! Whether the call is incoming or outbound, the following can be applied to virtually every call.

So, let’s get back to basics. Phone skills are an important part of the job. The way you handle your phone is as important as a face-to-face meeting. So take the time to go over some of these basics. Here is my “top ten” phone skills list.

1. Let’s start with enthusiasm.
Try to convey some type of enthusiasm. From beginning to end, show that you care about the person you are talking to. You don’t need to act overly excited about your phone conversation. Just have a positive attitude. It is contagious.

2. Be sure to smile.
Even though you are on the phone, the other person can sense a smile from you. Some telephone experts recommend putting a mirror on your desk to remind you when you are not smiling at the customer. For people who are on the phone all day, a mirror may not be a bad idea.

3. How do you sound on the phone?
Using the right tone of voice creates atmosphere on the phone. This ties into the first two on this list. Is your enthusiasm coming through? Do you have a positive attitude? Is your phone conversation strictly business? Is it lighter or personal? Your tone and voice inflections will create an impression and help the person on the other end understand what you are telling them.

4. Say “Hello!” (or good morning, good afternoon, etc.)
Have a warm greeting or opening. Welcome people into the conversation. Don’t make them feel as if they are an interruption. If you are too busy, then let someone else or your voice mail pick up the phone. That is lot better than a greeting that sounds like, “Yah, what do you want!”

5. Say “Goodbye.”
Have a strong closing. At the minimum, be sure to say goodbye before hanging up the phone. How many times have you expected someone to say goodbye, have a nice day, etc. only to hear a click? Don’t do that to your customer!

6. When talking to a customer, avoid company or technical terminology that they may not understand.
Everybody has had this happen at one time or another. Someone tries to tell you something and you have absolutely no idea what he is talking about. It sounds like it could be English, and it is. But, you still don’t understand it because it is technical jargon. Technical terms or industry buzz-words can put a customer in an uncomfortable position. They might feel dumb because they don’t understand you. Or, they may feel frustrated and become impatient.

7. Don’t get angry, even if the customer is.
It is not always easy to keep calm, especially if the customer is angry about something you have no control over. (Chances are they are mad at something that has already happened.) If a customer is complaining and angry, let them vent. Most likely they aren’t mad at you personally. Ask them questions to show that you care. Don’t add to their aggravation. You might ask them to repeat the problem just to make sure you understand. Be a good listener.

8. When transferring - ONLY ONCE!
If you are transferring to someone else, make sure that person is available. Don’t put the customer on the hold, transfer, hold, transfer, hold, transfer, routine. (I hate when that happens!)

9. Control the “hold” button on your phone.
A survey in USA Today conducted by Nancy Friedman (a.k.a. The Telephone Doctor) showed that customers hate, more than anything else relating to the phone, to be put on HOLD! There are really only two reasons to put someone on hold: to transfer to someone else or to get information.

10. More on controlling that “hold” button.
If you are going to make a customer wait on hold, for any reason, let them know how long they will have to wait. When you say a minute and it really is just a minute, it will probably seem a lot longer to them. So, if you are asking them to hold for an extended period of time, it is probably best to call them back. Promise to call at a specific time. Then, keep your promise!


Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

On Duty While You Are Off Duty

Shep Hyken – customer service motivational speaker, author, trainer, and expert – shares a few experiences in one of his Shepard Letters, his monthly newsletter, about remembering that even when you are not on the clock, you are still representing your company.

I recently took my family to dinner at a nice restaurant. We had a 6:00 p.m. reservation. We were a few minutes early and were obviously one of the first guests to arrive. The hostess told us to take a seat and she would let us know when our table was ready. As the restaurant was virtually empty, I asked her how long she thought it would be. Her response was this:

“Sir, it is 5:52. Your reservation wasn’t until 6:00. I’ll let you know when the table is ready.”

I was a bit put off by her very direct and less than friendly response. It looked like all of the tables were ready so I asked her why. Then the real reason came out why she didn’t want to seat us. She told me that she was off duty and I would have to wait for the hostess that was supposed to be on duty to arrive. Ah, I see! She could assume the duty of aggravating a customer, but could not, make that would not, assume the duty of taking care of a customer.

Lesson: This story illustrates a very simple, yet important point. At any time that someone can be associated with your company, they are.

That means that even when someone is off duty, as our hostess in the above example described herself to be, they are still on. Think about the truck with the corporate logo on its side that drives recklessly down the highway. The driver of that truck may be off duty, but the truck is still representing the company. Does the driver realize it?

A long time ago I wrote about an incident where I became upset with a ticket agent at the airport. I didn’t realize that audience members from my speech that morning were watching me. I was very embarrassed. At that moment I realized that I was not only representing myself, but my client as well.

At any given time, even when we don’t suspect it, we might be creating an impression about our company, or even ourselves. And whenever it comes to dealing with the customer, we must always be on – even when we are supposed to be off.


Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Be Good For Your Customer

Shep Hyken – customer service motivational speaker, author, trainer, and expert – explains the difference between being good to your customer and being good for your customer in one of his Shepard Letters, his monthly newsletter.

One of my clients Todd Walker of Network Communications (They publish monthly real estate books that market residential properties.) had a great comment about how he takes care of his customers, the real estate agents and brokers that buy the adds in his books. He asks them, “Do you want me to be good to you, or good for you?”

Think about that question for a moment. Being good “to” the customer means you take care of them, give them great service, etc. But being good “for” the customer is different. It is helping them or enhancing their experience.

Sometimes it is easy to enhance an experience or increase the value of your products or services by just making suggestions or helping the customer. Other times you have to sell more. Up-selling sometimes scares sales people, but it has to be done. It is a disservice not to up-sell the customer when it is appropriate and necessary to the success of the product.

As mentioned above, Todd sells advertising in a book. Being good “for” the customer means the sales person can help design the advertisement for the customer. They may even suggest a larger advertisement, not because it brings more revenue to Network Communications, but because it will truly create better results for the customer. The sales rep is helping the customer receive maximum impact for the advertising dollars.

How about the server at a restaurant that suggests that the guest try the new appetizer? The server could just take the food order, but instead is suggesting something that might add to the enjoyment of the meal. Yes, it adds dollars to the check, but it also enhances the experience.

Recently at a retail golf store I saw the sales person sell some expensive golf clubs. What compelled the customer to buy the clubs on the spot was when the sales person said, “I could sell you these clubs today and I know you would be happy with them. But I won’t sell them to you until I make sure they are the right clubs for your golf swing. So, let’s step over to our practice facility and make sure you are comfortable with these clubs.” Fifteen minutes later the customer felt like they had a golf lesson – with clubs that would help improve the game. Sold!

Let’s take Todd’s question a bit further. The question is really a philosophy. There really isn’t a choice. The customer deserves to have both. We should be good “to” and “for” the customer. That is what Todd intends. Posing it as a question is only for the benefit of the customer.

In conclusion, don’t just take care of the customer. Help the customer. Don’t just be good “to” the customer. Be good “for” the customer. Show value, create an experience and always strive to exceed their expectations.

Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Loyalty Goes Both Ways

Shep Hyken – customer service motivational speaker, author, trainer, and expert – knows how to create loyal customers. In one of his Shepard Letters, his monthly newsletter, he provides another way in which to create those loyal customers- be loyal to them first!

We all want our customers to be loyal. So here is a thought:

In order to get your customers to be loyal to you, you need to be loyal to your customers.

Are you loyal to your customers? Do they know it? Do they feel it? What are you doing to prove it?

Loyalty is about creating value, building a strong relationship, developing trust, having an understanding of their business, knowing their wants and needs, making them feel special, letting them know you appreciate them – and much more.

While there may be lots of things you can do to prove your loyalty, it really isn’t that difficult. All of the above mentioned – and more – is just common sense. These are the things we should be doing for our customers. So, I have a little exercise/assignment for you to do. It shouldn’t take very long. Here it is:

Write down all of the things you think you are doing, or should be doing, to show your loyalty to your customers. You can start with the list above. Then add more. Be specific and write down how you are (or should be) doing it. Ask a few others what they think and add to the list. Pat yourself on the back for the ones you are doing already, and start doing the ones you aren’t.

That is it. A simple assignment on the surface that will hopefully bring you closer to understanding the value you are giving to your customers – as well as the loyalty you are showing them. After all, why should your customers be loyal to you, if you can’t prove your loyalty to them?

Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

On Being “Real”

Shep Hyken – customer service motivational speaker, author, trainer, and expert – offers some advice to go into your motivational and self-improvement file from one of his Shepard Letters, his monthly newsletter, about being real.

I had just finished a speech. One of the audience members came up to talk to me. He said that his group has been fortunate to get to hear a lot of speakers, but seldom does he get to meet the speaker. He ended our conversation by saying, “Because I met you and shook your hand I’ll always remember your speech. It was real.”

He said it was real. What did that mean? Now, this wasn’t about me being some type of celebrity. I’m just a business speaker. I presented the speech well and had relevant material, but what happened after the speech is what made it “real.” All I did was make myself available after the speech to answer questions and talk to anyone who wanted to. Not a big deal, but it made impact. So, I’ve been thinking about what it is to be “real.”

As I think about my friends and colleagues who are successful, I see some commonalities about them. They are approachable and available. They have a bond with their customers as well as the people they work with. They create positive impact on others. They are “real.”

The secrets to being “real” are common sense. It takes some effort. Care about what you do. Be respectful to others. Make yourself approachable and available. Always be on time, even early. Be enthusiastic about who you are and what you do. Create positive impressions that are memorable and that garner respect, admiration and build confidence.

Most of all, recognize that every interaction you have is an opportunity to make positive impact on others – an opportunity to be and make an experience “real.”


Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

The Name Game

Shep Hyken – customer service motivational speaker, author, trainer, and expert – suggests a simple customer service tactic in one of his Shepard Letters, his monthly newsletter, that can change a customer’s whole experience with you. Just use their name!

Several months ago I was invited to a beautiful resort on an exotic island (Nevis) to present my program at a business meeting. As I walked off of the plane there was a representative from the travel company greeting me, holding a sign with my name. As soon as she identified me, she started using my name. She helped me get a cab and told the driver where to take me.

While we were driving to the airport the driver asked, "Where are you from, Mr. Hyken?" It wasn't the question that surprised me. It was that he used my name. We had a nice conversation on the way to the hotel.

Once at the hotel, the doorman greeted me by name. "Welcome to our hotel, Mr. Hyken." It was obvious that the woman at the airport informed someone I was on my way.

When I checked in the person didn't ask my name. She already had it.

The manager came out and introduced himself to me. He didn't have to ask my name. He already knew it.

On the way to my room, the bellman used my name.

I met the housekeeper later in the day. When she greeted me she asked if she was pronouncing my name properly.

Every time I walked through the lobby someone from the hotel staff acknowledged me by name. And, all of this started with the person who met me when I arrived at the airport. She had put the system to work by simply letting someone at the hotel know that I was on my way.

This was a great experience. I was truly impressed. I can't exactly describe how this constant use of my name made me feel, other than to say it was great. I felt more at home, more at ease, more comfortable – more of a guest than a customer.

It is obvious that the Four Seasons on Nevis has customer service down to an art. They are recognized as one of the top resort hotels in the world. It takes a lot of things, some big and some small, to be great. I would put using a customer's name down as small thing. It is almost just a detail. But, sometimes it is the smallest things that make the great ones great.

Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200

Problems are Opportunities to Show How Good You Are

Shep Hyken – customer service motivational speaker, author, trainer, and expert – understands that sometimes problems happen. In one of his Shepard Letters, his monthly newsletter, Shep shares a story about how a series of problems became opportunities and Moments of Magic™.

I recently completed a video project for a client. The director of the video crew discovered a mistake. It was pretty big. We had to re-shoot a number of scenes, which meant we had to create the set exactly as it was several days earlier. Because of this problem, I found out just how good he really was. Sure, I’ll use him again. Sure, I’ll recommend him if someone asks. But, I will also do one better. I’ll be his advocate. I’ll tell everyone about him – even if they don’t need to shoot a video. Why? Because he is excellent, not only at what he does, but how he treats people. He has become a benchmark as to how I would want to handle a customer/client problem.

Here is what happened. Two days after the video shoot he called me with the bad news. They had lost six of the scenes. He felt terrible, as he knew that even though he was willing to come back and re-shoot the scenes – at his expense – it would be a great inconvenience to me.

He truly was sorry and made me feel that he would do just about anything to make it up to me. The moment he knew there was a problem he informed me. He assured me he could create a set that would be identical in every way – light, sound, etc. – and that I had nothing to worry about. The only thing is that he was upset that I would be inconvenienced, as it would be several more hours of shooting.

He cared so much that by the time we finished our phone conversation I felt bad that he felt so bad.

Isn’t that the way it should be? Most of the people I do business with do what they are supposed to do, and when there is a problem they take care of it. I appreciate them, but this time it was different. There seemed to be an emotional hook. It is difficult to explain, but it is more than just doing the right thing for a customer. It is doing the right thing with empathy, sympathy, concern and care.

I’ve always preached that if you have a problem with a customer, usually all you have to do is take care of it quickly, with a sense of urgency and the right attitude to regain the confidence of the customer. But this was taking that concept to another level.

Let’s say that you have been doing business with someone for twenty years and there has never been a problem. Then one day it happens. Something goes wrong. There is a problem – a Moment of Misery™. Whatever it is, this is judgment day. This is your opportunity to earn the right to keep the business.

I’m happy to pay my video director/producer for the work that he does. I have always had confidence in his work. And, now I’m confident that he will stand behind his work 100%. Even more, if that were possible. He stakes his reputation on it. And, that is enough for me to recommend him to everyone. His name is John Baker. Most people call him “One Take Bake.” I’ll still call him that, even though this time we had to take two takes – HA! (One Take Bake can be reached at 314-984-8883.)

To close with a motivational quote…

“Success covers a multitude of blunders.”
-- George Bernard Shaw


Shep Hyken, CSP, CPAE is a professional speaker and Wall Street Journal best-selling author who works with companies who want to develop loyal relationships with their customers and employees. For more information on Shep's speaking programs, books, tapes and learning programs please contact (314) 692-2200. Email: shep@hyken.com – Web: www.hyken.com – Click here for information on The Customer Focus™ customer service training programs (http://www.TheCustomerFocus.com).

Copyright © 2010, Shep Hyken -- http://www.hyken.com-- (314)692-2200