3. Give people purpose, not rules
To ensure consistent execution across all their operations, large corporations need to define standard operating processes. However, rules and guidelines go only so far. Front-line employees participating in infinitely varied customer interactions won’t always find the answers in manuals. Besides, mechanically following a script saps interactions of authenticity. Instead of detailed lists of process steps, the best companies supply front-line staff with common purpose backed by clear quality standards.
Common purpose – a succinct explanation of the customer experience you are trying to create at an emotional level – motivates employees and gives their work meaning. They choose to go that extra mile through personal passion, not passive compliance. At Disney, for example, common purpose – “We create happiness” – figures in the first day of training for every new recruit at every level. When cast members rescued Belle the doll from a muddy puddle in a construction site, they knew their organization’s purpose was to make her owner happy; their job was to do everything they could to bring that about.
When BCI was defining its common purpose – developing trust-based customer relationships that last a lifetime – senior leaders kicked off the process, and then cross-functional teams stepped in to craft it, in a collaborative effort that built ownership across the business.
Defining a common purpose is one thing; living it, however, is another. The bank’s leaders like to tell a story about a lottery winner who was looking for a bank to entrust with his prize money. When he visited a BCI branch, he was impressed to find that employees didn’t just try to sell him products but made an effort to identify and satisfy his needs. Explaining why he chose BCI, he said its employees struck him as genuine. By living the company’s values, they had earned his trust without even realizing it.
After aligning on a common purpose, an organization needs to make it concrete through a set of quality standards: priorities that guide front-line staff in delivering the desired customer experience. BCI employees follow four quality standards: safety (fulfill commitments with transparency and competence); closeness (get to know your customer and connect emotionally); diligence (promptly advise and execute responsibly with agility, ease, and simplicity); and image (project the values of BCI in each action and location).
When people are trusted to do their job and given clear expectations rather than an instruction manual, they feel more valued and empowered – qualities that can’t help but show in the customer experience they provide. In the first year of BCI’s program to improve customer experience, satisfaction among its retail banking customers rose by 33 percent
3. Give people purpose, not rules
To ensure consistent execution across all their operations, large corporations need to define standard operating processes. However, rules and guidelines go only so far. Front-line employees participating in infinitely varied customer interactions won’t always find the answers in manuals. Besides, mechanically following a script saps interactions of authenticity. Instead of detailed lists of process steps, the best companies supply front-line staff with common purpose backed by clear quality standards.
Common purpose – a succinct explanation of the customer experience you are trying to create at an emotional level – motivates employees and gives their work meaning. They choose to go that extra mile through personal passion, not passive compliance. At Disney, for example, common purpose – “We create happiness” – figures in the first day of training for every new recruit at every level. When cast members rescued Belle the doll from a muddy puddle in a construction site, they knew their organization’s purpose was to make her owner happy; their job was to do everything they could to bring that about.
When BCI was defining its common purpose – developing trust-based customer relationships that last a lifetime – senior leaders kicked off the process, and then cross-functional teams stepped in to craft it, in a collaborative effort that built ownership across the business.
Defining a common purpose is one thing; living it, however, is another. The bank’s leaders like to tell a story about a lottery winner who was looking for a bank to entrust with his prize money. When he visited a BCI branch, he was impressed to find that employees didn’t just try to sell him products but made an effort to identify and satisfy his needs. Explaining why he chose BCI, he said its employees struck him as genuine. By living the company’s values, they had earned his trust without even realizing it.
After aligning on a common purpose, an organization needs to make it concrete through a set of quality standards: priorities that guide front-line staff in delivering the desired customer experience. BCI employees follow four quality standards: safety (fulfill commitments with transparency and competence); closeness (get to know your customer and connect emotionally); diligence (promptly advise and execute responsibly with agility, ease, and simplicity); and image (project the values of BCI in each action and location).
When people are trusted to do their job and given clear expectations rather than an instruction manual, they feel more valued and empowered – qualities that can’t help but show in the customer experience they provide. In the first year of BCI’s program to improve customer experience, satisfaction among its retail banking customers rose by 33 percent
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