Scott

What’s In a Name?

Posted on October 12, 2015 by Scott

Back in 2008, 19-year old George Garratt had his name legally changed to “Captain Fantastic.” Well, technically his full name is now “Captain Fantastic Faster than Superman Spiderman Batman Wolverine the Hulk and the Flash Combined.” I’m not sure what the current longest name on record is; but, at the time, Captain Fantastic was thought have captured the title. He told the London Telegraph he made the change in order to be “unique.”

Regardless of what you think about this man’s decision, there’s no doubt that names are important. Your name is the first gift you receive and, unless you choose to change it, it’s yours until the very end.

My full name is Ronald Scott Voland. I was given my father’s first name, though I’ve always gone by Scott. It’s what those who know me recognize. It’s what I respond to. When someone calls out “Scott” it catches my attention. Even in a large crowd, I can discern the sound of my name from the rest of the noise. My name is my identity.

Knowing – and using – my name is an indication of familiarity. Calling me by name means that you have some understanding of my value as an individual. It means you respect me enough to address me using my chosen identity. Not knowing my name, or choosing not to use it, communicates the opposite. It means I am unfamiliar to you. I am an unknown. We have no relationship.

We have any number of ways to identify our customers. We have account numbers, receipt numbers, invoice numbers, case numbers, and transaction numbers. To help organize and process information on volumes of people, we develop systems of identifiers – numbers – that allow for better manipulation of data.

But none of these matter to the customer. Because a randomly assigned number doesn’t communicate relationship. These numbers weren’t chosen with the same love and care as the customer’s name. A number means I’m just one of the crowd. A number doesn’t carry the history that my name does. That number can’t hold a lifetime worth of experiences and hopes and dreams. You can’t possibly understand who I am by looking at a number. You can only understand who I am by knowing my name.

Last week I challenged you to focus on greeting your customers with a smile. This simple act opens the door to a healthy, positive interaction.

This week, I’m asking you to pay special attention to names.

Listen when a new customer gives you their name. Did they go by their first name? Middle name? Something different? How is it pronounced? Could you repeat it back to them properly?
Use the customer’s name during your interaction. Studies show that the brain releases key chemicals when we hear our name. These chemicals help us focus on what’s being said and aid in the retention of information.
Greet the customer by name. In a world where we’ve all been reduced to a number, you may shock some people. But you’ll also build the relationship.

I don’t plan on changing my name any time soon, although I do think “Captain Fantastic” is pretty cool. I’ll stick with Scott. That’s my name. Feel free to use it any time.

Greet the Customer With a Smile

Posted on October 5, 2015 by Scott

On a cold morning in December of 2000, my wife and I walked into an orphanage in Eastern Ukraine. We were there to meet, for the first time, our soon-to-be son and daughter, Alex and Abby. It had been a long and arduous journey getting to this point. We’d started the adoption process approximately one year earlier. After tons of paperwork and months of waiting, we now found ourselves in an unfamiliar country surrounded by strangers. Our only lifeline was a local adoption agent who spoke broken English. We were tired, scared, and anxious.

An attendant at the orphanage escorted us to a room with several large playpens. Most were empty, as the majority of children were elsewhere. But two of them held children – our children. As we approached, the sound of our voices caught their ears and caused them to turn their heads. Our eyes met and they smiled.

There’s just something about a smile. We take them for granted, but smiling is one of the most amazing methods of communication available to us. While handshakes and other gestures may indicate different things across cultures, smiling is the one thing that everyone recognizes and understands. Smiling communicates acceptance, good will, and peace. Smiling at someone tells them that you are on their side and that things will be ok.

Smiles, like yawns, are contagious. It’s hard to remain stoic or even ill-tempered when faced with a genuine smile. Impulsively, we smile back and in that instant a flood of positive energy washes over us. The body relaxes, boosting our immune system. Stress levels drop and our mood is lifted.

Research shows that we are all born with the ability to smile. It’s not a learned behavior as even those born blind begin smiling almost immediately. Research also shows that a smile does more to improve one’s appearance than makeup. And a smile is the most easily recognized facial expression, detectable from up to 300 feet away. You can even tell when someone is smiling just by listening to the sound of their voice.

It’s no wonder then that, as service providers, smiling is the most important customer service skill available to us. With all the good that smiling does for the giver and the receiver, smiling is something we should all be extremely proficient at. Yet, it is often hard to find a smile in today’s working environment.

Why is that? Why do we let outside influences rob us of our smile? Why do we hand over control of our own emotions so readily? Maybe we just forget how good it feels.

By now you know that I’m prone to issuing challenges. As we celebrate Customer Service Week (you did know that was this week, right?), I’d like to challenge you to unleash the power of your smile.

Greet the customer with a smile. Every customer. Every time. Use the power of your smile to transform your conversations this week. Let the positive energy of smiling change the way you and your customer perceive each other and your interaction.

Back in Ukraine 15 years ago the power of two smiles brought one to my face. As my mouth stretched into a grin, all of the anxiety and fear I’d brought into the room disappeared. Instead, I felt positive, motivated, and energized. I’ll never forget the smiles of my children that day – and I’m smiling now just at the memory of that moment.

How will you use your smile this week?

What Makes a Top Performer?

Posted on September 28, 2015 by Scott

Last week, I had a conversation with a couple of people about identifying their top customers. It’s been my experience that when asked to name their best customers – that is, those who contribute the most to the business – the majority of people get it wrong. A look into actual sales data and performance of actual accounts over time always reveals others who contributed more. In fact, those that were considered “top” customers often prove to be hurting the business. Their demands for refunds and special treatment make them a burden rather than an asset.

The same can be said of employees I think. A manager’s perception of their team’s top performers is very often skewed. Someone who knows the right things to say or manages to be in the right place at the right time is not necessarily a key contributor. Digging into some actual performance data reveals that the actual work was conducted by others, people who may not be in a position of influence. The one you think is a top performer may in fact be riding on the coattails of the organization’s true heroes.

How do you identify a top performer? How do you know you are one them?

Top Performers Will:	Top Performers Won’t:
Volunteer for new challenges.	Wait for someone to tell them what needs to be done.
Give credit where credit is due.	Allow you to believe they contributed more than they did.
Have a track record of steady contribution.	Have a hard time explaining their individual contribution to the team.
Identify ways to improve the organization.	Bad-mouth the organization.
Look for opportunities to assist others.	Shrug their shoulders when others encounter difficulty.
Work to build a history of performance.	Rely on friendships or past successes.
Have the support of those who work closest to them.	Be resented for failing to act as part of the team.

As a manager, do you know who your top performers really are? Are you relying on hearsay, assumptions, or friendships to guide your perception of team performance? If you were to dig a little deeper into actual performance, who would stand out?

As an employee, are you contributing in a way that identifies you as a top performer? Are you producing actual work or claiming success that really isn’t yours? Would those who see what you do on a daily basis refer to you as a top performer?

We all want to be seen as a marquee player. And everyone wants to have superstars on their team. The good news is top performers, like top customers, are easy to spot. You just have to know what to look for. What attributes tell you someone is a top performer?

For a Limited Time Only

Posted on September 21, 2015 by Scott

Last Saturday, my son Alex participated in a program called One Day Only. Hosted by his high school theatre department, the event challenged students to write, cast, and stage a 10 minute play within twelve hours of starting. They had to create sets, arrange costumes, and locate props – all while memorizing and rehearsing their lines. I dropped Alex off at 8 am and returned at 7 pm to watch five complete productions unfold before my eyes.

It’s amazing what a motivated group of people can do when they work together, despite a shortage of time and resources. When the pressure is on, those determined to succeed always manage to find a way. In fact, it appears that being under pressure often brings out your creative side. I have often found that a group’s best work comes from having to produce high quality work very quickly. Without the normal bells and whistles at our disposal, things that can quickly become crutches, we are forced to think in new and different ways; better ways.

Today’s businesses need better ways of thinking. Competition is fiercer than ever. Outside regulation continues to tighten. Budgets are smaller than ever. It’s often said that we can’t continue to do the same things and expect different results. We have to shake things up.

Big leaps usually come from small groups attempting to remove some kind of thorn in their side. A problem is identified for which there is no solution, or at least no good solution. So they decide to put their heads together and resolve the issue on their own. In the process, they often wind up creating the next big thing. They develop a new product or service that can be offered to others; because any problem your team is wrestling with is undoubtedly an obstacle for others as well.

So I’d like to issue a challenge to you and your team. Given that we all have our normal jobs to take care of, I’m calling it One Week Only.

First identify a problem you’d like to solve; something that’s holding your group back. Next, put your heads together and come up with a working solution to the problem by the end of this week. Finally, send me a short video, no more than five minutes long, demonstrating your solution by the end of the day on Friday. Make sure your solution actually achieves the goal without additional work or resources. An idea that requires something extra to get off the ground doesn’t count. Just like the kids participating in One Day Only you have to use what is immediately available to produce a finished product.

I’ll choose one video as the winner of the challenge and will use this week to come up with some type of cool prize for the team involved. Keeping with the spirit of the challenge, I’ll use only my brain and what I have on hand. The winners are guaranteed something just as unique as what they come up with.

Of course this is a purely voluntary exercise; but I’d say your odds of winning are pretty good. The vast majority of people reading this won’t participate. But that’s ok. The unmotivated wouldn’t come up with anything worth sharing anyway. And the more that choose to opt out, the better the odds become for the few mavericks just crazy enough to accept the challenge.

After the curtain fell on the final scene Saturday night, Alex told me that his day had been exhausting, frequently frustrating, and ultimately the most fun he’s ever had in theatre. Being part of the creative process and seeing a fully developed production come to life in such a short amount of time was incredibly rewarding. He’s eager to sign up for the next round.

I’m eager to see what you come up with by the end of the day on Friday. As they say in the biz, “Break a leg!”

Culture By the Numbers

Posted on September 14, 2015 by Scott

On Friday, while the thoughts of most people turned to the events of September 11, 2001, my mind zeroed in on a different anniversary. On September 11, 1965, Ron Voland and Helen Stinson exchanged their wedding vows. Fifty years later, my parents are still together and going strong.

Experts say it’s difficult to zero in on an accurate divorce rate, but depending on how you look at it, between 10 and 50 percent of married couple have called it quits since the mid-sixties. Those who divorced made it an average of 8 years before parting ways. But you don’t have to be a statistician to know my folks have beaten the odds. Fifty years together is something rare.

Work relationships are even more fragile. Gone are the days of life-long employment. Even as divorce rates have declined, the rate of employee has been on the rise. Check out these recent trends reported by Fast Company magazine.

22% of turnover takes place within the first 45 days.
31% of people have quit a job within six months of starting.
46% of new employees leave within 18 months.
25% of Fortune 500 managers leave for a new job each year.

Obviously this shift comes at a great cost. In addition to the financial burden of replacing lost employees, organizations face a number of setbacks associated with the turnover. The loss of institutional history, missed opportunities to innovate, and inconsistent service are just a few. Each time a person leaves, they create a void larger than any one person can fill. It’s no wonder that reducing turnover ranks high on the average CEO’s to-do list.

What is it though that keeps people loyal to an employer? Is it pay? Benefits? Position? Though these aspects of employment certainly play a role, additional research shows that the most important piece of the employment puzzle is culture.

I once heard someone describe culture as “the way things work around here.” Culture is the collection of behavioral, political, and social rules that dictate how people interact with each other and approach their jobs. If “brand” is the promise an organization makes to the outside world, then culture is the reality faced by those on the inside. An attractive work culture not only keeps people around, it creates a desire in them to work harder for the collective good and growth of the group – for the good of the organization.

It takes all of us to create the right kind of culture. Management bears the biggest burden, of course, but no one operates as part of a group without affecting it. Each individual plays a part in creating and maintaining the kind of culture that retains top performers and attracts more of them. And when we work together, we create something that’s greater than the sum of its parts.

So the question I have for you is this: What role do you play?

How are you contributing to an attractive organizational culture? In what ways are you detracting from the culture and potentially driving people away? If someone on the outside were to catch a glimpse of your behavior on any given day, what would they assume about the way things work around here?

My parents would no doubt tell that marriage is a two-way street. It takes a lot of effort to stay together for fifty years, and both partners have to commit to making things work – not just for themselves, but for the collective good of the family. If an organization is like a family (and a lot of people describe their work teams that way), how committed are you to yours?

What do you say we commit to beating the odds?

10 Actions That Will Improve the Customer Experience Immediately

Posted on September 7, 2015 by Scott

We often focus on big moves – sweeping initiatives that result in massive change to how we approach our jobs. That’s certainly the case with most customer service oriented programs. There’s a big meeting with a big announcement followed by a big push to do things differently. The hope is that these big moves will result in equally big responses from the customer – that they’ll reward our big efforts with higher satisfaction scores and more business.

These often fall flat though, because a customer’s perception of service has little to do with the big things. Our perception of an organization’s service actually depends on the little things. It’s how we are treated during a particular transaction that counts. Service isn’t a program, it’s an action; or more accurately, a series of little actions that communicate how we really feel about the customer. To make a big impact on the customer’s perception then, we don’t need a big, innovative approach. We just need to generate a series of little “Wow” moments that add up to something big.

Here then, are 10 things you can RIGHT NOW to immediately impact your customer’s perception of your service.

1. Open the door for customers as they enter and/or leave.

2. Verbally thank each customer for their business.

3. Send a birthday card signed by the staff.

4. Send an anniversary card signed by the staff.

5. Write a short note of thanks on each receipt.

6. Compliment the customer on something – their tie, a new car, cute grandchild, etc.

7. Point out a hidden/little known feature of a product the customer utilizes.

8. Ask them to give feedback about some aspect of their relationship with you – a product, the website, your lobby, etc.

9. Introduce the customer to another member of the staff.

10. Print out an article or tip sheet that customers might find interesting or helpful and hand them out.

I came up with this list in about 60 seconds. One or more of these are likely already part of your service strategy. There’s really no magic to this particular collection of ideas. In and of themselves, they aren’t that big of a deal. But any one of them could be a huge deal to any particular customer. They send the message that we care about them, not just the business they bring to us. And, over time, these little things add up. Customers start to notice that you’re doing something the competition isn’t.

The question I pose to you is this… What’s on your list? How many of these little moves are you engaged in? What’s other things – little things – have you noticed make a big impression on your customers?

Send me your list and I’ll compile all the ideas I receive and share in a future email.

Let’s start an avalanche of little things that make a big difference.

What’s Your Story?

Posted on August 31, 2015 by Scott

My paternal grandfather (I knew him as “Grandpa”) passed away in 1994. A few years ago, my parents gave me a box of books they had salvaged from an old barn on the Ohio farm where he and my grandmother had lived. Many of them were ruined, having been damaged by time and exposure to the elements. But a handful remain in good enough condition to display and even read.

My favorites are the books from his childhood. Grandpa had an adventurous spirit and the books he collected as a boy reflect that. With titles such as “The Country Beyond” and “The Port of Missing Men,” they practically beg to be read. I like to picture Grandpa reading them late into the night; burrowed under the bedcovers with a flashlight so as not to upset his parents.

I love a good story. The best ones draw you in with vivid descriptions of characters and worlds so compelling you want to know more about them. They weave a narrative with ups and downs, twists and turns, and events that keep you turning the page in anticipation of the next chapter. Reading a good story makes you want to become part of it. The best demand that you revisit them again and again.

Of course, we are all, part of our own stories. The stories of our lives – our adventures, our families, and our careers. Organizations have stories too. And just like a good book, the best ones draw you in. When a company has a good story, you want to learn more. You want to find out what happens next. You want to become part of the story yourself.

Every organization has a story. Too often though, those involved don’t know what the story is – or how to tell it.

Have you ever thought about the story of your organization? Your department? Your team? There are people waiting to hear it. Customers, other employees, vendors, shareholders – they’re all looking for an adventure to be part of. They’re all yearning for a great story to make their own. All you have to do is put together one that is compelling enough to draw them in.

If you’re not sure how to share the story of your organization, I encourage you to spend a little time thinking about it. It doesn’t have to be long; a few sentences will do. But you should be able to speak about your business and its mission with the same level of energy and passion with which you recount the adventures of your weekend.

Here are a few questions to consider when crafting your particular story:

Who are the characters in your story? What makes them interesting?
What circumstances brought your story’s characters together? What are they trying to achieve? Why is this a worthy adventure?
What obstacles have been encountered and how were they overcome? What new challenges lie ahead?
As one of the central characters in the story, what role do you play? How are you helping to move the action along?
How can those who hear your story become part of it? What can they add to the tale?

Now try your hand at crafting your story. Share with the rest of the team and see what they think. If you’re willing, I’d love for you to share it with me. Like I said, I love a good story.

How to Rock Your Next Crisis

Posted on August 24, 2015 by Scott

Saturday night, my oldest son Andrew and I flew to Houston to see Def Leppard in concert. I’ve been a fan since I first heard them back in the early eighties and hadn’t seen them perform live since their Hysteria tour in 1988. It was a great show and brought back a lot of memories.

Several of the songs from the set list came from that Hysteria album. This was an incredibly successful release for the band. Seven cuts made the U.S. Hit 100 chart and the album itself has sold over 20 million copies.

But the album almost never got recorded. In fact, the band’s rise to Rock ‘n Roll stardom was nearly cut short by an unforeseen crisis.

In December of 1984, drummer Rick Allen was involved in a car accident that severed his left arm. The group was stunned. Allen was a core member of the band and an accomplished drummer. To replace him was unthinkable. But how could he perform with only one arm? The band was unsure how to recover from the setback.

Organizations are hit with crises every day. Out of the blue, an external event or internal oversight can send you into a tailspin. When that happens, most experts will start talking about “managing” the crisis – that is, figuring out how to minimize the damage and return as quickly as possible to the status quo.

But some organizations choose not to play it safe. Instead of managing the crisis, they seek to capitalize on it. They choose to see opportunity where others see disaster. And thankfully so. History is filled with new innovations and leaps in thinking that resulted from some sort of catastrophe. Not that anyone would willingly seek out a crisis in order to jumpstart a new technology or line of business; but faced with a roadblock, pioneers will adopt a progressive mindset over a conservative one. And it tends to pay off.

The members of Def Leppard decided to do that, and when Rick Allen said he wanted to continue as drummer, the others backed him 100%. Allen reached out to Simmons, a manufacturer of electronic drum kits, who jumped at the chance to collaborate on a customized set up for the band. Within months, Allen summoned the rest of the guys and showed of his new drums and new way of playing. An array of foot pedals allowed him to simulate the actions of his missing left arm and even allowed for new percussion combinations that hadn’t been possible before.

The band spent three years recording Hysteria and embarked on a 15 month tour that showcased Allen’s abilities by using a rotating stage – another innovative approach. The critics and fans were blown away. I, for one, bought tickets to see them twice during that tour.

Saturday’s concert would never have been possible had the group not decided to press forward in the face of adversity. Fortunately for fans like me, they are still going strong. A new album is due to be released later this year. By nature, crises are unpredictable. Our response to them, however, doesn’t have to be. When the chips are down, how will you respond?

Celebrate!

Posted on August 17, 2015 by Scott

This week, I’m traveling to Bryan/College Station, TX. I’m joining bankers from the area for their mid-year Sales & Service Rally, a celebration of the individual and team accomplishments attained through the first half of the year. I’m anticipating a festive atmosphere as employees from a variety of roles come together to recognize each other.

Some see recognition events such as this as waste of time and resources. They view them as frivolous and unnecessary. They feel a pat on the back is quite enough to say “Thank you” and motivate future performance.

They couldn’t be more wrong.

While top performers are indeed driven by an internal pursuit of excellence as opposed to any external motivator, recognition events serve a much greater purpose. You see, they help unify and reinvigorate the team. In fact, I believe bringing the team together in this way provides three specific benefits to the organization.

They reinforce the power of the team. Any opportunity to bring the team together is a good one. It gives everyone a chance to reconnect with each other and each other’s talents. Navigating the daily list of personal tasks can seem very lonely. It’s easy to fall into a routine, your own routine, and forget that your actually part of something larger. When the team comes together, it reminds us that our small part of the puzzle helps complete the big picture. Without everyone doing their part, and supporting the others as they do theirs, the picture can’t be completed.
They reemphasize the goals of the team. Teams are assembled for a purpose – to accomplish a goal. But the finish line can seem very far away at times. Coming together to celebrate your team’s progress helps close the distance. Because day-to-day it’s hard to see the impact of your work. You have to stop periodically and look back to recognize just how far you’ve come. Seeing the progress that’s been made allows you to more clearly chart a path to the end.
They recharge the battery of the team. Let’s face it. We all lose energy from time to time. We all get burned out. We all sometimes wonder why we’re working so hard. Just as a vacation is healthy for the individual, celebration and fun are vital to the health of the team. When you bring people together, feed and entertain them, and allow them to engage in some group fellowship, you can just see the energy levels rise. Shared experiences create memories. And shared memories build relationships. Nothing makes the team stronger than bringing the team together.

When leaders focus on the bottom line, it’s easy to forget that businesses are made up of people. We’re human and, as humans, were designed to be social creatures. We are at our best when we’re part of something bigger. Many organizations speak of their employees in terms of family. I don’t know about you, but my family always seems to function better when we work – and play – together.

What does your team have to celebrate this week?

What Did You Expect? The Importance of Consistency

Posted on August 11, 2015 by Scott

This article is a day late.

If you’re a regular reader of my weekly ramblings on sales, service, and leadership, you know that I publish every Monday morning. Many of you have come to expect my familiar voice in your email box at a specific day and time. So, some of you took notice when I didn’t show up yesterday.

We humans are creatures of habit. We like predictability. We crave structure and routine. We like knowing what to expect. It gives us a sense of security and stability. And when it comes to dealing with other people that predictability leads to trust; a key characteristic of healthy relationships.

As service providers, we need to pay close attention to the idea of consistency. Customers come to expect a certain level of service from us. They come to expect a particular set of behaviors during an interaction. It gives them that sense of familiarity and trust. And provided they like what they come to expect, it keeps them coming back.

But when that routine is broken – when we fail to meet expectations, even if it’s slight and only once – that trust is shaken. Doubt is introduced to the relationship. The customer can’t help but wonder “What’s going on?” Suddenly they no longer know what to expect and the relationship is in jeopardy.

Think about the last time your favorite restaurant changed up their menu. Or the time the grocery store altered the floor layout. It threw you for a loop, didn’t it?

A select few will speak up. In fact, I can count on one hand the number of people who asked me about yesterday’s article. But most won’t. They’ll remain silent while they wait to see what happens next. If the service slip proves to be a fluke, the relationship probably continues. But if things don’t return to “normal” quickly, most of them will write you off. They’ll quietly look for another source of stability and the relationship is lost. It’s only later, after the opportunity to fix things has passed, that you realize they’re gone.

Top organizations are always looking for ways to enhance and improve the customer experience. They seek out innovative ways to draw in new customers and raise the bar for their competition. But too few pay attention to the importance of consistency. They fail to ensure the new level of service can be maintained for the long-haul. They get complacent and forget that the customer is always watching – and evaluating their options.

It’s a delicate balance: innovation vs. predictability. Getting it right means everything.

Take a look at your routines. What aspects of doing business with you have your customers come to rely on? What parts of the relationship are most dependent on consistency? How will you ensure your customers continue to receive what they expect?

Author: Scott