A Simple Service Delivery Model

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123A customer’s perception of your service can be made or broken by how you handle a single request for help. And providing superior service isn’t hard. In fact, it’s a lot easier than providing poor service. The best thing about providing excellent service is that both parties win. While the customer receives the benefit of your efforts, you receive the satisfaction of having done your best. To ensure you’re providing excellent service with every interaction, follow this simple three-step model.

1. Ask questions to identify or clarify the customer’s needs. Asking questions shows your customer that you are interested in helping them and are really listening to what they say. Effective questioning can also save you time and effort. Most importantly, asking questions leads to better service. While in the process of gathering information from your customer, you often uncover other needs or opportunities you can address; leading to a more memorable experience.

– Make sure to ask enough questions in order to fully understand the issue at hand, but not so many that you unnecessarily delay providing service.

– Start with open-ended questions – questions designed to gather a great deal of information.

– Use active listening skills such as taking notes, using body language that shows interest, and verbal encouragement.
2. Suggest a course of action. After you have gathered as much information as possible, recommend next steps.

– Clearly state your recommendation for next steps.

– Reinforce your suggestion with any supporting information.

– Ask for agreement.

– Do what you say you are going to do.
3 Build trust by adding value. To complete the service experience, add value by using one or more of these tactics.

– Provide information that enhances the customer’s understanding of the situation.

– Assist with other issues or questions uncovered during your interaction.

– Follow up to make sure things turned out as expected and offer additional help.

– Communicate any operational or process enhancements that came about as a result of the customer’s question or issue.

Service excellence isn’t difficult, but it does require intent and focus. By following this simple model, you’ll be sure to address every aspect of a customer’s request. And in the end, you’ll be rewarded with a stronger, more profitable relationship. That’s something we could all use more of.

We Will Be Right With You: Five Tips For Managing Customer Wait Times

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Stressful people waiting for job interviewNobody likes waiting. But it seems we spend an inordinate amount of our time waiting for other people – people who are paid to serve – to turn their attention to us. According to the Bureau of Labor Statistics, we have good reason to be upset. Their latest data indicates that each of us will spend over three days each year waiting in line. That’s six months of your life waiting for service. Is it any wonder we get irritated at waiting? But while most of us despise the idea of waiting, many of us are contributing to the problem. Customers enter our places of business every day and wait. And while some amount of waiting may be unavoidable, or even necessary, small improvements to customer wait time can have a significant impact on their perception of our service. Here then, are five tips for addressing wait times.

  1. Eliminate or shorten the wait. Studies have shown that our perception of time is distorted. Customers will almost always report longer wait times than they actually experienced. In an ideal world, no customer would have to wait to be served. But short of that, anything you can do to shorten the wait time (without sacrificing some other aspect of service) will improve customer satisfaction.
    • Cross train staff so that customers don’t have to wait for the one or two employees who can address their request.
    • Beef up staff during peak times. If you know there’s always a rush on Friday afternoons, make sure you have adequate personnel to cover the volume. Study transaction records to determine when your peak times are.
    • Set rules to address occasional high-traffic situations. For instance, you might set a rule that states any time a station has more than three customers in line, another station gets opened. Make sure all staff (the ones you cross-trained) understand the expectations.
  2. Make waiting more enjoyable. If customers have to wait, make sure their time isn’t wasted staring into space or at you. Provide comfortable seating with up-to-date reading material or a television that plays something interesting to them. Try looping a video that shows tips related to your industry. If a customer walks away with more information that when they came in, the wait time will be seen as beneficial.
  3. Minimize irritants. There are two things that really upset me while I’m waiting. One is not knowing why I have to wait. It’s like being stuck in a traffic jam wondering if the cause is a wreck or construction. So acknowledge the wait, apologize, and explain the cause. The other pet peeve is waiting for service while I witness other personnel milling about. I mentioned an example of this last week – my trip to the local movie theater. Why aren’t they helping me? Try to keep staff not assisting customers out of view.
  4. Make waiting part of the experience. Disney World and other theme parks have realized that customers waiting for a ride on an attraction will quickly get irritated unless there’s something to distract them. So they’ve taken to using the waiting line as part of the experience. Think of ways you can utilize this concept. Like filling out information forms at the doctor’s office, time spent engaged in something useful doesn’t feel like waiting.
  5. Reset the wait-time clock. Customers have an internal stopwatch that starts counting when the wait begins. But any time the wait is interrupted, the clock resets. If a customer has been waiting for a while, having someone check in on them – to offer refreshment or even make short conversation – will reset the clock. As a result, the customer’s perception of wait time is reduced.

Waiting may be an inevitable part of the customer experience, but it doesn’t have to be a frustrating one. Try a few of these tips and see how your customers respond.

The Art of the Do-Over

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goalsNow that the hustle and bustle of Christmas is over, attention turns to New Years. Across the globe, people are busy deciding where they will be and who they will be with as they count down the final minutes of the year and celebrate the arrival of 2015. For many, this also means making New Year’s resolutions – commitments to changes in behavior that will improve their lives.

According to research conducted by the University of Scranton, the most popular resolutions made for 2014 were:

  1. Lose Weight
  2. Get Organized
  3. Spend Less/Save More

That same study however, also found that only 8% of those who make New Year’s resolutions actually succeed in achieving them. As soon as one week after making their resolution, 25% report they’ve already broken them. Less than half are still on track after six months. That’s an alarming rate of failure. In fact, I know a great many people who have become so frustrated with their inability to achieve their resolutions that they have decided to stop making them.

We all make promises, to others and to ourselves, that we fail to keep. We fail for any number of reasons; lack of time or money, demands placed on us from others, even random and unforeseen circumstances. But one thing that seems to act as a stumbling block for me is self-control. I sometimes find myself struggling between that which I should do and that which I want to do. For instance, I know I should jump on the treadmill in my backroom for twenty minutes but I’d rather spend that time browsing the internet or watching TV. I should buckle down and finish the big report I have due for work, but I’d rather check out what my friends are doing on Facebook. This lack of discipline keeps me from achieving the goals I’ve set for myself and cause me a great deal of frustration.

Is it any wonder then that, every December, so many of us make the same resolutions we did the year before? How can we overcome this natural tendency to lose steam and forgo the needs in pursuit of the wants? Wharton professor Katherine Milkman offers one suggestion in a strategy she calls the “fresh-start effect.”

Milkman feels that, rather than getting frustrated with our inability to stay on track, we embrace it. Knowing that our motivation to perform is strongest in the days and weeks following a milestone, we should use them to initiate a fresh start toward our goals. Here’s how she puts it:

“At the beginning of a new week, the start of a new month, following a birthday, or after a holiday from work, people redouble their efforts to achieve a goal. Why? Because in these fresh-start moments, people feel more distant from their past failures. Those failures are the old you, and this is the new you. The fresh-start effect hinges on the idea that we don’t feel as perfect about our past as we’d like. We’re always striving to be better. And when we can wipe out all those failures and look at a clean slate, it makes us feel more capable and drives us forward.”

As a kid, I loved do-overs. So did my friends. We made a point to allow a certain number of do-overs in any pick-up game we played. It allowed us to focus on being successful rather than on being a failure. I think it’s sad that as grown-ups we seem to have forgotten the art of the do-over. Not that everyone gets an unlimited amount of free passes (even as kids we only allowed one or two per game); but we can all use a fresh start from time to time.

As you look forward to 2015 and make your list of resolutions – or goals, or commitments, or whatever you want to call them – aim for excellence, not perfection. Know that you don’t always have to get it right the first time. Know that if at first you don’t succeed…well, you know the rest.

 

Lead Like Santa Claus

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MerryOldSantaI was looking through some files this weekend and came across my notes from a webinar I attended a few years ago. It was entitled “The 10 Branding Secrets of Santa Claus.” According to presenter Steve Miller, these very specific and deliberate actions provide Santa Claus with “uncopyable superiority.” I love that term.

As I listened to each point Mr. Miller made, I couldn’t help but think about the potential that lies within each business. I believe we are all in a unique position to provide a level of service and partnership to our customers that simply cannot be rivaled by the competition. Those who choose to capitalize on their strengths and outhustle the rest always rise to the top. And so I thought I would share these points from the presentation with you.

The 10 Branding Secrets of Santa Claus

  1. Santa manages expectations. If you’re good, you receive gifts. It pays to listen to Santa Claus.
  2. Santa makes a BIG promise. Compare gifts given for any other holiday – they just don’t compare to the expectations surrounding Santa’s visit.
  3. Santa facilitates referrals. Everyone talks about Santa. Parents even send their kids to him.
  4. Santa creates long-term relationships. Year after year, people turn to Santa with their Christmas wishes.
  5. Santa owns the date. From a business perspective, December 25th is Santa’s day.
  6. Santa delivers an experience. My daughter Abby is 15. She’s known “the truth” about Santa for a long time. But she still gets super-excited every year. And I do too.
  7. Santa owns a color. Who else wears a red suit, cruises around in a red sleigh, and totes a giant red bag?
  8. Santa looks different. You’re not going to confuse Santa with anyone else. Attempts to copy him are laughable.
  9. Santa reinforces his myth. Stores invite kids (and adults) to visit Santa. New movies are made about him every year. Even NORAD tracks his progress! He makes it easy for everyone to buy into his brand.
  10. Everything about Santa walks the talk. Everything about Santa – his North Pole workshop, the elves, the reindeer, the milk and cookies by the chimney – reinforces his story and his brand.

I hope each of you are as excited about 2015 as I am. I hope these observations stir your imagination. And I look forward to working with each of you as you catapult your business into a position of “uncopyable superiority.”

Merry Christmas!

Taking it To the Bank

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imageAs a kid, I had a piggy bank. I don’t remember where it came from, but I do remember the thrill I would get each time I dropped a coin into it. I couldn’t see inside, and it didn’t have a plug in the bottom; so I had no way of knowing how much money I had collected. Occasionally, I would shake it, but the only way to know how much was in there would have been to break it open. And I didn’t want to do that until I knew I had filled it up. I knew that once I had put everything I could into the bank, I would have something extremely valuable. So every chance I had, I dropped another coin in.

In a sense, each of us has an internal piggy bank. Each encounter with another human being has the potential to impact who we are and how we see those around us. Positive encounters result in deposits being made. The more positive the experience, the more is deposited and the more our internal balance of positive experiences grows.

Negative interactions on the other hand, are like shaking the piggy bank upside down until change falls out. They are jarring and disorienting. They result not just in a diminished balance, but in an unsettling of what remains. And in the end, there’s a void; a space that has to be filled back in before the balance can start growing again.

But there’s a significant difference between our internal piggy bank and the one I had as a child. You see, each time you make a deposit into someone else’s bank; your balance grows by the same amount. Sometimes it grows by more. Each time you do something for someone else, each time you serve them, you benefit. The more you give, the more you get.

And of course, the opposite is true as well. Each time you shake someone else’s piggy bank – each time you withhold service or leave them with a negative perception of an interaction with you – your balance diminishes at least as much as theirs does. Sometimes you lose more.

When you think about it, the best way to grow your own balance is focus on growing someone else’s. If you sit around waiting for someone to put coins in your bank, you could be waiting a long time. But making an investment in someone else always pays off.  The more you invest, the more you stand to gain.

Take a look at your customer. Take a look at your coworker. Is your relationship with them not as rich as it could be? Maybe it’s time to make a deposit.

The best thing about filling a piggy bank is that it doesn’t require large deposits. Just a few coins here and there will fill that thing up in no time. I bet if you checked you’d find you have a little to give right now. Why not invest it today?

Crashing Forward: How to Find Your Cloud’s Silver Lining

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Hugh William Bell Cairns by Sidney SmithA few weeks ago, I shared a quote from T.E. Lawrence. He was famous for his world travels as an archeologist and a member of the British Army. He wrote extensively about his adventures, particularly his involvement in the Arab Revolt. After returning home from the Middle East, he delivered hundreds of lectures, sharing pictures and stories. This brought him fame and the nickname “Lawrence of Arabia.”

Two months after leaving military service for good, Lawrence was riding his motorcycle and had an accident. Cresting a hill, he suddenly came upon two boys in the road and swerved to miss them. He lost control and flew over the handlebars, hitting his head. He fell into a coma and died six days later on May 19, 1935.

But this story isn’t about T.E. Lawrence; it’s about Hugh Cairns.

Cairns worked as a neurosurgeon at the London Hospital. In fact, he was a key advocate of neurosurgery as a medical specialty and focused on head injuries during the Second World War. When Lawrence’s accident occurred, Cairns was one of the men called in to treat him.

The event had a significant impact on Cairns. After Lawrence died, he began an intensive study of head injuries resulting from motorcycle accidents. Military communications were often delivered via motorcycle couriers. The British Army, Royal Navy, and Royal Air Force all used these “despatch riders” regularly as radio communication technology was still in its infancy. With so many riders on the road, accidents were inevitable; and head injuries were extremely common.

Given the serious nature of head injuries, Cairns knew they had to be treated quickly. But soldiers in the field had to be evacuated to receive the specialized care they required in established hospitals. So the doctor created eight mobile neurosurgical units and sent them to North Africa, Italy, India, and other frontline locations throughout Europe. His teams treated over 20,000 patients and changed the face of field medicine.

Cairns further determined that the best way to reduce the potential for head injuries as a result of motorcycle accidents was to push for the use of crash helmets. He put together a rudimentary design and petitioned the British armed forces to adopt them. The helmets had an immediate impact, drastically reducing the percentage of fatalities. The introduction of helmets has saved the lives of countless motorcyclists since.

They say every cloud has a silver lining; but it all depends on who’s looking at the cloud. Tragedy affects people in different ways. Some turn inward, focusing on the frustration, anger, or other negative emotions. Others though, quickly move beyond the negativity, choosing to focus on moving forward. They turn the negative energy resulting from failure or loss into a force for change. They choose to harness their emotions and channel them into a better future.

Hugh Cairns chose to use the death of T.E. Lawrence as motivation to change the fate of motorcycle riders. He chose to make a difference and create a silver lining. Today, people who have no idea he ever existed continue to benefit from his decision.

Some of the biggest disappointments we face may be opportunities in disguise. All it takes to reveal them is the right attitude. Here are three steps you can take to take something negative and create something positive.

  1. Determine what went wrong. This first step seems obvious, but most organizations approach it the wrong way. They focus on assigning blame – who was at fault. The key is to identify the steps, specific decisions and actions, that led to the issue. Only by understanding the contributing factors can you properly address step two.
  2. Decide on a solution. There are really two aspects to this step. The first involves rectifying the immediate issue. The second requires you to look at additional measures that can be taken to minimize contributing factors. For Cairns, the immediate problem was the amount of time it took to transport patients from the field to the hospital. He addressed this by providing in-field care for head injuries. But he further attacked the problem by developing a solution for a contributing factor – the unprotected heads of motorcycle riders.
  3. Involve the key stakeholders. Designing headgear was not within Cairns’ realm of expertise. Furthermore, he knew that he couldn’t achieve wide-spread adoption of motorcycle helmets on his own. So he took his rudimentary, proof-of-concept model to the military – the largest group of stakeholders he could find. The top brass had a significant interest in protecting their personnel. It was through their involvement that the helmets were refined, tested, and ultimately produced.

Bad things are going to happen. People, systems, and products will fail. Effective leaders recognize this and use tragic circumstances as catalysts to learn and create a better future.

“It is not what you look at that matters; it is what you see.” Henry David Thoreau

Lady Liberty – A Symbol of Teamwork

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The Statue of Liberty by Scott Voland (8/16/14)My wife and I recently returned from a weekend vacation in New York City. I’ve visited a couple of times before to attend conferences, so I really enjoyed this opportunity to see the city through the eyes of a tourist. We mapped out a few places we wanted to eat and some attractions we wanted to visit and, of course, Susan had some shopping in mind as well.

One of the attractions we made a point to see was the Statue of Liberty. I’ve always been amazed by large-scale works of art such as this. And pictures just don’t do it justice. You have to see Lady Liberty first-hand to really appreciate her.

Did you know that the statue was a gift from France? It was first conceived of in 1870 by the politician Édouard René de Laboulaye and sculptor Frédéric Auguste Bartholdi. They hoped that by honoring the United States’ advances in the name of freedom and liberty, the citizens of France would be inspired to move toward democracy themselves. Bartholdi traveled to America to gain support for the idea. President Grant quickly agreed to the gift and Bartholdi returned to France to begin the work.

Bartholdi’s design called for building the statue in sections that would be shipped across the Atlantic and assembled on site. French citizens donated to the project and as sections were completed, they were displayed at fairs and other exhibitions. The statue was completed in 1884 and fully assembled in Paris. It was presented to the U.S. Ambassador and the French government agreed to pay for its trip to New York.

But the Statue of Liberty almost never made it to America.

Under the original proposal, The United States would finance the design and building of a pedestal for the statue to stand upon. The American government, however, proved reluctant to donate to the effort. The Governor of New York, Grover Cleveland, vetoed a bill to provide half the cost. Democratic representatives stalled a congressional bill to fund the full project. The pedestal, initially designed to be 114 feet tall, was reduced to 89 feet in order to reduce the cost.

Still, the statue sat in Paris for almost a year before sufficient funds were collected to complete the pedestal. It took a grass-roots campaign by newspaper publisher Joseph Pulitzer (does that name ring a bell?) to generate enough interest to move the project forward. Eventually, sufficient work had been completed for the statue to be moved to New York. It was finally unveiled in place on October 28, 1886. Now President Grover Cleveland presided over the city’s first ticker-tape parade as part of the festivities and the Statue of Liberty began welcoming immigrants seeking a new beginning in America.

I find it interesting that people, and organizations, so often fight against clearly beneficial opportunities. The Statue of Liberty would obviously serve as a symbol of America’s success to the rest of the world, and yet Congress refused to allocate the necessary resources. It would bring recognition and tourism revenue to the City of New York, but the funding bill was rejected. And keep in mind – the statue was a gift! All we had to pay for was a display stand. I wonder what the French thought of us at that point.

As is the story of America, the people stepped up. The pedestal was paid for by 120,000 individual donations from ordinary people. Pulitzer published the names of every single donor, and 80% of the donations were of less than $1 each. The team pulled together and accomplished what seemingly couldn’t be done.

What opportunities are you missing out on right now? What great work is being held up by infighting, someone’s desire to maintain the status quo, or fear of failure? What if your team actually pulled together? What could the sum of their many individual efforts, focused on a common cause, accomplish? Something amazing, I bet.

A Community of Service

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RosetoOn the eastern edge of Pennsylvania, about 15 minutes from the Delaware River and the state of New Jersey, lies the small town of Roseto. It was founded in the late 1800’s by Italian immigrants who settled to work in the local slate quarries. Roseto would go largely unnoticed until 1961, when a chance meeting between two doctors catapulted the town into the spotlight.

Dr. Stewart Wolf, a cardiologist and Head of Medicine at the University of Oklahoma, had just delivered a presentation on trends in heart disease and heart attacks. Roseto’s resident physician was in the audience and approached Dr. Wolf with a shocking observation. Heart disease rates in Roseto were half the national average. Furthermore, he could not recall a single instance of heart attack within the high-risk 55-64 age group during the past decade.

After additional discussion over a few beers, Dr. Wolf knew a more thorough investigation was needed. He and a team traveled to Roseto and began a multi-year study of the town’s inhabitants. A study of death certificates for the prior 30 years confirmed the doctor’s statement. Incredibly, Rosetans displayed an odd resistance to heart-related illnesses. Other communities located just minutes away looked statistically identical to the rest of the United States. What could possibly account for the uncharacteristically good health of this group?

First Dr. Wolf looked at diet. But that wasn’t the answer. Rosetans ate traditional, high-cholesterol Italian foods. Sausages, salami, and meatballs were all fried in lard, and coupled with hard and soft cheeses. “Fat-free” was nowhere to be found. They also drank wine with every meal.

Next, Wolf studied their work conditions. The men, always the most at-risk for heart attack, worked long, hard days in the quarry. They came home coughing from the dust and chemicals used in the mining process. At home, they relaxed with old-style, unfiltered cigars. Aside form the work in the mines, there was no standard of exercise.

For years, Dr. Wolf and his team scrutinized every aspect of life in Roseto, trying to account for the unusually healthy inhabitants. Nothing about their diet, working conditions, or even the environment provided a clue. Then one day, he looked beyond the physical attributes of the town and turned his attention to the intangible.

Families were close-knit. Townspeople favored local businesses over larger retailers in nearby towns. There was virtually no division based on wealth. Neighbors knew each other and came to each other’s aid. Stress was virtually nonexistent.

Roseto had no crime. Zero.

In fact, everywhere he looked, Wolf saw townspeople helping each other. Rather than occupying themselves with their own gain, Rosetans seemed to be keenly focused on helping each other. No one in the town was a stranger. No one felt alone.

And a thought occurred to Dr. Wolf. A strong sense of community breeds healthy individuals. People become stronger and healthier when they band together for the common good. A community built on service will thrive despite overwhelming obstacles.

Sadly, change came to Roseto. By 1970, the strong sense of community had eroded. Young people left to pursue careers elsewhere. Outside influences changed the socio-economic makeup of the town. Fences and country clubs began to appear. Rosetans started to look and act just like people everywhere else. In 1971, the Roseto saw its first heart attack under the age of 45. Today, the town’s rate of heart disease looks just like anyone else’s.

Doctor’s Orders

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Andrew ScrubsI recently read that 80% of U.S. adults do not meet federal recommendations for aerobic activity and muscle-strengthening exercise. In other words, they’re out of shape. Sadly, I’m one of them.

Now, before you get the wrong idea; I’m not a total couch potato. I spend a lot of time outdoors through my involvement with the Boy Scouts. In fact, my son Alex and I are about to leave town for a two week backpacking trip in the mountains of northern New Mexico. But unfortunately, I don’t get out as often as I’d like (or need) to. And the closest I get to regular aerobic exercise is watching “The Biggest Loser” with a bowl of ice cream in my lap.

I’m not happy with the way I look or feel – haven’t been in a long time. Just like most of the other people making up the 80% in the opening statistic, I know what to do. I’ve just lacked the motivation to do anything about it. Sometimes I ask myself “What will it take for me to change? Perhaps if a doctor were to deliver some bad news, it would inspire me to get serious.” Well last month I got my wish.

One minute, I was conducting a webinar. The next, I was doubled over in pain. It got worse and worse until I finally went to the local walk-in clinic. After a number of tests and a trip to the emergency room for a CT scan, I was diagnosed with kidney stones. I was treated with intravenous fluids and pain medication. If you know anything about kidney stones, you know they’re not life-threatening, but cause a great deal of pain. Furthermore, they can be symptomatic of larger health problems.

My doctor shared that I was at risk for additional kidney stones and suggested I make some changes in my diet and level of activity. Nothing he suggested was new to me. But thanks to the pain I’d just gone through, I committed myself to acting differently going forward. I’ve been drinking more water, watching what I eat and moving more – not rocket science; just simple actions I’ve known about all along.

Sometimes we have to receive some bad news before we make even the most simple changes. Operational tweaks, management priorities, even basic acts of customer service – they’re all easy to ignore, overlook or put off. But in the face of negative feedback, the basics take on a renewed sense of importance.

Earlier this year, I helped an organization develop a set of Customer Experience Standards. The standards outline basic expectations regarding how customers and coworkers are to be treated. Nothing included is revolutionary. In fact, most of the document is common sense – many employees even complained about the simplistic nature of the contents. As a result, some chose to ignore them or assumed they were covered.

About a month ago, they introduced a customer feedback survey and the results began pouring in. As you can imagine, some of the feedback was negative. Time will tell if the pain of negative feedback is enough to finally motivate them to action.

How do you react to bad news?

The Sacrifice of Service

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american-flag-1Like many businesses across the United States, we are closed today in observance of Memorial Day. This holiday serves to commemorate the men and women who died while serving in our nation’s armed forces. However you utilize this time off, please take a moment to pay your respects to those Americans who made the ultimate sacrifice for our freedom.

Serving has always been about sacrifice. Whether its serving your country, your customers, or your employees; real service is more than just a job. Sure, you may be paid to work in a service occupation. You may serve out of obligation. You may even be forced to serve against your will (my kids would nod their heads vigorously at this point); but that’s not what service is about.

The word “servise” first entered the English language in the early 1100’s it referred to a public celebration of worship or an act of homage to God or a guest. So service is something we extend to someone else in order to honor them. As service providers, we should place the one being served in a position above our own. We’re supposed to serve from the heart.

Somewhere along the way, our culture began to view serving as an obligation rather than a choice. We’ve replaced the idea of service with the concept of servitude. Is it any wonder that good service is hard to find?

What if we made a conscious decision to return to the true meaning of service? What if each and every one of us reading this decided to approach service as an act of homage and celebration vs. a job? What kind of impact would that have on our business? What kind of impact would that have on us?

The men and women we honor today gave their all in pursuit of service. Should you and I really be expected to give anything less? Let’s agree to honor them by honoring each other. Happy Memorial Day.