Customer Service 1

Yikes; where does the time go?
My last blog was LAST YEAR! Not bragging, not complaining, just observing... with shock.

Happily I have some great excuses. And not that the dogs ate my blog notes (my laptop is indigestible – Vista Home Edition - and still intact – Dell makes 'em tough). The first excuse is that we have been overrun, in a nice way, with work leftover from the recession pull back.

And that in turn has inspired me to comment on observations lately about Customer Service.

Let's start with the old chestnut:
Rule #1: The Customer is always right
Rule #2: If the Customer is wrong, read Rule #1

But of course, that is silly – right? That's for folks who want to go out of business. After all who can afford to try to meet all the various, and sometimes unreasonable, customer wishes?

A story...

My talented and lovely partner, Vickie Gray, among many other skills, is an accredited instructor in the ITIL Framework of best practices for Information Technology and Service Management. (Catch the word “Service”?)

As instructors, we have an arrangement with a supplier of course materials who have to get their product validated by the appropriate governing body. This ensures that the course content is “up to snuff” and fit for human consumption. Or, at least, matches the defined syllabus for that course.

Also, as independent consultants and trainers, we partner with training organizations who sell seats in the various courses, then have us provide the training.
All good so far.

Now once upon a time... this past January to be precise, Vickie was asked to teach an ITIL course in a city far, far away by a training organization far, far away using their training materials. (I am disguising the location and names to protect the innocent.)

To be more exact, the training organization we will call National Training had just entered into an agreement with a materials supplier we will call Behind Technologies, or perhaps Way Behind Technologies (first plot clue). Unfortunately for everyone concerned we weren't consulted on this choice – the first “Moment of Truth” in our tale. If we had been, we would have recommended our own supplier, ITSM Academy, who produce the best material and support we have experienced; and they know about Customer Service.

But no matter; Vickie is a master at teaching these courses, understands adult education methods, is certified at the highest levels in the ITIL Framework, has had pass rates of over 90% to date... how hard could this be? (Second plot clue).

As the training date approaches all are expectantly awaiting their course materials, including our instructor Vickie. This might be the right time to point out that accreditation of the materials says nothing about Way Behind's capability to package them and ship them on time. (Another "Moment of Truth"). Not only does the instructor need a copy of what the student will use, but also the presentation slides to be displayed electronically during the course. I know that seems obvious, but.... (Third plot clue).

The first morning of the course Vickie is at National Training's facility bright and early, setting up the classroom, then greeting the students at the door as they arrive. (Another "Moment of Truth"). This gets a puzzled look of admiration from the boss at National Training. Apparently their other trainers don't do this.

And then the class starts.
Did I mention that Vickie's copy of the student binder didn't arrive? Of course you saw that coming (at the Third plot clue). No matter; Vickie can manage that, and carries on without blinking. Nonetheless, the dead rhino waiting in the swamp of quicksand for her was the just released and downloaded instructor slides.

The dead rhino is that the instructor slides are written in Powerpoint. The swamp is that Vickie uses a Macbook Pro without Microsoft Office (we use OpenOffice quite successfully in all situations.) This Powerpoint file wouldn't open, so Vickie had arranged for a PDF copy of the slides (Fourth plot clue).

All was well until a particular slide contained a hidden pop-up answer to an exam question which the class, and the instructor, were to discuss before proceeding. Let's see: electronic instructional material, that is being displayed via laptop, with no instructor notes, won't show the required pop-up, and of course no reference in the student binder. And Information Technology departments need Service Management best practices – why???

Now most reasonable folks would contact the supplier, Way Behind, and ask for the hidden content which isn't supposed to be permanently hidden, and that is what Vickie, then National Training, then Vickie and National Training did. And in all cases the answer was no – the material was in the Powerpoint slide and if the instructor wouldn't purchase Microsoft Office, and the secrets wouldn't pop up that was too bad. (Remember the first five words of Rule #2?) It can't be copied out and emailed, printed and faxed, or sent by post – nada, zip, zilch.

Now:

• How many opportunities have you found so far for Customer Service excellence or failure?

• And what would you have done as Way Behind Technologies to make this a successful event?

We'll post your thoughts and add some next time. :)

Leadership 13

You can't beat having your own coach, soul-mate, and historian right at your finger tips. And it's wonderful when she – Vickie Gray, www.adaptivecoach.com – throws a wrench into my half baked thinking about Servant-Leadership with one comment.

Like: I think servant-leadership is attempting to solve an issue with authority.

Ooops! Another solution for symptoms – not the cause?

Let's continue the investigation on Servant-Leadership then and see what we can find.

From http://en.wikipedia.org/wiki/Robert_K._Greenleaf

"Larry Spears ( in the “Ten Characteristics of the Servant-Leader” ) distills Greenleaf’s (1977/2002) instrumental means into ten characteristics: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community (pp. 3-6). It is important to note that these characteristics are not simply traits or skills possessed by the leader; a century of research has rejected what Bass and Stogdill (1990) referred to as an “approach [that] tended to treat personality variables in an atomistic fashion, suggesting that each trait acts singly to determine the effects of leadership” (p. 87).

"Rather, servant-leadership is an ethical perspective on leadership that identifies key moral behaviors that leaders must continuously demonstrate in order to make progress on Greenleaf’s (1977/2002) “best test.” The “best test,” which gives us the ethical ends for action, combined with Spears’ distillation of traits that identified the means, create a powerful framework for a review of the literature that furthers the conceptual framework for servant-leadership.

"That person is sharply different from one who is leader first... The difference manifests itself in the care taken by the servant first to make sure that other people's highest priority needs are being served. The best test, and the most difficult to administer, is this: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?"

As Vickie and I discussed the evolution of leadership thinking that got Greenleaf and Spears to the servant-leader concept and traits, the question became: What prompted all this?

If we take the idea at face value, it all seems quite nice, and perhaps too idealistic. I know I haven't encountered one of these animals personally. Mohandas Ghandi is the best candidate I can think of.

But if we consider the historical context of leaders, rulers, kings, princes, generals, etc. behaving in their own best interests, using their position to exercise power, and that leading to excesses of manipulation, subjugation, even slavery, the need for a kinder, gentler approach becomes clear.

Even in the lightest case of employees working for a domineering boss, the concept and traits of servant-leadership become appealing.

But not necessarily for everyone.

• Some are very content to be led, directed, told what to do.
  
• Some are looking for strong leadership in the form of an appealing vision – a picture of the future.
  
• Some want a clear course of action laid out in a mission statement.
  
• Some want the bounded responsibilities of specific tasks that don't include tactical or strategic thinking.
  
• Some want a well defined “day job” that lets them have a life of their own outside of work.
• Some don't want the boss asking them their opinion.

The point that Vickie and I got to was: In reaction to absolute power corrupting absolutely (or less disturbing versions of that), servant-leadership makes sense.

But the servant-leader traits listed should be part of any leaders behaviours because it simply just makes sense. They are the smart things to do. They get the best results.

And for more reasons than we might recognize on the surface.

From: http://www.greenleaf.org/whatissl/MargaretWheatley.html
Margaret Wheatley gave a talk on “The Work of the Servant Leader” at the 1999 conference. In her talk, which was published in Focus on Leadership, she said:

"There are many patterns, many beliefs, out there about leadership, about people, about motivation, about human development. The essential truth I’m discovering right now is that when we are together, more becomes possible. When we are together, joy is available. In the midst of a world that is insane, that will continue to surprise us with new outrages…in the midst of that future, the gift is each other. We have lived with a belief system that has not told us that. We have lived with a belief that has said, ‘We’re in it for ourselves. It’s a dog-eat-dog world out there. Only the strong survive and you can’t trust anybody.’ That’s the belief that’s operating in most organizations if you scratch the surface. The belief that called you to be a servant-leader, I believe, is the belief of who we are as a species. We have need for each other. We have a desire for each other, and, more and more, I believe that if the real work is to stay together, then we are not only the best resource to move into this future—we are the only resource….We need to learn how to be together: that is the essential work of the servant-leader."

I like letting Margaret Wheatley have the last word.