publication of the International Legal Technology Association
Issue link: https://epubs.iltanet.org/i/535467
ILTA WHITE PAPER: JUNE 2015 WWW.ILTANET.ORG SUSTAINING A CUSTOMER SERVICE CULTURE OF YES DEFINE To ensure we are delivering customer service, we need to ask, "What does a culture of yes mean?" We think it is about getting back to basics: doing what it takes to keep a good customer happy. We need to consistently, publicly and privately treat our customers well. Innovative solutions and enhancements are meaningless if we detract from the customer experience. Every team member must understand what our business is about and that what matters to a customer might differ substantially from what is convenient, expedient or interesting to the team. Team members must understand that our reason for existing is to support the business and our customers. The IT department at Taft is partnering with the employee relations (HR) team to develop a "ONEteam" initiative, bringing together members from both teams to be a one-stop resource for customers. Still maintaining our departmental identities and skills, we share a common knowledge base, and some office spaces allow us to respond quickly to avoid delays, handoffs and escalations, which we discovered was the top frustration of our customers. This is a significant step in defining our culture of yes. Customers do not care what department fills their needs, they just want problems solved. Rather than asking them to navigate our administrative channels, we provide the equivalent of an emergency room: "Bring us your problem; we'll figure out how to solve it." COMMUNICATE We continually have to remind our teams of what we are here to do: We are a service-oriented department providing services in a service-focused business. Why are we here? Service. Say it loud and often. If we do not emphasize that everyone's number one job is to exceed service expectations, the team will get sidetracked. Historically, our team members have become complacent because they face no competition (i.e., we only have one IT department; customers have to come to me), but this mentality always fails. Customers will seek assistance where they find the least resistance. As leaders we must model the culture of yes in every way. Tell stories of success and positive customer feedback. We must be willing to roll up our sleeves to solve even the smallest of our customer's problems. Our teams absorb and reflect our attitudes. The fundamental service difference between companies such as Amazon or Chik-fil-A and everyone else is that they start with "why." Why does the team exist? Once the why is understood by every team, determining how and what the team does is easy. Too often, leaders start with the procedure/ policy manual describing the what and how, but just acting out the words will never have the same effect as believing in the spirit of why. We also have to provide positive reinforcement for service. Celebrate the times employees made things work, solved problems and exceeded customer expectations, even when doing so was not technically difficult. Reward a spirit of yes. 22 We are a service-oriented department providing services in a service-focused business. Why are we here? Service.