Leading a Spirit to Serve Culture
This workshop is a participative and energising with practical take-aways and memorable examples of theory in practice.
Energiser…Nourishers, Drainers and Looking Forward to.
- Looking back over the past 3 months, what aspects of your life and work would you describe as Nourishing? Draining?
- What are you most looking forward to over the coming months?
- Members present and report in random pairs. The exercise emphasises the power of strong starts, deliberate focus on positives and how leaders influence mindset.
Employee Engagement…A Reminder with Fresh Evidence.
- Groups estimate global engagement figures…and compare their views against findings reported by Gallup.
- What Engagement looks like and doesn’t look like. The rational and emotional dimensions of engagement and how it impacts business performance and profitability. (Re David Macleod Report 2009).
- First hand illustrations from Network Rail, British Gas, AOL, Muller, Carnival UK, ITV, Express Vending, Marriott Hotels, Cherwell Valley Esso and P+O Cruises.
- The Gallup 12 Conditions of success. (The 12 times table of management.)
Good to Great, Like to Love.
The difference between Satisfaction and Loyalty…and the corrosive nature of indifferent service. A graphic summary showing the need to strive for service which exceeds merely satisfaction, coupled with a piece of research on why customers take their business elsewhere.
The 3 Ring Model…Basic, Expectations and Wows.
A simple, easy-to-use model which will enable participants and their teams to assess and map customer and colleague expectations as well as their performance in delivering to those wants and needs. The model provides a graphic way for the group to generate fresh ideas for customer service improvement…and also recognition and reward.
Teams work in groups to generate new and colourful ways to wow their customers…and their employees to win higher levels of engagement. N.B. The principle here is to invent novel service enhancements that are personal, human, emotional rather than processed or costly.
Extensions to the model:
- The Customer Journey…customer experience mapping.
- Moodograms…understanding the emotional journey of the customer in their interactions with our brand.
- Wobbly Trolleys…Tesco’s method for finding service enhancing ideas was to find the major customer problems that needed fixing.
- Signatures and TNTs (Tiny Noticeable Things)
- Using multi-sensory channels…Sight, sound, taste, smell, touch…to innovate the customer experience.
Service Value Chain.
A ‘Clear Line of Sight’…or… ‘Road Map’ for internal use.
This is a hands on session to get table groups to contribute to a collectively agreed Service Value Chain. The objective is for table groups to produce a rough first draft of the value flow from Leader Behaviour to Company Success which can be converged/tightened up and then communicated afterwards with the whole team, ie colleagues back in the business.
The Service Value Chain helps Leaders express the service strategy and all the supporting activity in the business on one page. It shows how each layer of management connects in enabling the customer experience. It clarifies for everyone in the company the key service priorities and how everybody contributes in the chain-which starts with leader actions and decisions and ends in profit and job security.
This is a tool I have used with a number of companies in 2010/11 to achieve crisp and compelling one page Road Maps…large companies…Coca Cola, DeVere Hotels, Autoglass, ,Clarks, Thistle Hotels and small…Express Vending, Martek Marine, South Boats.
1. Teams build the Model on one page in table groups in 3 phases. (20 mins design work and feedback.)
- Picture of Future Success.
- Single Simple Truth Strapline.
- Desired Customer Behaviour.
2. Drivers of Customer Behaviour. (20 mins design work and feedback.)
- People Behaviour.
3. Conditions for Success. (20 mins design work and feedback.)
- Leader Actions and Behaviour…(including Values)
Close…a reading…The Simple Truths of Service.