Categories
Final 120 Days

Four against one and they lost

Disney legacy Award
The comment by Jeff is not me. Pretty sure it is J. Jeff Kober, former Disney Cast Member, Disney Author, consultant, and Founder of Disney At Work.

Best Buy last night for one wifi lightbulb. Easy peasy. Get up to the front of the checkout que easily because it was empty. Four cashiers at the registers.

i waited to be called by one of them.

Crickets.

It was fascinating.

When i was finally called, the cashier kept talking with the cashier next to him, as if i wasn’t there.

Seriously, this fascinated me so much that i remarked about how four cashiers with no customers in front of them and i had to wait.

Gave a free customer service riff in hopes it will help them up their customer service game.

Not unhappy nor disappointed, but definitely pointed.

Son, wake ups calls, of any duration or magnitude are gifts. In the choice to be grateful or angry, choose grateful.

PS. i wrote you a book and published it in 2013…it’s the antithesis of a Mid Life Crisis wake-up call.

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Categories
If Disney Ran Your Life

The greatest don’t even think about doing it

Disney Speaker jeff noel question
Great customer service question.

In a great customer service culture, exceeding customer expectations is what employees think and do, without thinking.

And in a great employee engagement culture, leaders exceeding employee expectations is what great leaders think and do, without thinking.

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Categories
Common Sense

Great Customer Service is driven by your architecture

Disney Speaker jeff noel question
Great customer service question.

Great Customer Service is driven by your architecture.

Your architecture is driven by systems and processes that you control.

What you control is driven by your never-ending, intentional, tireless, creative, and continuously focused efforts – efforts that the Customer only sees the tip of your architectural iceberg.

All the hard work to migrate my websites to a new hosting account is being done manually, expensively and with decent risk for intellectual property loss.

There isn’t any other option.

The customer has no idea.

And so it goes.

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Categories
Disney Brand Loyalty Book

Leaders in every industry fall prey to a busy schedule

business art
Common sense isn’t as common as you expect.

 

Here’s what i always say, in somene else’s words, in an excerpt from a HBJ article. Learn (or relearn) the fundamental difference great customer service organizations, like Disney, focus on.

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When Stephen Cannon became president and CEO of Mercedes-Benz USA, he recognized that success was about more than just his vehicles. It was about how much the people who sold and serviced the cars cared and how generously they behaved. “Every encounter with the brand,” he declared, “must be as extraordinary as the machine itself.” And almost every encounter with the brand, he understood, came down to a personal encounter with a human being in a dealership who could either act in ways that were memorable, or could act the rote way most people in most dealerships act.

Cannon also understood that if he wanted to influence the behavior of more than 23,000 employees at Mercedes dealerships, there was no rule book he could write to engineer a culture of connection and compassion. Instead, he had to convince dealers and their staffers to join a grassroots “movement” that treated kindness like a contagion.

“There is no scientific process, no algorithm, to inspire a salesperson or a service person to do something extraordinary,” Cannon told me. “The only way you get there is to educate people, excite them, incite them. Give them permission to rise to the occasion when the occasion to do something arises. This is not about following instructions. It’s about taking a leap of faith.”

Over the last few years, this leap of faith unleashed all sorts of everyday acts of kindness. There was one dealer who’d closed a sale and noticed from the documents that it was the customer’s birthday. So he ordered a cake, and when the customer came in to pick up the car, had a celebration. Then there was the customer who got a flat tire on the way to her son’s graduation. She pulled into a Mercedes dealership in a panic and explained the problem. Unfortunately, there were no replacement tires in stock for her model. The service manager ran to the showroom, jacked up a new car, removed one of its tires, and sent the mother on her way. “We have so many stories like this,” Cannon says. “They’re about people going out of their way because they care enough to do something special.”

There was another ingredient to the Mercedes-Benz contagion. It’s more natural for front-line employees to show kindness towards customers, it turns out, if they are motivated by genuine pride in what they do. Harry Hynekamp, a 15-year veteran of Mercedes-Benz USA, became the first-ever general manager for customer experience. As Hynekamp and his team traveled across the country, they discovered that “pride in the brand was not quite as strong as we thought, the level of engagement with the work not as deep as we thought.”

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Ok, back to my Disney Institute voice. Hardware gets you hooked the first time. Service is what keeps you for life.

 

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Categories
Disney Brand Loyalty Book

My Disney speeches cover things in a way you’ve never been taught in school

Winter Garden Theater
Yesterday at 4:30pm. Waiting for our Son’s shift to finish.

 

litter
This is where i sat on the curb while waiting. Time passed before i noticed. All i could think of is what possesses someone to think it’s ok to leave these here?

 

My Disney speeches cover things in a way you’ve never been taught in school or at work.

Disney Customer Service, for example, has a harsh reality, an astonishing paradox, and just three world-class building blocks.

This is different from anything you’ve ever heard of, been exposed to, or ever considered a possibility.

What then?

Habits.

Vision.

So what?

Imagine one year from now what your personal delivery of Customer Service could look like.

What habits would need to be stopped, started, or improved?

Can you envision being significantly better at customer service while actually reducing your efforts to make people happy?

Note: This is a classic, real-life example of working smarter, not harder.

Now that you’ve heard my Disney Customer Service keynote, what will you begin to do (or stop doing) within the next 72 hours?

What promise will you make to yourself?

You still dream big and make noble promises, right?

Whew.

Good.

For a minute there i was worried.

 

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