GREY MUTTER: Because of a ‘traumatic’ childhood shopping experience I have always been sensitive to poor customer service, writes Lance Fredericks.
IF YOU happened to be driving down Third Street in Homevale sometime back in 1974, and you noticed a young boy walking down the street wailing as if the world had ended, and if at the time you wondered what calamity could have possibly befallen the poor lad, wonder no more.
On that day, you see, that lad had been sent to the shops to buy a loaf of bread. He had always accompanied his confident older brother in the past but this time, for the first time, he was alone.
Being an intimidated, terrified and overwhelmed introvert – and being pretty short for his age – you could maybe understand why he hung back hesitantly, not confident enough to step up to the counter.
Meanwhile, the shop’s proprietor was busy. There were quite a few people in his store and he was trading hand over fist. The little boy was hoping that he could catch the older man’s eye, but it was not to be.
What feelings went through that seven-year-old mind? Nobody loves you. You are unworthy of notice. There are many people more important than you. And so on …
When he got home, tears streaming down his face, his Mom thought he had been robbed, and asked what had happened. All he could say was: “They don’t want to serve me … waaaah!”
Now, almost five decades later, that cry-baby is very, very sensitive to bad customer service. And quite a few people know it by now because he’s always complaining about poor service in his Grey Mutter column. He’s turned into a real nag, honestly.
But complaining for the sake of complaining achieves very little. Why not look at problems with the purpose of finding solutions, or at least suggestions, on how things could improve.
So this past week I asked three business leaders – people who have experience of picking organisations up from almost nothing and building it into thriving, well-oiled machines – “What advice do you have for companies, organisations or establishments that could help them go from ‘meh’ to ‘awê’?”
Frank Carlisi, chief operating officer of international company The ExV Agency made it clear. Paint will not hold a crumbling building together.
Carlisi writes: “When dealing with organisations, businesses, or systems that are facing a myriad of challenges, it is important to realise that a coat of fresh paint is not the answer to a crumbling infrastructure or ecosystem.
“In our business, we see many companies that invest millions in new websites, fancy new initiatives, or rebranding campaigns without digging into the real issues of the business. Without a focus on core issues within the company, these types of investments can only go so far and may eventually end up being a house of cards where everything comes crashing down.”
He added that some hard conversations need to take place too.
“It is important for individuals, companies, government agencies, and organisations to do a stripped-down overview of everything that needs repair within the business. This entails honest conversations with employees, getting feedback from customers, and being able to take critical and honest feedback.”
Frank’s business partner, Karen Gamba, The ExV Agency’s chief executive officer agreed, suggesting that even if beautiful window-dressing gets clients through the door, or buying your product, poor service and a bad brand will ensure they do not return. She emphasised the importance of core values, a solid foundation.
Karen says: “In order to get on track for success, companies must be able to look at the good, the bad and the ugly of everything that is affecting their business.
“A beautiful store front is not going to guarantee success if your employees are not trained or are disgruntled.
“A stunning website is not going to help your business grow if you don’t have proper systems in place to provide seamless shipping and supply your clients. Kinks in the chain cannot be fixed with a glossy makeover.
“Companies and individuals that want to be successful have to dig deep and be proactive about what it will take to be a better business and service provider. Core values are key in connecting with clients and growing a business.”
Karen also warned companies against getting too ambitious too quickly.
“Key objectives, a solid plan, and a solution-focused mindset is the only way to move forward. Even the most exciting opportunities may not be the solution to what will get a business closer to its goals.
“A company or organisational strategy needs to be nurtured from the roots: treat the soil and nurture from the roots up. Growth will happen if you are kind to your foundations and believe that what you are building will not only be a service to your company, but to the community it serves.”
I also spoke to Nicolas Medrano, Design Principal at Skidmore, Owings & Merrill or SOM, an international architectural, urban planning and engineering firm.
Nicolas has to keep a team of professionals in his Hong Kong office firing and productive, which is a massive responsibility. I asked him how he copes.
He said that one’s team needs to buy into the vision and the leader has to maximise individual skills and passions.
“As a leader, there are several key elements to consider when striving to create a positive and successful team environment. One essential factor is creating a shared vision or identity. This can help to unify the team and ensure everyone is working towards a common goal. Additionally, giving people ownership over the things that are important to them can help to motivate and engage team members.
“It’s also crucial to listen actively to your team members and consider their input and feedback. The importance of providing your team with the right tools and knowledge to be successful cannot be overstated.
“Also, uplifting them and acknowledging their accomplishments can help to create a positive team culture. Failure should also be viewed as a chance to improve and learn, rather than something to be feared.”
He also made it clear that good ideas can come from the most unexpected sources.
“Diversity of ideas should also be embraced, as it can lead to the best solutions,” he says. “Being meticulous and dedicated to your craft can help to set a positive example for your team.
“Finally, it’s important to never stop learning and striving for personal and professional growth.”
So there it is; free advice that has been tried and tested from three very reliable sources; people who have been implementing these strategies in their own organisations for years and are reaping the benefits.
Who knows, taking some of this advice could perhaps even prevent your customers, clients or communities walking away from your organisation weeping tears of frustration.
