Leading a perpetual service (re)volution

In the mid ’90s, a highly-exacting client thought Ron Kaufman and I should get to know each other. He glimpsed affinities in outlook, energy and imagination. I had the great pleasure of becoming friends with Ron, inviting him for his first visit to Sri Lanka, co-delivering together in the UAE, and collaborating in Singapore.

From being a Frisbee organiser, to becoming an advocate and champion of the service charms and ethos of the Lion city of Singapore, Ron embodies the spirit as well as the sizzle of service and has captured its essence as a guide for global businesses, incomparably.

A service culture

Years ago, airports were drab places, spirit stultifying, bureaucratic, inane. And then Changi in Singapore showed the world how it could be done. From landing to taxi stand in 30 minutes for virtually every passenger. A “smile campaign” to inculcate this less than natural East Asian (to their culture) reflex helped animate the welcome, and even immigration officers became “hosts.” Effective, efficient processes sped everything along, and bags arrived promptly and reliably. The retail environment was conducive to lingering, the food scene satisfying and interesting. 

Suddenly airports became more than transport hubs, Ron became the “service face” of Changi, and design became a feature that caught the “profit” interest not just the “aesthetic” interest of airports from Hong Kong to the UAE.

When a utilitarian experience (travel) is transformed into a service adventure, not only do you reap the benefits of people wanting to use your hub, but ancillary partners and businesses prosper too and share their prosperity with you as well, all uplifted by the “glow” of the overall experience.

And so Ron teaches us, the very first step is, declare “service” and creating a “service culture” a priority. Relish adding value to someone else’s experience of using your product or offering. Why not?  It’s a natural way to premiumise!

A common service language

The “vocabulary” of service excellence has to be shared and have common reference points. The famous Ritz-Carlton credo from the glory days of the brand comes inevitably to mind, “We are ladies and gentlemen serving ladies and gentlemen.” We are therefore serving our peers, we behave with the same dignity and grace, we offer others and invite others to share with us in return.

Next “measure what matters”. Matters to whom? To the customer and create a pathway to that achievement. And in the direction of those measures take tangible action to create value.  The quality of welcome, introduction to your offer, ease of availing of what you are offering, superb delivery, intimacy with customer interests, excellent follow up and follow through, all of these together provide a service chorus that reinforces the tangible benefits you are touting.

Empower your team as Ron guides us to do, so they can step forth and step forward to take initiative, to solve problems, to defuse your own bureaucracy when it is an obstacle to service fulfilment. But they have to know this is what you value and what you will reward, not just a PR smokescreen or empty rhetoric.

Moments of truth

A “moment of truth” is also called a “perception point.” It is every interaction with your service promise that either fulfils it or undermines it. It is everything you see, hear, touch, taste, smell en route to being “served.”

Your people, your processes, your packaging, your products, your surroundings, your promotions, your policies (are they designed to “delight” or to maximise “frustration”?), all together coalesce and make each moment of truth, each perception point, a fulfilment or a disappointment.

The Oriental Bangkok (now Mandarin Oriental), was for 40 years considered the world’s finest hotel, the service epitome of the industry. While one of the world’s oldest “grande dames” with over a century to this livery, it was GM Kurt Wachtveitl (staying at the helm for close to 40 years), who with his fusion of Germanic precision and assiduousness, and his passion for Thai warmth and sensuality (his wife being Thai and he being a true lover of the culture), created the perfect synergy between “efficiency” and “warmth.” A hotel where everything hummed, and happened with reliable, almost prescient excellence. And yet a place, where you felt “seen” and “heard” and “felt” and valued and engaged and almost “caressed” with human service enthusiasm and welcome. It was an intoxicating brew and by inspiring and enrolling everyone who worked there in celebrating and manifesting this, the fusion “recreated” a legend.

But you don’t have to be one of the world’s most eminent hotels, you can run a simple taxi service and apply the same ethos. In Northern California, a car service owner, dutifully published his cards, and gave them out to everyone who rode with him. You could then “book” him for special trips, tours, errands, or assistance. 

He got to know you and provided for your rides, magazines of interest to you, the music stations you most enjoyed, he researched where you were going, and had fascinating ideas and “tips” and recommendations. He opened your door, helped you with any luggage, and promptly replied to any messages.

For his regulars, if he knew you weren’t well, he’d swing by with some chicken soup or medicine in between his bookings. When I was away to Asia for months and had to shift apartments, he oversaw my move while I was away! He deserved, and received, a very special tip for his generous assistance. He also gathered reams of referrals from literally everyone who rode with him.

His “gratuities”, on top of what he earned “on the meter” amounted to close to $100,00 per annum and no one begrudged it to him, we all celebrated the justified, earned success of this service “star” who transformed the drab job of providing a private taxi service into a bustling, fascinating, exchange of stimulus, engagement and much more.

And he still had ample time, while waiting on people, to pursue his love of listening to classical music, and reading widely and deeply. 

It wasn’t just that the service was “impressive,” it was sustained and so became part of his “brand”. It was trusted.

The woes of not paying attention

Years back, the Marina Sands Hotel in Singapore had scored a win by attracting a superb performance of the family favourite ‘The Lion King’ to the “Lion City” of Singapore. Despite all the preparation, millions in advertising and promotion, they neglected to inform in-house guests as to opening night, and so when the curtain went up, there were four people in the audience!

Imagine flying in, having no idea to plan your trip to be able to avail of this special performance, perhaps arriving too late, or having booked other tours, or having scheduled a flight out that makes seeing the show impossible – all things that could have been adjusted or tweaked, had you only known.

And having put all the money into “hardware” the “software” of service keeps getting second shrift. We were in a bar yesterday, where the bartender didn’t know what brands he stocked, or the difference between them. After we brought this to their attention, three people were “permanently” posted near our party to deal with us. That’s cheaper than proper service education? 

The aforesaid Marina Sands had honeymooners enjoying a rather special repast, replete with cocktails and fine wines, who asked the waiter about the museum at the resort Ron reports, and about ‘The Lion King’. The waiter drew a complete blank, offered to call a manager, and by this time, the couple wanted to go back to their own “chemistry.”

Imagine having invested all the money in everything “but” service excellence, if this waiter had seamlessly replied, “The Salvador Dali exhibit is superb, the museum opens from 10 a.m. to 10 p.m., may I ask the Concierge to contact you further? ‘The Lion King’? One matinee a week, five evening performances, 8 p.m. each evening. May I have someone come and speak to you about your preferred performance or to get you more information?”

This immediately uplifts and transforms a service experience, is well within the capability of most people to learn how to respond to, and easily within the information systems capability of the hotel to update “deals” and “timings” and “facts” that could enhance the guest experience overall, and for that to then be part of the daily briefing before that venue opens for business. 

And “service” can extend to national excellence too. Early in the COVID crisis, Singapore was showcased as a model of containment, keeping economy open, and deaths minimal. But “not paying attention” to the deplorable condition of the foreign worker dormitories, led to a literal “explosion” of COVID cases, in the tens of thousands, the shutting down of much of the economy, which inflicted great pain and suffering on businesses, families and citizens, all avoidable! 

Singapore has still kept deaths, the real COVID metric, to 27, despite 50,000 or so cases, but while cases were mushrooming, schools, businesses, industries and ways of life were completely avoidably impacted and compromised, and the quality of “service” Singapore therefore was able to provide its own nation, plummeted for a time. Singapore being Singapore, recovery was fairly fast, and as indicated, mortality still a positive role model…but “reality blinkers” are never a healthy choice.

Levels of service excellence

Minimally acceptable service Ron defines as “Basic,” where say the ATM machine at least spits out the money,  the lights go on, the meal arrives, the software package loads and runs. 

Next up is “Expected”, here there is basic competence. And the world’s standards are so mercurial, that what was once impressive becomes “expected” or even “basic.” Consider online banking. Or pre check-in for a flight, getting food delivered to your home from multiple restaurants. Once a thrill, now bog basic.

Further up the ladder is “desired,” and this is usually about design, responsiveness, service. So it’s now the quality and user friendliness and comprehensiveness of the app, it’s the range of check-in functions, it’s the security confirmations for the online banking without inhibiting functionality, it’s being able to have “breakfast” if you so choose at 2 pm local time, because on your biologic clock says it’s morning and you need to “rev up” your system. It’s a range of credit card selections with different points and payback options with 24/7 contactability.

Then we hit “Surprising!” It is unexpected, above and beyond, the hotel that remembers your favourite lotion, and has it waiting for you on arrival six months after your last visit, the person who clears your yard in summer and contacts you to see if you’d like snow ploughed in winter and becomes your “partner” in that respect and not just a “provider,” the manager who runs your tailored outfit over to you to allow you to have it for a key occasion. It is initiative and commitment and the joy of adding value.

And finally, we have “Unbelievable!” This is unprecedented, like the private taxi driver becoming a concierge and a friend, the financial adviser who knowing our family goals is proactively in touch with options and guidance and clearly is celebrating our milestones with us. It is the artisanal ice cream maker who offers startling new flavours (pandan, ginger, black sesame) and rejoices in the sharing of their artistry that creates an entirely new and expanded community of interest. It is a lawyer who shows you how to make your issue less contentious even if leads to lower fee income for them in that transaction, while still helping you resolve it.

And on the other end of the spectrum, when we fail in our service delivery and ignore a complaint and have to be chased, we may create an “Adversary.” And if we clearly have disdain and disinterest, and keep repeating the service failure, we may inspire a “Defector.”  And if we deliver at about the same standard and at about the same speed and for the same value as everyone else, the person will likely be a “Neutral.” And if we develop a relationship, and are willing to customise, and clearly listen and adapt and improve, we may welcome a new “Supporter.” And if we passionately respond, and get to the crux of an issue, and provide “surprising” new value-addition going forward, we will likely have an “Ambassador.” 

Meeting and beating service expectations

The quality of service agreements helps to drive this. You first “Explore” what the person really hopes for from your service offering, the range of needs, hopes, aspirations, and make that as “measurable” as possible.

Next, we “Agree” and strike an agreement of what will be delivered, by when, for what remuneration, on what terms, with what quality or service guarantees, and this is captured contractually.

Then comes the actual “Delivery”, the doing what we said, the finishing what we started, the service experience is provided, and we “match” what we “agreed” with what is actually “done” and “delivered.” 

And then, comes the too often missing step, of “Assuring” that the service experience met the expectations, delivered the value, and in the act of confirming this, we are “exploring” anew, and are ready to ignite another service delivery cycle. The founder of Maersk, AP Moller, always stressed that no mishap should occur that could have been avoided by “constant care.” 

And this guarantee of “constant care” and negligence-free commitment to superb value provided and perceived, is the key to a world class service culture. It is a marriage between our “will” to serve and “win” on behalf of our customer and the “quality” of relationship by which we move from “transaction” to “powerful partnerships.” 

So, Ron’s inspiration and wisdom which underwrites all of these insights and commitments leads us to then adapt his wisdom to the experience of service providers both on these shores and far beyond.

Refuse to make excuses

When there is a mistake, meltdown, miscommunication, error, client irritation, never “argue” on behalf of dysfunctional policies, broken supply chain, or otherwise. 

Understand the issue, assess the client value, and if the benefits outdo the temporary cost, exercise leadership and get it done. 

I don’t mean to be glib, but we waste more money on maintaining office equipment no one uses than we ever will in remedying service failures or building leadership skills.

 

Align company and employee motivation

Reward people for behaviour you actually want to see. Five simple tests you can apply:

*Does everyone know what good performance for their role looks like and are the metrics clear and service friendly? A quick audit or review can help establish this.

*Do we incentivise “results” that require team-work rather than just mindless showboating by charismatic “stars” who rush to “remedy” that which should never have been broken? Do we actively celebrate and reward team contribution as a performance management metric? Why on earth not?

*On the other hand, where really merited, do we make “hero stories” out of service success and share their achievements far and wide?

*Are processes trainable, transparent and fair, so everyone has a chance to do a “great job?” Thereafter, if they don’t and coaching doesn’t help, we know they don’t want to, and we need to bring someone else in.

*Do we hire for attitude? If someone doesn’t get their joy from making other people happy, keep them away from the service front lines. In fact, keep them away from management!

Always ensure your visioning and business planning involve service improvements

Imagine “raving fans” as customers, “wowed brand loyalists” as clients, mavens who cannot stop talking about you. How did you pull it off? Imagine it’s the case already, tangibly and viscerally, and brainstorm backwards from there. 

Where can “high tech” transform speed of decision making, service provision, organisational agility? Where can “high touch” create enduring relationships and offer insights that pure “transactions” can’t?

Decide to be worth a premium

Within every sector, within every niche, there are premiumised offerings, from burger joints and pizza parlours, to retailers, to mechanics, to tailors, anywhere and everywhere. Can you provide great value by being worth the premium? Challenge yourself to premiumise and then be worth it. Have clients lining up delighted to pay that premium!

Evolve along three lines

As a canopy, state a compelling Service Value Proposition: “We help leaders communicate unforgettably, strengthen bonds with their stakeholders, and create compelling future commitments through our Events.” 

Then, to further and substantiate that, strengthen, revisit and revise structure to enable better, more productive, service results.

Continue to refine, simplify and amplify the value add of each process in the business.

Enrol, engage, energise, focus and align your team of talent.

Draw on natural strengths

This “resplendent Isle,” Lanka, is a treasure trove of natural warmth, native creativity, responsiveness and sheer friendliness. These are the things that can’t be trained.

As already highlighted, when German efficiency met Thai sensual charm, The Oriental in Bangkok became one of the world’s greatest hotels, often acknowledged as the world’s very best over decades. They knew your profile, the service provider in the lobby hit the button for your floor by recognising you, you melted in the warm welcome, the smiles haunted you as they saw you off when you departed with the same graciousness as you were welcomed. Yet the French cuisine was as profound as the Thai, and some of the most finesse-filled Chefs and F&B operators were brought in to apply the rigor, while still allowing you to rejoice in the local ingredients.

It’s always both/and. Bring the best of the world and let your own native genius shine. Then you become not only “surprising” but often “unbelievable!”

We must all get poised to do precisely this, if leaders will get out of the way of their teams, and become their mentors and champions, and let natural passion meet with reinforcing leadership and effective, customer loving processes, a positive revolution can be afoot. That would be “serendipity” indeed, and Ron’s service passion, his championing of our improving the world through improving the world’s experience of service value, will help us light the way!