Getting obsessed with delivering good customer service has become more and more a focus of what I’m doing. I’d rate myself a 3 on a scale of one to ten, but before June, I was a -2. So there’s that, at least. My goal is to get to a “5” by the end of the year.
Customer service is the difference between “doing transactions” and “having a business.” Creating a process that honors the customer’s intent is our job, and figuring out a way to do it within the human constraints of bandwidth and knowledge is not easy. But doing it is rewarding, both in the “artistic” sense and in the monetary sense.
Getting honest feedback is hard, too. People don’t want to identify what you can do better, and our own egos create a situation where we justify our failures. Perception of the customer is reality, and when we wanna break the stereotype of the entitled and mediocre Realtor (in my case, consultant), we have to fix what’s broken. We have to be committed to the outcome of good service, and good perceived service.
They are both important. When my wife was at Dominion homes, the customers there were all given a survey. The managers would do whatever possible to let the customers know that “yes” was the only real answer. Dominion was deprived of feedback because of the perverse incentives of the bonus program they created. People were flat out told that they’d get $100 cash if they brought the survey back for the manager to fill out. Attaboys were really what they were after.
Not “how can we–as a company–get way better.”
They assumed that they had achieved operational perfection. They had not. I have not achieved operational perfection yet (though I’m far closer now). I want to know where I’m weak, and where I’m perceived to be weak. Where the communication is chunky and commitments are unmet.
This is the core difference between doing deals and having a business. Finding a way to get actionable information. Hearing feedback.
My customer service survey that goes out says this:
I want to be the best ever. I Read more