Creating a Culture of Service Excellence

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This is a copy of the webinar presentation for the Georgia Chamber of Commerce (Sept. 2012)

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Creating a Culture of Service Excellence

  1. 1. Creating & SustainingA Culture ofService Excellence
  2. 2. Creating & Sustaining a Culture of ExcellenceTHEO GILBERT-JAMISON• Chief Executive Officer of Performance Solutions by Design, a consulting firm headquartered in Atlanta, Georgia that helps organizations across all industries create and sustain a culture of service excellence.• Author of the popular leadership book The Six Principles of Service Excellence (published in 2005), and co-author of The Leadership Book of Numbers (published in 2008 & 2012).• Prior to launching Performance Solutions by Design in 2003, Theo was Vice President of Training & Organizational Effectiveness with The Ritz-Carlton Hotel Company where she enjoyed a successful 17 year career.• Key contributor, instrumental in implementing and sustaining quality processes and systems companywide that led to The Ritz-Carlton Hotel Company’s unprecedented Malcolm Baldrige National Quality Awards in 1992 and 1999.• Works closely with diverse leadership groups and organizations, ranging from automotive, legal and financial services, to education, hospitality, healthcare, and retail.
  3. 3. Opening Quote The customer is the most important visitor on our premises. He is not dependent on us. We are dependent on him.He is not an interruption of our work. He is the purpose of it. He is not an outsider of our business. He is part of it. We are not doing him a favor by serving him. He is doing us a favor by giving us the opportunity to do so. --Mahatma Gandhi
  4. 4. Creating & Sustaining a Culture of ExcellenceWHAT WE WILL COVER• The Foundation for Creating & Sustaining a Culture of Service Excellence• The Six Principles of Service Excellence Overview• Creating an Action Plan to Drive Excellence
  5. 5. Creating & Sustaining a Culture of ExcellenceOPENING QUESTIONS• What challenges are you facing in creating and sustaining culture of service excellence? (for internal & external customers)• What would you like to gain from this session?
  6. 6. Levels of Employee Engagement Non- Believers ChangeBelievers (Engaged) Agents(Disengaged) (Fully Engaged)
  7. 7. Basic Service vs. Excellent Service SERVICE EXCELLENCE• Competent • Passion• Friendly • Empathy / Compassion• Timely • Relationships / Engagement• Listening • Anticipatory / Proactive• Clear • Sense of Urgency Communication • Exceeding Expectations
  8. 8. Creating & Sustaining a Culture of Excellence The Three Dangers That Impede the Achievement of Service ExcellenceCompromise Lack of Inconsistency Accountability
  9. 9. The Roadmap to Sustaining Service Excellence Development Leadership Customer SERVICE Department Accountability Loyalty EXCELLENCE Work Environment & Teamwork
  10. 10. Creating & Sustaining a Culture of ExcellenceTHE ROLE OF LEADERSHIP…• What is the definition of SERVICE EXCELLENCE?• Is high CUSTOMER LOYALTY important to your organization? If no, why? If yes, what is necessary for your organization to achieve high Customer Loyalty?• Is EMPLOYEE ENGAGEMENT linked to service excellence? If no, why? If yes, what does it take to create fully engaged employees?• What is the PURPOSE of leadership in your organization?
  11. 11. Customer Service vs. Service Excellence CUSTOMER SERVICE SERVICE EXCELLENCEMeeting Expectations Exceeding ExpectationsCompliance with Needs Compliance and AnticipationMeeting Standards Exceeding StandardsWarm & Friendly Accommodating & FlexibleCompetent / Knowledgeable Subject Matter ExpertFocus on Function Focus on PurposeCustomer Satisfaction Customer Loyalty
  12. 12. Customer Satisfaction vs. Loyalty CUSTOMER LOYALTY Personalized Continuous Service Improvement CUSTOMER SATISFACTION Easy, Effective Defect-Free Warm & Friendly Problem SolutionProduct/Service Staff Process
  13. 13. Employee Engagement & Driving ExcellenceEMPLOYEE ENGAGEMENT Curt CoffmanService Excellence cannot be Employee Engagement Global Practice Leaderachieved without PEOPLE! They The Gallup Organizationmust clearly understand: “We’re running as an• PURPOSE – What is my purpose? economy at 30 percent• ROLE – What is expected of me? efficiency”• ACTIONS – What must I do? Only 3 out of every 10 employees• SYSTEMS – What processes are in Only 30 out of every 100 employees place to make me successful? ….are working at their highest potential
  14. 14. Leadership Function vs. Purpose LEADERSHIP FUNCTION LEADERSHIP PURPOSE• Manage and oversee department or • Inspire, lead and motivate employees division operations to achieve greater goals• Operate within budget • Set the vision and mission for the department or division• Hire and manage employees • Be a mentor, coach and role model• Attend meetings • Ensure the team is aligned around a• Control costs and waste common purpose• Maintain and improve worker • Provide direction, praise and productivity recognition for a job well done• Handle internal/external conflict • Develop the skill and talent of their• Complete reports team• Maintain safe work environment
  15. 15. Creating & Sustaining a Culture of ExcellenceCreating a Culture of Your role as a Leader is to ensure that your serviceSERVICE EXCELLENCE philosophy is:has a Trickle Up Effect – Known Senior Leadership – Clearly Understood – Relevant Managers – Aligned Supervisors – Discussed – Acted On Employees – Measured
  16. 16. Creating & Sustaining a Culture of Excellence THE SIX PRINCIPLES OF SERVICE EXCELLENCE Where are Your Gaps?
  17. 17. The Six Principles of Service Excellence Senior Leadership Alignment & Accountability Principle 2 Principle 3 Principle 4 Principle 5 Principle 6 Business Service Intervention & Organizational Measurement & Objectives Standards Learning Alignment Leadership Strategy Accountability Principle 1 Vision and Mission Statement The Six Principles of Service Excellence is a comprehensive approach to effectivelyimproving the work environment, employee performance and the service experience for your customers all in one initiative.
  18. 18. The Three Levels of Organizational Effectiveness Vision/Mission Level I Business Goals CREATES THE BASIS FOR Service Standards THE CULTURE Intervention & Level II Learning Strategy CREATES THE BASIS FOR SUSTAINABILITY Organizational Alignment Measurement & Level III CREATES THE BASIS FOR Leadership Accountability CREDIBILITY
  19. 19. The Six Principles of Service Excellence Senior Leadership Alignment & AccountabilityPrinciple 2 Principle 3 Principle 4 Principle 5 Principle 6Business Service Intervention & Organizational Measurement &Objectives Standards Learning Alignment Leadership Strategy Accountability Principle 1 Vision and Mission Statement Where are your Gaps?
  20. 20. Principle 6: Measurement & Leadership Accountability The 5 Steps to Employee Accountability STEP 1 STEP 2Strategy Clearly Define Intelligence Involve Staff STEP 5 Recognize & Coach STEP 3 STEP 4 Integrate Measure
  21. 21. The Three Levels of Organizational Effectiveness Vision/Mission Level I Business Goals CREATES THE BASIS FOR THE CULTURE Service Standards Intervention & Level II Learning Strategy CREATES THE BASIS FOR SUSTAINABILITY Organizational Alignment Level III Measurement & CREATES THE BASIS FOR Leadership Accountability CREDIBILITY
  22. 22. Creating & Sustaining a Culture of Excellence Alignment + Consistency + EXCELLENCE = Accountability (Utilization of the Six Principles) + Teamwork Note: Service Excellence + cannot be achieved without these five basic elements! Empowerment
  23. 23. Applying What You Have LearnedPersonal Commitment to Excellence START STOP CONTINUE• Balancing Function with • Assuming my actions and • Exemplifying the Service PURPOSE behaviors don’t impact Philosophy of my Service Excellence organization• Holding my team accountable for driving • Allowing compromise • Demonstrating the same excellence level of service excellence • Ignoring unacceptable with internal and external• Responding to my behavior customers customers (internal/ external) with a greater sense of urgency
  24. 24. Creating & Sustaining a Culture of Excellence “The Greatest Danger for most of us is not that we aim too high and we miss it, but we aim too low and reach it.” --Michelangelo
  25. 25. Creating & Sustaining a Culture of Excellence Thank You! For More Information Visit Our Website Todaywww.psbydesign.com / Telephone (770) 860-0198

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