In addition, behavior can’t change to be outwardly directed to the customer if the internally focused language implies the opposite.
These are only 2 examples that contrast inward versus facing language.
1. Calls processed
Most organizations have call center operations which typically handle sales and service responsibilities. The productivity objective of most call centers is to process as many calls with as few resources as possible. Other metrics include call speed of answer and average call handling time.
The common denominator of this operation is the word “call”. You process calls. You answer incoming calls as fast as you can. You try and minimize the length of each call to maximize productivity.
The problem is that the customer is missing in action. If the call is the focus with implied productivity measures, it is hardly a wonder that taking care of the customer on the call gets lost as a priority.
Employees are more interested in call productivity — because they are rated on it — than creating memorable experiences for customers.
The productivity metrics become much more meaningful and visceral under the promises notion. What % of customer promises did you keep? How many promises did you break? Who in the organization is the best at keeping customer promises?
WOW! Much more powerful and easy for employees to relate to than the company commitment paradigm.
Roy Osing is a former President and CMO with over 33 years of leadership experience covering all the major business functions including business strategy, marketing, sales, customer service and people development. He is a blogger, content marketer, educator, coach, adviser and the author of the book series Be Different or Be Dead.
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