4Challenge Facing Us All Understanding what your customers expectChallenge 2Serving customers when they need you and want youChallenge 3Knowing how to support customer-focused initiativesChallenge 4Delivering a consistent experience to customersChallenge 5Supporting preferred media for customer interactionsAdapted from Canada Bell Business Insights Newsletter, June 2012
5Challenge Facing the FAA Incorporate a “customer service” mind set in a “back office” function (administrative, human resources business, and labor and employee development) in a way that improves service delivery to a multi-faceted, operational organization mission-critical to our nation’s safety and economic well being
7Movement to Shared Services Challenge Facing UsMovement to Shared ServicesImmediate: Fix what brokeImprove performanceRamp up productivityCreate Customer ServiceLonger Term: Strategic ApproachPsychological: Shift to “Shared Services”Shrinking Resources: Funding and PeopleOrganizational: Control and Trust
9Customer Service Challenge We are not a Call Center…We are not a RetailerWe are a government organization going to a Shared Services ModelWe are a backstage operation “Serving Those Who Serve Others”Googling…demonstrates the need to curateCustomer Service Billion“Customer Service” Million“Customer Service IT” 50 Million“Customer Service Call Center” 1.9 Million“Great Customer Service” Million“Customer Service Model” 3.1 Million“Internal Customer Service” 130 Thousand
10Our Goals and Objectives Transform the culture to customer centricityAct as customer service advocatesAssess the changes with measurement toolsHelp our people see through the lens of the customer in order to deliver better serviceCreate job aids to make the transition easier, more enjoyable, and consistent…and lasting
11What We Did Understood our own culture Became experts in customer serviceCrafted a simple framework to communicate where we were goingCreated tools to help us get there: processes, workshops, job aids and cyclical measurementsExecuted our plan while listening to our customers
12Understood Our Own Culture A culture of relationships“On stage” messages vs “real life” off stage talkThe basis for organizational praiseAction oriented…we decide; we want it now!Political landscape and pecking orderRelatively new service center with ATO
13Great Customer Service Guiding FundamentalWe are all customers of each other.Great Customer Servicedepends on excellent internal customer service.You can’t have one without the other!
14Change Our State of Mind Update How We View Ourselves: Understand How Our Organization Adds ValueThe services we provide to our customers contribute to the safety of the National Air Space. We are here because our customers need what we produce. The ATO counts on us to be efficient and effective.Adapt a Shared Vision of Our Ideal State: What We Do Together in Our OrganizationWe work collaboratively to achieve our overall business goalsWe aim to meet our customers’ everyday needs with a customer experience that is easy and enjoyableWe look to the future by creating processes that enhance our service delivery
15Our Customer Service Culture Is Driven By How We BehaveLevel of Accomplishment in the Combination of These Three Areas is Critical to Our Customer Service PerformanceFundamental Business SkillsCustomer Service SkillsCommon Cultural ValuesHow We RespondHow We Perform
16Translating Drivers into Actions How we expect ourselves to behaveCommon Cultural ValuesHow we expect ourselves to respond Customer Service SkillsHow we expect ourselves to perform Fundamental Business SkillsBe accessibleBe responsiveBe timelyFollow through to completionTake initiativeGive and receive feedbackGive and receive recognitionBe positive and show a can-do attitudeTreat others with respectOwn the issueCollaborate as a trusted partnerActively listen to customersUnderstand the customer’s need to offer options for resultsCommunicate status clearly both verbally and in writingManage time appropriatelyManage personal emotionsWelcome feedbackAdd value through professional competenceProactively collaborate within AJG to create optimal service deliveryPractice critical thinking and analysisCreate supportive processes for consistency and measurementCreate documentation for institutional memoryComply with established standardsJuggle multiple priorities
17Once we Understood Our Culture, We Became Customer Service Experts Identified thought leadersCollected best practicesJoined and became active in professional groupsIdentified ResourcesTEDx: Fred Lee, "Patient Satisfaction or Patient Experience ?“, 2011Forrester: Outside In, 2013Measurement Approaches: ACSI versus Cxi, 2014TED: Simon Sinek, Start With Why, 2009Snow and Yanovich, Unleashing Excellence, 2010Bennekom, Customer Surveying, 2002The Wonderful World of Customer Service at Disney, 2009
18Desired Outcome: Classic Customer Service Pyramid We Crafted a Simple FrameworkDesired Outcome: Classic Customer Service PyramidAdapted from Forrester Research
19Reinvented the Customer Service Advocate’s Mission AssessmentAdvocacyCustomer CentricityWhat: A transformational change Role: Executive leadership in establishing and managing innovative programs and strategies to lead and transform the ATO toward continually improving levels of service to internal and external customers and stakeholders How: The Customer Service Executive utilizes directors, managers and staff members from professional and technical disciplines
21TED Talks Fred Lee video TEDx: Fred Lee, "Patient Satisfaction or Patient Experience ?"
22Executing Our Plan for Success Year-over-year Annual CycleKey Stakeholder/VP InterviewsCustomer Valuation CardFace-to-Face Event: MSYER – Management Services Year End ReviewCustomer Service SurveysAction Improvement PlansTools we tried along the way
23Created Cyclical Measurement Action Improvement PlansService Valuation Interviews (VPs)Management Services Year End Review (DVPs/SALC)Customer Experience SurveyStrategic Direction:Customer ValuesCardFeedback:Seeing through our customer's lensRobust face-to-face interaction: AJG G20 & customers
24Question Intent and Customer Assessment Values FYI: Internal Communication: What is Asked in a Service Valuation Interview? A Consistent Question Set is Used Year over Year in order to make accurate progress assessments. . “The first step in exceeding your customer’s expectation is to know those expectations” Roy H. WilliamsQuestions AskedPerformance CategoryQuestion Intent and Customer Assessment ValuesPlease discuss specific MS offers /deliverables that are important to your organization’s effectiveness and success; focus your expectations in your top three areas of importance.Offer ClarityTo calibrate and confirm the service promise. Identifies specific customer expectations; determines if gap exists between customer expectation and MS deliverable.Customer assessment: Assign evaluation A - FPlease discuss how well the Quality and Accuracy of services provided meet your expectations; focus on specific examples.Execution/Quality/PerformanceTo determine if customer needs are being met. Is desired / required work completed consistent with customer expectations. Key in identifying performance /process issues and strengths. Key element in establishing MS value to the customer.How do you valuate the direction, focus and professionalism of the MS organization and its employees?Do you sense alignment?Relationship Management/LeadershipTo determine if the focus, activities and flavor of MS interactions provide a feeling of consistent high quality performance, easy to work with, peace of mind, ‘wow’.Share your general perception regarding whether or not MS employees act in your best interest?Do you feel that MS employees get you, get your organization?Relationship Management/AttitudeWhat improvements have you seen in Management Services?Overall PerceptionsTo identify specific areas (of customer satisfaction) that can serve as leverage points and areas to build-on for continued customer service progress.
25FYI: Internal Communication Conducted on FY13 Service Valuation Interviews Service Valuation Interview goals:Top 3 offers for senior customer success/effectiveness:Directly connect with key customers – Assess & strengthen customer relationship management.Calibrate customer expectations with the org. servicing activities – Are we meeting needs?Identify the org.’s areas of performance strength and areas requiring service delivery recovery efforts.Establish a performance baseline for the org. based on direct customer input/expectations.Ultimate Outcome: Work is customer service centric.Support Type #1 and #5* Inconsistent , cumbersome processes* Lack of competency; less than helpful attitude; minimalregarding relationship development.* Execution, follow-through is often weakFeedback same as FY12Support Type #6, #2, #7* Growing and good focus on relationship development* The new Board heightens awareness and sensitivity to organizations’ business needs* Understood and consistent requirementsFeedback improved over FY12Support Type #3 and #4* Poor communication of requirements (on both ends)* Poor understanding / callousness to business needs* Minimal/weak relationship development - Buddy support isnon-existent or inconsistent for several areasFeedback deterioratedover FY12Key senior customer Hot Buttons on service delivery*“I want a collaborative working relationship where I and my team are kept in the service delivery loop. I want to understand exactly what support, in specific areas, I can expect; what MS will do to meet those expectations; and what our role as a good customer should be to ensure MS can meet those expectations. I want MS to do what it is supposed to do, when it is supposed to. I expect MS to interact with any/all appropriate members of my team in an ‘easy to do business’ professional manner. I want to understand MS processes sufficiently to allow me to support MS service delivery efforts. I want to feel as if somebody in MS cares about me.”Relationships – Does the org. get me; get my team?Offer Clarity – Do I know what the org. is supposed to do for me? (broken down by functional activity)Execution/Performance – Does the org. work meet my quality standards?MS Mission/Purpose – Do I know why the org. exists and what it is supposed to do?Transparent Business Processes – Do I understand how the org. operates?*in priority orderWhat’s Next? Cascaded face to face customer dialogs to further see through the lens of the customer. Action plans with specific commitments.Service success through the lens of senior customers
26Making it Memorable: Customer Values Card AJG Customers SpeakHow You Can Adapt Your ServiceCommunication Practices“Keep me informed.Let me know what to expect next.”Discuss with your customer the best format and frequency for providing information.Let customers know what to expect in each step of your process.No news is not good news. Routinely share status updates, especially if the news adversely impacts your customer.Business Understanding“Understand what I need to run my business.”Talk with your customers to understand how their business works.Attend customer’s staff meetings to understand their issues.Identify how to support their business without hindering their work.Alignment“Come to me with a unified approach.”Talk with other AJG employees who support your customer.Coordinate your activities to present the full picture to your customer.Understand what information other AJG employees may need from you to best complete their work.Customer Focus“Map my experience through my lens.”Know what is important to your customer.Find solutions that will meet your customer expectations.Understand what the customer has to go through to obtain your services.Effectiveness“Make it easy for me.”Work as your customer’s advocate to help them accomplish their goals.Treat their needs with a sense of importance.Offer useful options, suggestions and alternatives before you are asked.
28Customer Experience Survey Q1Have you conducted business with the AJG-xx Group within the last 12 Months?Q2When working with people in this organization they keep me informed in ways that work for meQ3When working with people in this organization they proactively let me know what to expect nextQ4When working with people in this organization they understand my business needsQ5When working with people in this organization they know what is important to meQ6When working with people in this organization they take ownership for getting things doneQ7When working with people in this organization they find timely solutions that meet my expectationsQ8When working with people in this organization they do what they say they willQ9Thinking about your recent interactions with this organization, how effective were they in "meeting your needs"?Q10Thinking about your recent interactions with this organization, how "easy" were they to do business with?Q11Thinking about your recent interactions with this organization, how "enjoyable" were they to do business with?Q12Overall my satisfaction with this service provider isQ13Do you have any feedback for AJG-xx Group?Q14How frequently do you conduct business with this organization?Q15What is your 3 character organization code? (Examples: AJE, AJW, AHR, etc
30Service Plan Template Driver (s) Engaged SMART Action Measure Due Date Customer Value SupportedDriver (s) EngagedSMART ActionMeasureWhoDue DateSSpecific:Who, what, when, where and how?What do we want to achieve?MMeasureable:How can we measure this?How will we know if we are successful?AActionable:Is it realistic and attainable?Who will do it?RRelevant:Is the action important to your customers?Does this match our other efforts or needs?TTimely:What are the milestones?What is the deadline?
31Customer Service Experience Mapping Template Workshop Exercise: Customer Experience Mapping
32Solving Problems Exercise Right thingsRight wayRight ThingsRight WayWrong WayWrong ThingsWhat Customers Value MostPersonnel ProcessingFinanceContractsHow Customer Values are ImpactedCommunication PracticesBusiness UnderstandingAlignmentInternal AJG Budget Prioritization 2External Customer Values 1Integrated Work-Out (IWO) InitiativesImpact on Strategic Work Plan InitiativesInterdependence between AJG & ATO SUsDemonstrated Customer FocusReturn on Investment (ROI)Level of Effort (LOE) resources, cost avoidance, expenditureTime to Implement/Realization of OutcomesVisibility - political ImplicationsViability - likelihood of success, riskPerformance MetricsUniqueness of Service OfferingCustomer FocusEffectiveness1 Annual Customer Valuation Interviews – 8 ATO VPs2 Operational Effectiveness A product of the AJG Customer Advocate, June 2013
34How We Are Succeeding Realistic Planning “Off Stage” Execution “On Stage”“Can’t Argue with That” methodologySensible Flexibility…within the FrameworkGentle Perseverance
35How We Are Succeeding: Realistic Planning and Execution CustomerService DeliveryService EnvironmentProcessesOff-StageOn- StageCustomer: look at everything “through the lens of the customer”Delivery: find small ways to “create service wows”Environment: pay attention to detail because “everything speaks”Processes: effective processes “set you up to be a service hero”
36More…Planning and Execution Created a transparent shared knowledge repositoryProject Planning SkillsProcesses
37“Can’t Argue with That” Break down the barriers by taking incremental stepsShow small successesFind early adoptersPromote successShow the value of success1 + 1 = 2 … Always!
38Sensible Flexibility Know the difference between a battle and the war Strategically pick your battlesAlign allies before the battle startsKnow the answers before the questions are askedHard battles are easier to win once some victories have been achievedTiming is everything
39Gentle Perseverance Credibility “We Live Here” Build Strategic LinkagesStick to the Plan, Work to the PlanIt is a “Way of Thinking and Acting”Responsibility for constructive confrontation
40Internal Customer Service— What’s in It for You? Improved MoraleIncreased ProductivityLess ReworkShorter Processing TimesGreater Employee RetentionReduced Employee Absenteeism and TurnoverHigher Performing TeamsIncreased Customer ConfidenceIncreased Trust and Responsibility
41You Know You’re Succeeding When People stopped swearingPeople start using “classroom” language in everyday conversationPeople post your handouts and toolsPeople seek your helpCustomers tell your boss how valuable you are