1. Outrageous Customer Service

2. What Drives Outrageous Service Outrageous Service Service Principles Service Culture Service Behaviors

3. Service Principles 1. Make Outrageous Customer Service your Vision

4. The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. To Our Employees We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. The SWA Vision

5. CASH Box A H C S

6. The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. To Our Employees We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer. The SWA Vision

7. Service Principles 1. Make Outrageous Customer Service your Vision 2. Hire and Train for Relational Competence

8. Appreciating Differences (MBTI) ENERGY WORKSTYLE GATHER INFO MAKE DECISIONS Feel Whatever Introvert Analyze Data Extrovert Structure Gut Intuition Think

9. 1. Make Outrageous Customer Service your Vision 2. Hire and Train for Relational Competence 3.Find Out What Customers Really Want Service Principles

10. Southwest Airlines is a Customer Service company that happens to be in the transportation industry. The level of service you give externally will only be as good as the level you give internally. Southwest Airlines is a Customer Service company that happens to be in the transportation industry. The level of service you give externally will only be as good as the level you give internally. Customer Service Focus

11. 1. Make Outrageous Customer Service your Vision 2. Hire and Train for Relational Competence 3.Find out What Customers Really Want 4.Create Aa Customer Service Culture Service Principles

12. Artifacts Values Perceptions Visible Organizational Structures Strategies, Goals, Philosophies Thoughts, Feelings and Beliefs Components of a Service Culture

13. FIXED, ABSOLUTE, AND EASILY MEASURED VARIABLE, RELEVANT, & SUBJECTIVE If you were King/Queen for a day, what is the one thing that you would change? COST DISTINCTION How Do You Add Value? YOU

14. A Culture of Care CEOSupervisor Manager Director VP EVP CEO CUSTOMER

15. The RATER System "RATER" The Customers Service Criteria Reliability Assurance Tangibles Empathy Responsive Personal Needs Word of MouthPast Experience External Communication Perceived Service Expected Service Perceived Service Quality

16. RELIABILITY -The ability to dependably and accurately provide what is promised. ASSURANCE -The knowledge displayed to customers and the ability to convey trust, competence, and confidence. TANGIBLES - The physical appearance of facilities, equipment, and staff. EMPATHY - The degree of caring and individual attention shown to customers. The warm feeling customers get when doing business with the organization. RESPONSIVE - The willingness to promptly help customers. The turnaround or response time. RELIABILITY -The ability to dependably and accurately provide what is promised. ASSURANCE -The knowledge displayed to customers and the ability to convey trust, competence, and confidence. TANGIBLES - The physical appearance of facilities, equipment, and staff. EMPATHY - The degree of caring and individual attention shown to customers. The warm feeling customers get when doing business with the organization. RESPONSIVE - The willingness to promptly help customers. The turnaround or response time. The RATER System

17. Perceptions Behaviors Beliefs values Influence: the art of getting someone else to do something you want done because they want to do it. --Dwight D. Eisenhower Influencing Behavior Behaviors Perceptions

18. What People Notice The 4 Minute Sell Research by Jane Elsa Skin Color Gender Age Appearance Facial Expression Eye Contact Body Movement Personal Space

19. The Basics of Communication Gestures ______% Tone ______% Words ______% 55 38 7

20. Values Perception Behavior Intentions The Relationship Trap

21. High Performance Leadership

22. Leadership and Stress STRESS DEFINED: Webster:-- Constraining force or influence. -- A physical, chemical, or emotional factor that causes bodily or mental tension and may be a factor in disease causation. Selye:-- Wear and tear. -- A nonspecific response of the body to any demand made upon it. THE DEGREE OF STRESS: Normal Stress Dis-Stress Eu-Stress

23. Provide clear expectations Provide the right tools Get people doing what they do best The Gallup Research

24. 90 wpm 300 wpm 6 week speed reading course 130 wpm 1500 wpm Soar with your Strengths By Don Clifton $$

25. Provide clear work expectations Provide the right tools Get people doing what they do best Give frequent recognition/praise The Gallup Research

26. Provide clear work expectations Provide the right tools Get people doing what they do best Give frequent recognition/praise Show care and concern for employees The Gallup Research

27. Provide clear work expectations Provide the right tools Get people doing what they do best Give frequent recognition/praise Show care and concern for employees Encourage employee development The Gallup Research

28. Two Things Successful Leaders Do… LEARN TEACH

29. The Learning Curve SUCCESS SUCCESS TRIALS

30. My opinions count The mission and purpose of my company makes me feel my job is important Gallup Research Continued

31. My opinions count The mission and purpose of my company makes me feel my job is important There is a commitment to quality I have close friends at work My performance is evaluated often I have opportunities to grow Gallup Research Continued

32. 1. T 2. E 3. A 4. M ( Rely on ) ( Skills & Abilities) ( Commitment ) ( Accountability ) easurement rust xpertise lignment TEAM Model

33. Team Motivation Task People Expertise Trust Alignment Commitment Measurement Accountability Team Motivation Relationship Buy-in Motivation

34. 100% 0% Responsibility Victim Power/Influence Team Accountability 0%

35. Victim Mentality at Work

36. 0%100% 0% Responsibility Victim Power/Influence Owner Freedom/Success Team Accountability

37. Team Alignment

38. Thank You! Jason Young LeadSmart, Inc. 6757 Arapaho Road Suite 711-132 Dallas, Texas 75248 877-995-2273 toll free Email: jyoung@leadsmart.com LeadSmart, Inc. 6757 Arapaho Road Suite 711-132 Dallas, Texas 75248 877-995-2273 toll free Email: jyoung@leadsmart.com