1. Mission Oriented Internal Customer Service
Ms. Claudia Bogard CGFM
Senior Strategist and
Customer Service Advocate
ATO FAA
Mr. Barry Prokop PMP SSMBB QFDGB ITIL
FAA Program Manager and
Vice President
Golden Key Group

2. Agenda Challenge Facing Us All Our Goals and Objectives What We Did
Executing the Plan for Success
Internal Customer Service—What’s in It for You?
You’ll Know You’re Succeeding When…

3. Challenge Facing Us All

4. Challenge Facing Us All
Understanding what your customers expect
Challenge 2
Serving customers when they need you and want you
Challenge 3
Knowing how to support customer-focused initiatives
Challenge 4
Delivering a consistent experience to customers
Challenge 5
Supporting preferred media for customer interactions
Adapted from Canada Bell Business Insights Newsletter, June 2012

5. Challenge 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

6. Challenge Facing The FAA

7. Movement to Shared Services
Challenge Facing Us
Movement to Shared Services
Immediate: Fix what broke
Improve performance
Ramp up productivity
Create Customer Service
Longer Term: Strategic Approach
Psychological: Shift to “Shared Services”
Shrinking Resources: Funding and People
Organizational: Control and Trust

8. The New Organization

9. Customer Service Challenge
We are not a Call Center…We are not a Retailer
We are a government organization going to a Shared Services Model
We are a backstage operation “Serving Those Who Serve Others”
Googling…demonstrates the need to curate
Customer 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

10. Our Goals and Objectives
Transform the culture to customer centricity
Act as customer service advocates
Assess the changes with measurement tools
Help our people see through the lens of the customer in order to deliver better service
Create job aids to make the transition easier, more enjoyable, and consistent…and lasting

11. What We Did Understood our own culture
Became experts in customer service
Crafted a simple framework to communicate where we were going
Created tools to help us get there: processes, workshops, job aids and cyclical measurements
Executed our plan while listening to our customers

12. Understood Our Own Culture
A culture of relationships
“On stage” messages vs “real life” off stage talk
The basis for organizational praise
Action oriented…we decide; we want it now!
Political landscape and pecking order
Relatively new service center with ATO

13. Great Customer Service
Guiding Fundamental
We are all customers of each other.
Great Customer Service
depends on excellent internal customer service.
You can’t have one without the other!

14. Change Our State of Mind
Update How We View Ourselves: Understand How Our Organization Adds Value
The 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 Organization
We work collaboratively to achieve our overall business goals
We aim to meet our customers’ everyday needs with a customer experience that is easy and enjoyable
We look to the future by creating processes that enhance our service delivery

15. Our Customer Service Culture Is Driven By
How We Behave
Level of Accomplishment in the Combination of These Three Areas is Critical to Our Customer Service Performance
Fundamental Business Skills
Customer Service Skills
Common Cultural Values
How We Respond
How We Perform

16. Translating Drivers into Actions
How we expect ourselves to behave
Common Cultural Values
How we expect ourselves to respond Customer Service Skills
How we expect ourselves to perform Fundamental Business Skills
Be accessible
Be responsive
Be timely
Follow through to completion
Take initiative
Give and receive feedback
Give and receive recognition
Be positive and show a can-do attitude
Treat others with respect
Own the issue
Collaborate as a trusted partner
Actively listen to customers
Understand the customer’s need to offer options for results
Communicate status clearly both verbally and in writing
Manage time appropriately
Manage personal emotions
Welcome feedback
Add value through professional competence
Proactively collaborate within AJG to create optimal service delivery
Practice critical thinking and analysis
Create supportive processes for consistency and measurement
Create documentation for institutional memory
Comply with established standards
Juggle multiple priorities

17. Once we Understood Our Culture, We Became Customer Service Experts
Identified thought leaders
Collected best practices
Joined and became active in professional groups
Identified Resources
TEDx: Fred Lee, "Patient Satisfaction or Patient Experience ?“, 2011
Forrester: Outside In, 2013
Measurement Approaches: ACSI versus Cxi, 2014
TED: Simon Sinek, Start With Why, 2009
Snow and Yanovich, Unleashing Excellence, 2010
Bennekom, Customer Surveying, 2002
The Wonderful World of Customer Service at Disney, 2009

18. Desired Outcome: Classic Customer Service Pyramid
We Crafted a Simple Framework
Desired Outcome: Classic Customer Service Pyramid
Adapted from Forrester Research

19. Reinvented the Customer Service Advocate’s Mission
Assessment
Advocacy
Customer Centricity
What: 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

20. Crafted a Clear Customer Service Roadmap

21. TED Talks Fred Lee video
TEDx: Fred Lee, "Patient Satisfaction or Patient Experience ?"

22. Executing Our Plan for Success
Year-over-year Annual Cycle
Key Stakeholder/VP Interviews
Customer Valuation Card
Face-to-Face Event: MSYER – Management Services Year End Review
Customer Service Surveys
Action Improvement Plans
Tools we tried along the way

23. Created Cyclical Measurement
Action Improvement Plans
Service Valuation Interviews (VPs)
Management Services Year End Review (DVPs/SALC)
Customer Experience Survey
Strategic Direction:
Customer Values
Card
Feedback:
Seeing through our customer's lens
Robust face-to-face interaction: AJG G20 & customers

24. Question 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. Williams
Questions Asked
Performance Category
Question Intent and Customer Assessment Values
Please 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 Clarity
To 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 - F
Please discuss how well the Quality and Accuracy of services provided meet your expectations; focus on specific examples.
Execution/Quality/Performance
To 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/Leadership
To 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/Attitude
What improvements have you seen in Management Services?
Overall Perceptions
To identify specific areas (of customer satisfaction) that can serve as leverage points and areas to build-on for continued customer service progress.

25. FYI: 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; minimal
regarding relationship development.
* Execution, follow-through is often weak
Feedback same as FY12
Support 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 requirements
Feedback improved over FY12
Support Type #3 and #4
* Poor communication of requirements (on both ends)
* Poor understanding / callousness to business needs
* Minimal/weak relationship development - Buddy support is
non-existent or inconsistent for several areas
Feedback deteriorated
over FY12
Key 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 order
What’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

26. Making it Memorable: Customer Values Card
AJG Customers Speak
How You Can Adapt Your Service
Communication 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.

27. Face-to-Face…Round 1

28. Customer Experience SurveyQ1
Have you conducted business with the AJG-xx Group within the last 12 Months? Q2
When working with people in this organization they keep me informed in ways that work for me Q3
When working with people in this organization they proactively let me know what to expect next Q4
When working with people in this organization they understand my business needs Q5
When working with people in this organization they know what is important to me Q6
When working with people in this organization they take ownership for getting things done Q7
When working with people in this organization they find timely solutions that meet my expectations Q8
When working with people in this organization they do what they say they will Q9
Thinking about your recent interactions with this organization, how effective were they in "meeting your needs"?
Q10
Thinking about your recent interactions with this organization, how "easy" were they to do business with?
Q11
Thinking about your recent interactions with this organization, how "enjoyable" were they to do business with?
Q12
Overall my satisfaction with this service provider is
Q13
Do you have any feedback for AJG-xx Group?
Q14
How frequently do you conduct business with this organization?
Q15
What is your 3 character organization code? (Examples: AJE, AJW, AHR, etc

29. Sample Survey Group Report

30. Service Plan Template Driver (s) Engaged SMART Action Measure Due Date
Customer Value Supported
Driver (s) Engaged
SMART Action
Measure
Who
Due Date S
Specific:
Who, what, when, where and how?
What do we want to achieve? M
Measureable:
How can we measure this?
How will we know if we are successful? A
Actionable:
Is it realistic and attainable?
Who will do it? R
Relevant:
Is the action important to your customers?
Does this match our other efforts or needs? T
Timely:
What are the milestones?
What is the deadline?

31. Customer Service Experience Mapping Template
Workshop Exercise: Customer Experience Mapping

32. Solving Problems Exercise
Right things
Right way
Right Things
Right Way
Wrong Way
Wrong Things
What Customers Value Most
Personnel Processing
Finance
Contracts
How Customer Values are Impacted
Communication Practices
Business Understanding
Alignment
Internal AJG Budget Prioritization 2
External Customer Values 1
Integrated Work-Out (IWO) Initiatives
Impact on Strategic Work Plan Initiatives
Interdependence between AJG & ATO SUs
Demonstrated Customer Focus
Return on Investment (ROI)
Level of Effort (LOE) resources, cost avoidance, expenditure
Time to Implement/Realization of Outcomes
Visibility - political Implications
Viability - likelihood of success, risk
Performance Metrics
Uniqueness of Service Offering
Customer Focus
Effectiveness
1 Annual Customer Valuation Interviews – 8 ATO VPs
2 Operational Effectiveness A product of the AJG Customer Advocate, June 2013

33. Self-Service Resources: AJG Web

34. How We Are Succeeding Realistic Planning “Off Stage”
Execution “On Stage”
“Can’t Argue with That” methodology
Sensible Flexibility…within the Framework
Gentle Perseverance

35. How We Are Succeeding: Realistic Planning and Execution
Customer
Service Delivery
Service Environment
Processes
Off-Stage
On- Stage
Customer: 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”

36. More…Planning and Execution
Created a transparent shared knowledge repository
Project Planning Skills
Processes

37. “Can’t Argue with That”
Break down the barriers by taking incremental steps
Show small successes
Find early adopters
Promote success
Show the value of success
1 + 1 = 2 … Always!

38. Sensible Flexibility Know the difference between a battle and the war
Strategically pick your battles
Align allies before the battle starts
Know the answers before the questions are asked
Hard battles are easier to win once some victories have been achieved
Timing is everything

39. Gentle Perseverance Credibility “We Live Here”
Build Strategic Linkages
Stick to the Plan, Work to the Plan
It is a “Way of Thinking and Acting”
Responsibility for constructive confrontation

40. Internal Customer Service— What’s in It for You?
Improved Morale
Increased Productivity
Less Rework
Shorter Processing Times
Greater Employee Retention
Reduced Employee Absenteeism and Turnover
Higher Performing Teams
Increased Customer Confidence
Increased Trust and Responsibility

41. You Know You’re Succeeding When
People stopped swearing
People start using “classroom” language in everyday conversation
People post your handouts and tools
People seek your help
Customers tell your boss how valuable you are

42. Questions?