Results May Vary

On the heels of yesterday's post (Some Restrictions May Apply) is today's post, Results May Vary.

You can't use the same approach for each customer because no two customers are alike. The same can be said of your employees. No two employees are alike so you have to use different ways to communicate with each of them.

If you don't, the results may vary. And they may not be the results you or your customers are looking for. Getting to know your customers will have you on the right road of placing your team members in the right positions.

Disney is famous for their guestology. That's Disney-speak for knowing and understanding their guests (customers) through qualitative and quantitative market research. Throughout their research and implementation processes, they realize that not every decision will have the same affect on every guest. They have implemented new strategies, new designs, new procedures . . . . and some have failed. But they have learned from those failures and they have incorporated that knowledge into the next decision.

Knowing that your customers and team members are unique gives you the power to fine tune your processes.

If your business is stagnant because your processes are stagnant, maybe it's time to shake things up.

The results may vary. And that could lead to more business.

I don't know

Do you ever have to tell your customers "I don't know" when they ask you something you don't know? Hopefully you don't lie to them.

One of the lessons learned as part of my Disney Institute program on Quality Service involved how some questions get answered.

If a question was asked that could be answered, the answer began with "That's a good question." If it couldn't be answered immediately, the response began with, "That's a great question." And they would proceed to find the answer. If a question was asked that dealt with sensitive information, the response was usually "That's an excellent question" and that was it.

What do your customers expect from you? How you respond when you don't have the answer will determine whether or not they will become customers for life.

And isn't that what we want?

Good Service vs. Great Service

The Disney Institute recently put out this request on Twitter and Facebook. 


"In a word or two, reply to tell us what you think distinguishes good service from great service."


Here are some of the responses received from around the world:

• Great people
• Faith in God
• Responding to customers' needs
• Attention to Detail
• Attitude to SERVE
• Extra effort
• Listening
• Commitment
• Passion
• Never having to ask for something twice
• Sincerity in helping
• Exceed Expectations

That's some list, isn't it? See anything on the list you could be working on? Don't your customers deserve everything on this list and then some?


It basically boils down to how you want to be treated. If you want GREAT service, start by giving GREAT service.

Best Practices - The Disney Institute

The term "best practices" is used quite often when referring to the Disney Institute.

Come to think of it, why would you do anything without giving it your best?

What started it all? Take a look at this video and see it through "Walt's Eyes" for a backstage tour of Disney's attention to detail and how they incorporate their best practices into what they do for their guests.

(For those of you who are getting an email copy of this blog sent to you, the video may not load properly. Please click the link at the bottom of the email to see the video. Thanks!)



Find your source of daily inspiration.

TOMA

T.O.M.A.

No. Not TOGA. This isn't a college frat party!

T.O.M.A. = Top Of Mind Awareness

A fellow blogger and Disney Institute alum recently commented that in her business, a bulk-mail operation in Indiana, she has clients calling her before they call the post office because they know that she will answer their questions in a way they can understand. When they think of mail, she wants them to think of her! Way to go Donna!

Another term that describes this type of awareness is brand loyalty. What do your customers think of when they hear your company name?

One such company that enjoys this type of brand loyalty, this top of mind awareness, is the Disney family of companies. From ESPN, ABC, the Disney Cruise Line, Walt Disney World, Disneyland, to movies, TV shows, websites and professional learning, the Disney company is ranked as the 8th Best Global Brand according to BusinessWeek.

Now you may be thinking that you're company may never get to the level of a Disney or IBM or Coca Cola. But those companies didn't become an overnight success. They took time, doing the same thing day after day until they achieved a level of respect as a leader.

Everyone in your organization plays a key role in developing customer loyalty and brand recognition. If you are one product in a sea of products, it is your brand you want them to notice. You'll be surprised at the relationship between loyalty and the health and future of your business.

The Perfect Lunch

As part of my Disney Institute course on Quality Service, one of the lessons was devoted to Setting and how it is used as a delivery system within the framework Disney uses for their exceptional service. As one of the exercises, our class was offered the "perfect lunch" following one of the morning sessions.

Having just studied what Disney does to emphasize the setting for their guests, we all were looking forward to a lavish meal. One thing Disney is well known for is their cuisine. We arrive in our room and we find . . . in a word . . . chaos. While the selection of food was ample, it was totally out of order. Silverware was located at one end of the buffet line, while plates and food were scattered randomly around the tables. Several themes existed; one was pirate a pirate theme and the other was colonial. Napkins were hidden. Soup bowls were nowhere near the soup. Plates were too small. Get the picture? Little did we know the server was also part of the setting. He was apologetic and through his conversations, he encouraged us to talk about the experience without saying, "How does this make you feel" or "Isn't this a lousy setup".

While this "chaos" seemed out of place, it was well thought out. Organized chaos? Aren't those terms mutually exclusive?

The setting involves the environment and the individual objects within that environment. It should send the right message, guiding your guest through the experience and involve multiple sensory details. How your operation looks, where things are located within your environment, even how your on-stage areas smell, . . . these all have a part in a successful setting.

Are your brochures spelled correctly? Is the lighting correct for the environment? Is there ambient noise that is disrupting the experience? All of these work together to complete the experience for your guest.

We eventually caught on to the lesson offered even though we thought we were on a lunch break. The only time your setting should take a break is when access by your guests is not allowed. Unless your operation is closed, there is no break.

Your guests demand and deserve better than the perfect lunch.

What's your favorite?

"I only hope that we don't lose sight of one thing - that it was all started by a mouse." - Walter Elias Disney

A friend posed a question the other day regarding the Walt Disney World Resort. What one WDW ride do you have to go on every trip? I said it was Pirates of the Caribbean (POTC). And there was a story why.

I attended my first Disney Institute course in November 2009. We were in classes all day and had most evenings off to do as we please. One of the evenings I chose to go to the Magic Kingdom. I had been asked by my son to get a picture of one of the Cast Members, Aaron, who works at the Pirates League, a place where kids of all ages can get a pirate makeover. Costume, makeup, pirate name, pirate secrets, you name it, they do it. Aaron made such an impression on my then 9-year-old son that he wanted to pass along a friendly greeting.

I wondered if Aaron would remember us. I am sure he saw hundreds of kids and adults in the 4 months since we were there. I strolled up to the check-in counter this particular night and guess who was standing there? I told Aaron why I was there and he stepped aside so I could take his picture. We shook hands and I headed over to ride POTC.

As I exited the ride, Aaron was waiting for me at the top of the escalator. With him he had a treasure map and some beads. He told me to give them to my son. Now, this may seem like nothing to the casual observer. But to me and my son, it's as if we were given the winning lottery numbers. But because of that seemingly small gift (that map and those beads are probably a dime for two dozen) we are guests for life.

Do your customers remember you? When they are asked about the product or service you offer will they refer to you as their favorite?

I hear a train a comin'

No, it's not a freight train. I left off part of the word. It should read "I hear some training coming."

Most business recognize the value of training when it comes to new employees. There is a formalized process introducing them to the company, the industry or the culture of the business. Rarely does anyone start a new job and is on the front lines as soon as the ink is dry on the application. It may seem that way because the level of service you receive stinks. Poor service can be attributed to the person having a bad day. But, more likely than not, it's due to a lack of training. And ongoing training at that.

How often do you attend training? Think about your current job. When was the last time you participated in formalized training?

1. I was part of formalized training/orientation during the first week of my employment.
2. We have yearly training retreats to cover changes in our industry.
3. I am at the top of my job and have completed all of the training requirements necessary.
4. It was yesterday, the last time I worked.

The brownie point/gold star answer should be #4, last time you worked.

How about another definition of training? This goes to show you just how powerful training can be. This training cost an estimated $500 million dollars. Officially, it only lasted for 9 days. But the effects are still being felt today.

In meteorological terms, training refers to repeated areas of rain that move over the same region in a relatively short period of time. From September 15-23, 2009, some parts of metro Atlanta received over 21 inches of rain which resulted in some of the worst flooding in over 500 years. The above map shows you just how much rain fell during this time. If you look closely, there is an area of white that is on the west suburbs of Atlanta, just a few short miles from where we live. While our house and our possessions were not damaged, many were not so fortunate. Parts of our old neighborhood were completely submerged, houses included. 4 of the 5 ways I could use to get home were totally blocked. Roads were under 10 feet of water in some places. One school had water almost to the top of the roof.

You might think you have no responsibility when it comes to training. But it's not just a one-time thing. If you want to grow personally or you want your business to grow, you can't afford to ignore training as an important  part of your business plan.

While there are thousands of books, programs, articles and web sites to help you with training, some of the best training on the planet can be found at the Disney Institute. Your training doesn't have to be this formal. Just understand how impactful it can be.

How did you become a leader?

I am part of an online community that completes surveys in exchange for points. I can then use the points for stuff. Stuff like books, MP3 accessories, CDs, jewelry, etc.

A recent survey asked the question, "How did you become a leader?"

I had to think for a moment . . . and then select "N/A" as the answer. I wasn't ready for this survey. I thought I was. I've got a leadership position. I've even attended a professional development course on leadership. My walk isn't always consistent.

A complete stranger called me today to interview me about my experience with the Disney Institute, the professional training arm through which this course was offered. She was not affiliated with DI or with any of the Disney family. I was honored and delighted thrilled to answer her questions. But it also reminded me that there is still work to be done.

If you were posed with the same question, how would you answer it? Unless you are a sculpture or some other piece of art sitting lifeless in a museum, you have a leadership role whether you want it or not. By your actions or words, you are being watched. Someone is choosing to follow your example or they are determined to set a better one.

How did you become a leader?

Because it's what we SHOULD do

"It's not our fault, but it is our problem."

At the The Disney Institute, this axiom is taught as a foundation for the level of service that they offer to each guest and each Cast Member.

The perfect example came up recently with this statement in mind. A customer came in with a product that is normally non-refundable, without a receipt and pretty much expected a full refund. He didn't make up a wild story about why he had to return the product. He told us he needed the money in order to pay his light bill. Whether that was actually the case or not isn't the point. By company policy, we are under no obligation to refund this purchase. He didn't play by the rules to qualify for a refund.

Can you guess by now that I went ahead and gave him a refund? Yep. I sure did. I had other employees present and I could tell they were watching what I was doing but seemed to be more interested in WHY I did it.

Years ago, I had a job at a state university. Lots of rules, lots of procedures, lots of deadlines. In my non-supervisory role, it was my job to communicate the rules and deadlines to prospective students. Those over me had the authority to grant exceptions to the rules when necessary. And after every deadline, it was necessary. Why? Well it wasn't what we had to do. It became necessary because it was what we SHOULD do. In other words, it was the right thing to do given the individual circumstances.

Policies and procedures are in place in most organizations for a reason. They are there to maintain order and avoid chaos. I read on a friend's blog about an experience he had with his cellular telephone provider. He needed a temporary fix for a problem but they were unwilling to help him. Get it? They were not willing to offer a short term solution. Instead of being innovative and make an attempt to exceed the customer's expectations, they stood behind their policies, beat their chests and said, "We are right! You are wrong and we don't care about you!"

I am not advocating dumping all the rules and let chaos guide our decisions. It's not our fault that you can't pay your light/cell phone/water/grocery/mortgage. But it is our problem and we will do what we can to fix it. Because it's what we should do!

"It's kind of fun to do the impossible."

I put it in quotes for a reason. It's a quote from Walt Disney.

I recently participated in the Disney Approach to Leadership Excellence program at the Walt Disney World's Beach Club Resort. One of the facilitators of the program had a pin with this quote on it. The pin features a picture of a young Walt Disney with Tinkerbell attached to the front of the pin.

Mary Flynn, one of the program facilitators, relates the story of the pin as follows:

The pin has a rather simple story. It was designed by a teammate of Jeff's and mine...Mark Matheis. Mark created a Disney Institute tour entitled, "Inspiration - Through Walt's Eyes."
As part of that design work, Mark went ahead and submitted a design for an original pin, exclusive to that program. The pin I gave you is that pin..."It's fun to do the impossible."

The story I told that was related to it was that one day after delivering that program, Mark was walking through Epcot...and he was wearing that pin. A Guest noticed it and got very excited about it and wanted to know how to get one. Mark explained that it was not for sale anywhere.

Several days later, one of Mark's friends called him to let him know "they're talking about you" on a particular website or chat room. Mark "tuned in" and observed a tremendous flurry of enthusiastic pin collectors and traders all talking about this Disney Cast Member named Mark and the special pin he was wearing.



I proudly wear the pin every day I am working. It is already a great conversation piece. But it is also a reminder of the program and the level of excellence that is interwoven into every aspect of one of the most recognizable brands in the world of business.

Cannot vs. Can-DO

A few months ago I had the urge to put some of my thoughts on paper. This came about after returning from a trip to the Walt Disney World Resort in central Florida. Sure, I enjoyed the rides, and the music, and the food, and the shows. But it was something that a Cast Member said that really stuck with me. At the last moment, we decided we wanted to go out for dinner so I headed off to the concierge desk to check on available dining locations.

When I approached the desk, the Cast Member (CM) motioned me over to his station. I told him that we didn't have any plans for dinner and being late in the afternoon, I asked if he could help me with some last-minute reservations. He said, "Of course!" That's it. That's all he said that impressed me. He went on and found us an available seating at Chefs de France. But it was the attitude the CM had that struck me the most. It was an attitude of why-of-course-I-can-help-you-why-wouldn't-you-think-I-couldn't-help-you. Although he never said it, that was the message conveyed. At no time during the experience did I ever think the word "No" was going to come out of his mouth.

This got me thinking about customer service in general. Working in retail, we often come across people who make up elaborate stories in order to get their way. Sometimes customers who need to return a product will fabricate a wild story instead of just telling the truth. For whatever reason, they seem to be afraid to tell the truth. Why is that? Other than the obvious moral implications, have we in retail created an environment where customers expect an attitude of "cannot" rather than "can-do"? I believe we have. Customers are compelled to lie and cheat in order to get what they want.

So, what can we do?

We CAN offer customers a clean, inviting store neatly arranged as to provide a pleasant shopping experience.

We CAN turn a customer's unpleasant experience at another store into a delightful experience at our store so that customers will go out of their way to shop with us!

We CAN go out of our way to find the answer to a customer's question.

We CAN go out of our way to fill a customer's request at the best price in the shortest amount of time.

Because of mediocre (at best) service that is a common characteristic of most businesses, customers often expect a negative response when a customer service issue arises. I say, not any more. Not on my watch. We can DO it!