Make Your Company What You Want it to Be

Let’s take a look at the step-by-step process that your company can take to make it what you want it to be. By following these steps, in order, you’ll see a change in the way your company does business and the way your employees will treat your customers.

Step One: Survey Your Customers

I usually suggest a Web-based anonymous survey with no more than twenty-five questions. The questions should be multiple choice and sent to every customer if possible. If that is not possible, you should attempt to contact a substantial sample of your customer base. Make sure you get input from your employees. Remember what your objective is here. It is to get information from your customers as to ways in which you can improve. We’re not suggesting that you play pollster; the objective is information. You can’t help but learn more about what your customers are thinking. The best companies are not afraid to find out what their customers are thinking. The mediocre won’t touch this.

Step Two: Prepare to Do What Your Customers Want

Asking your customers what they want, and then doing nothing, is a complete waste of time. It does no good at all. When you learn that your customers desire changes, make them! Don’t be defensive, and never take the “This is the way we have always done it” stance.

Step Three: Conduct a Small Focus Group to Validate Proposed Changes

When conducting the Web-based survey, ask your customers whether any of them would be willing to participate in a small focus group session. Then, ask them either to contact you or to identify themselves on the survey. Identify a cross-section of your customers and bring them together to share what you learned on the survey, get their comments, and discuss what you intend to do as a result. Your role in these group sessions is to listen and take notes. Often it is prudent to bring in a facilitator for these sessions who can keep the process moving. This will allow company representatives to observe rather than to participate. This can be one of the most effective learning opportunities for companies that want to really know what their customers are thinking.

Step Four: Develop Your Company Credo

This step comes directly from the Ritz-Carlton model of service. It is the first step toward changing the culture in any organization. It is simple but powerful. It involves crystallizing a “statement of service” that becomes the foundation of everything your company does. Without it, it is impossible to know what your company is all about. With it, a culture can be achieved that will permeate throughout the organization to customers. The Ritz-Carlton credo supports its motto, which says it all: “We are Ladies and Gentlemen serving Ladies and Gentlemen.” (The complete Ritz-Carlton model can be reviewed on the website at www.ritzcarlton.com under the “Gold Standard” link.) It is imperative that the credo be based upon input from employees to ensure that they take ownership of the fundamental principles and values of the company. The credo expresses the corporate culture of the organization; the motto succinctly summarizes the credo. It should be simple enough to be easily remembered, strategically imprinted so as to be top-of-mind, and so that its importance throughout the organization can be emphasized.

Step Five: Talk About Customer Service Every Day

Once again, The Ritz-Carlton provides a model for the implementation of keeping a service culture alive via its “lineup.” Through this brief process every day, each employee reviews the motto, credo, and basics of the organization, as well as what is happening that particular day. There is absolutely no way, over time, that this culture will not be engrained in this manner. It will be impossible for anything else to push it out of the way, but it must be discussed frequently and regularly.

Step Six: Review Customer Objectives Regularly

FedEx sets a good example of the way this works. Its objective is simple. It works for 100 percent success in overnight package delivery. That is its mission, its goal. It doesn’t ever make it, but the relentless pursuit of perfection results in success. Each employee can inquire as to how well the company did the night before toward reaching its goal. This is important: keeping employees informed as to the company’s success.

Step Seven: Let the Culture Find Its Place

Too many leaders try to “force-feed” cultural changes in their organization, reverting to the “fad of the day” without giving their efforts time to grow. A change in corporate culture will take some time. Some results will be observed quickly, but the complete process will really develop as new people come into the organization. To them, what is happening is not a change; it is what “is.” To existing employees, however, this may be viewed as change. Some will resist the change. It is human nature and should be expected. That said, those who resist the change for too long should be weeded out and should be replaced with those who buy into the changing culture. Once the new culture is established, you’ll find your company naturally attracting the type of employee you desire. Again, this is a universal law; it will happen.

Step Eight: Put It Out There for People to See

Once your standards are in place, put them out where people can see them. Posters, prints, coffee mugs, whatever; make sure you let your employees and customers know that these standards are important to your company and that you accept the challenge that letting others see them offers. I mentioned one of my clients that has every person in the company have a signature line on their correspondence that includes one of the customer service promises (e.g., “If you see it is broken, fix it.”). That way, each communication restates one of the company’s principles.

Also make sure that your values, principles, and commitments are clearly stated on your website. This is the front door for prospects, customers, and potential employees. It should be the billboard for what your company believes and what separates you from the rest. I recently watched with interest an interview with an employee of St. Jude at the FedEx St. Jude Children’s Research Golf Classic. This is an annual PGA event played in Memphis and benefiting St. Jude. The employee was discussing the importance of the donations the PGA makes and mentioned in passing the work done at St. Jude and used the phrase “saving children’s lives.” You’ll find this reference all over the walls and literature at St. Jude.

Step Nine: Make Your Motto, Credo, Promise, and Basics Part of Your Employees’ Uniform

I have observed the impact of having all employees carry some form of note or card, reminding them of what their mission and service commitments are, in their purse or wallet. Bruce Seigel at The Ritz-Carlton carries his in his wallet with his money to be reminded each time he spends money what is behind his ability to make money. Others have the information made into desktop reminders. However it is done, your corporate commitments should be “in your employees’ faces” all day.

Step Ten: Practice Kindness in Every Transaction, Every Contact

This ingredient will change companies, attract better employees, and attract better customers. But it takes work. Anything other than kindness among employees and customers should not be tolerated. It is free; it costs nothing to bring to your company. It consists of small, barely noticeable actions and has the power to completely revolutionize the culture of the largest company. It has been scientifically proven that kindness makes people feel better and that it is good for their immune systems. It makes them healthier.