One of my favorite harping points about the business world I inhabit is the question about quality, and about customer service. Well, OK, make that two of my favorite harping points; there are others. But that's not important right now. What I want to talk about is customer service ...
Via the indirect idea that treating your employees as you treat your customers can be a very good idea. Depending upon whom you talk to, it can be the secret to success. Hence the title to this post: Employees are important to your success.
I caught this post on a blog I subscribe to. She doesn't post often enough, but the quality is good. Here's the "money" quote from the article.
If you're trying to create remarkable relationships with your organization's customers and you don't create them first with your employees, your gig doesn't stand a chance.
Frankly, I am amazed this is a novel idea, at all. Businesses (well, mine is, anyway) are scrambling around trying to figure out how to give their customers that certain "wow" experience, but haven't yet figured out that everything starts at the top. Let me explain.
Creating an environment (actually, it's a
culture) in which customers are valued and treated like the friends and benefactors they are is the (not so secret) wet dream of literally every CEO on the planet. Well,
the smart ones are thinking this way. What also amazes me (yeah, I'm still able to be surprised, now and then) is that many heads of companies don't think they owe the same excellent treatment to their employees.
If you're a CEO (or other capital "O" in a large corporation), chances are you rarely, if ever, interact directly with your company's customers. Honestly, you have better things to be doing. Instead you rely on your employees, the non-"O"s that pick up the phone or stand behind the counter. But listen to this: you don't even get to interact with the direct, front-line employees, yourself. Yet you want to instill in everyone the notion that customers are important. Having the annual "all employee meeting" in the local sports arena, while valuable, won't quite cut it in the long run.
So, what should the CEO do? Remember I said that everything starts at the top. You're the big boss, and you have a killer idea, so how do you get that idea out? You have a meeting with your direct reports, who meet with theirs, who meet with theirs, etc. Of course this works if you have a new widget idea. It tends to break down when you're trying to change the culture, unless you actually adopt a new culture with your leadership team. I think this is harder to do in a way that gets filtered down to the lower levels.
So, what should the CEO do? I have some suggestions, and they're not even hard to understand. They may be hard to implement, but this is because of human nature. We can't change human nature, but with consistently applied training we can
teach humans a new way to act. First, we lead by example. Yes, this does mean the CEO needs to treat his direct reports--the leadership team--the way he wants his company's customers to be treated. With respect, fairly, rationally, evenly,
reasonably. We've heard the customer is always right; they rarely are. But if we're reasonable with our customers, most of them will be reasonable right back. Most.
The company must have open and straightforward policies toward their customers. In many industries, the trust the consumer has of the company is very important. So being straight about what you're about and how you will treat your customers is essential. I've heard this called
transparency. Nothing hidden, nothing obscured. Everything clearly laid out and stated.
The company must be accountable to their customers. That means they do what they say, and always do their best to follow through. We're humans and we can make mistakes, so things will get missed, but this then is the second aspect of
accountability: we acknowledge the mistake, apologize for it, then make it right. No excuses.
I've already mentioned fairness and respect, but really these are aspects of the final requirement: treat us as human beings. We could say this a variety of ways, but I like
human treatment the best. Let's simply acknowledge that we're all real people; not numbers; not statistics. And more importantly, we're not the problem to be avoided, we're the reason for being. We're customers, and without us you wouldn't have much to do.
So far all this has focused on customer relationships, and those are neither news nor why I'm writing this. I'm inspired to write because, surprisingly, no one seems to think that if the company treated its employees with the same tenets of fairness (human treatment), accountability, and transparency, that the employees would be inspired to do the same for their customers. Too easy to understand, but old habits are hard to change.
Most employees' experiences with their own company revolve around the areas of human resources, and their own local manager. Maybe in a small company you get to know the big boss, but in a large company it's embodied in how people are hired, fired, and the policies around how they're to be treated (HR) and in management--the person who gives you your performance review. Of course, that person also has a manager, and they also deal with HR. And this is a key idea.
My proposal is to have the company come clean with their employees. Go completely above board and treat everyone in such a fair, open way, and with respect and human consideration, that they feel good about working at your company. They feel a part of "the family" as it were, and as such they'll be much more likely to take a personal interest in having their customers feel the same way. When we're good people working in a good company, we have no qualms about letting others know this.
Nowhere does this require paying employees more money (though
fair pay is essential), nor does it require giving away the store (that would not be reasonable). It does require good working conditions, consideration for the fact that we're all humans with lives outside work (I think this is a really big reason for the executive-to-regular employee disconnect--executives are company drones: they have no lives), and it requires being open and honest when business needs drive unpopular changes. I have an example of this.
Several years ago my company implemented a change in the company paid leave policy. They did away with conventional sick leave, and combined sick leave and vacation into "your time." Yeah, you need to take a day off? It's "your time." Sick--same thing. The HR people sold this to the rank and file, saying "see, you're going to get extra vacation days each year!" when in fact for most of us who
do get sick occasionally, this amounted to a loss of time off. Only the young, who can still burn their candles at both ends, thought it was a good idea.
Anyway, the worst thing they did was lie to us. And by they, I mean the company: executives, HR--everyone. (See, this is exactly how not treating employees right can create an adversarial situation. One that can most easily translate to the customer.) How they lied was in telling us that they didn't know how much money it was going to save the company. That's just plain stupid, on several counts, not the least of which are 1) what idiot would make such a large policy change without knowing the economic impact, 2) what idiot would approve a major change that would cost the company
more, and 3) what idiot would think that we (the employees) are
that stupid as to believe what you're saying. I'm not a CEO, but that's not because I'm not smart. For pete's sake, if a lowly IT architect can see the stupidity, what are the chances that most others will, too.
OK, long story. Don't lie to your employees. Don't hide the truth. Don't capitalize on or take advantage of their ignorance. Fix it--educate them. Be open and honest. If you're doing something underhanded, well then, you'll only get what you deserve. But if you're really trying to do the right thing (and this is only what you would have your customers believe), then being honest and treating your employees with the respect they deserve just has to be good for business.
I have other anecdotes that describe high-level corporate policies that are in direct contravention of the "we want our customers to feel we're good to do business with" idea. I have to paraphrase to protect the culpable, but suffice it to say, my company hasn't yet figured out that if you treat your employees the way you want your customers treated, they'll get it and start actually treating your customers right. And, let me finish by saying:
And not before then.