We are human beings with most of us hating change- or at the very least being uncomfortable with it.
Philosophically, as humans, we know that change is good for several reasons:

• It keeps us on our toes
• It forces us to be creative and resourceful and
• It inspires us

As business leaders, we know that change is good for all the above reasons plus it does a few more things for us:

• It helps to keep us ahead of the competition
• It can aid us in the quest for efficiency and effectiveness and
• It can prove to our customers that we are listening to them, especially if they are the ones requesting that we change

But the truth is…most of us, as customers, just don’t like it. If we have to deal with it, many of us prefer to do so on our own terms and according to our own time schedules. This is exactly why, as businesses, we should strive to be as consistent as we can when it comes to dealing with our customers.

Think about the recent public relations nightmare experienced by the Apple organization. Those who use Apple products are used to a consistent level of quality, operating, ease, and consistent, orderly customer service. When the new version of Apple’s iPhone arrived on the market, it had some inherent problems with reception due to the antenna placement. Cell phone owners were experiencing dropped calls leading to dissatisfaction with the product. When customers turned to the company for customer support, their complaints initially fell on deaf ears. This wasn’t something Apple customers were used to. Even Steve Jobs, the head of the Apple empire seemed to be sidestepping the issue. Not only did consumers experience issues with product consistency, they were also faced with a change in the way their complaints were being handled leading to negative press about the new product and the company.

The take-away for us as CEOs, managers, and supervisors is that consistency is king when it comes to satisfying our customers. Everything from our products and services to the way we handle even the smallest of customer complaints is critical for customer satisfaction.

As a consumer, how do you feel about change?

As a business leader, what do you do to ensure consistency throughout your organization?

Companies are the chains that link customers to the products or services they want or need. Consider that each department in a company is a link on the chain. Now think of the departments in your own organization and the number of times a customer may encounter someone working in that department. Thinking of your organization in this way can only drive home the point that your company, franchise, store, practice, or organization is only as strong as its weakest link.

I am often called in to organizations to consult on customer service. Many CEOs will ask me to analyze what’s going on in their customer service departments and suggest fixes for the most common complaints about that department – employees with surly attitudes, the inability to manage angry customers, employee disinterest in the customer to name a few. What I am always amazed to discover is that quite often the problems have started long before the customer even gets to the customer service department. The problem has occurred with the weak link in the chain – the department or departments that are operating according to their own set of standards and policies.  The customer service department is usually the last resort for the customer who couldn’t find satisfaction elsewhere in the organization. Customer service is usually the dumping ground for all the unmet expectations of the customer, who has tried their level best to guide themselves through your process using the chain you have provided for them.  The customer often arrives in the customer service department annoyed, frustrated, confused, or angry. They rarely arrive here happy and  singing the praises of your organization.

Knowing that this department is the last stop for many customers, why is it that so many organizations are unwilling to invest in the recognition, training, and support of the people who handle the less-than-happy customer?

Here are a few key things to think about as you plan for the next quarter/year:

• Spend time listening to your customer service department. They know which departments are the weak link in your chain. Most organizations have several weak links.
• Do a thorough audit of your inter-departmental policies.  Pay close attention to those policies that require help or support from other departments in the organization.
• Coach your managers to be collaborative. Too often, passive aggressive behavior and sabotage ruin organizations that allow this type of culture.
• Mystery shop or survey your customers on a regular basis. Ask your customers how well you  deliver on all aspects of your operations – from marketing to customer service!

Do you have a plan in place for auditing your “chain”?

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