Succeeding at implementing a differentiated service experience requires many different facets be in place. It fundamentally is a change in the culture, however. One aspect of successfully succeeding in implementing a service culture is ensuring that you have the right people in place and recognize, reinforce and reward the desired behavior.
Jack Welch identified one key group of employees who are poison to any organization, but especially toxic to an organization that wants to be known for delivering great service. He identifies these employees as ‘disrupters’ in his book Winning. “These are individuals who cause trouble for sport – inciting opposition to management for a variety of reasons – most of them petty. Usually these people have good performance – that’s their cover – and so they are endured or appeased … get them out of the way of people trying to do their jobs. They’re poison.”
Do you have any employees working in your organization who hit the numbers and yet are not service-oriented? These employees can be toxic to your organization and thwart your ultimate objective of being known as a service-oriented organization.
