When I contemplated this series, I had no preconceived notions. I did not expect a moment of managerial clarity or some magical phrase which would change the philosophy of how managers manage. I just wanted to ask some questions to some people I see everyday at the coffee shop. They are all employees. They are all baristas with very interesting personalities and backgrounds. There is one manager and about ten plus employees. I see the owner every so often and we exchange salutatory pleasantries. Two of our children went to the same pre-school. She is an entrepreneur and so am I. I like the business culture she has created. And she has quite the team. So here we go.
Tia is the manager. She has worked with the owner for about seven years. Her background is in fast food service and she applies those years of knowledge into the speed and efficiency of the coffee shop. The nuance she also brings is an awareness of customer service. I asked her a couple of questions as they pertain specifically to just that. I asked “What is important to a service oriented business?” She stated some very obvious and expected remarks such as “customer service is the key”, “happy customers come back” and “the customer pays my paycheck”. I must say the last statement almost made me mist and tear up. She hit a proverbial nail.
The next question was where my bigger interest lay. “So how do you manage those expectations?” Her first statement was very honest and humbling; “lot’s of trial and error.” Think about the scale of that answer. Think of all the follow-up questions which could follow. I did not ask them. I told her she would only have two questions. I plan on keeping these conversations very simple. She did offer some follow up on her own. A couple of things come immediately to the forefront. She stated “We always try to come into the store and look at the store as (a) customer. Looking at the store as customer allows us to see and then provide customer service from their sight.” Not bad. I believe some organizations get used to the same door and the same counter and the same backroom. They miss the opportunity to walk in like it was their first time.
She also said “My management method may be different than others. Personally, peer management is my way. Modeling best practices is my main way of training and managing.” Again, I like it. Some of the best leaders I have met, worked with and researched have believed fervently, lead from the front.
The last remark I will note was “You have to read your customer. Most of what I do is role-modeling. But I also explain differences in working with customers and being flexible. Every customer is different and we try to go with the flow with what the customer is doing or saying.” Paying attention to the customer and mirroring. Wow, what a concept. If only other organizations would work this improvisational customer service model. I wrote a book speaking about this methodology with working with your team. It was nice to hear that is common sense for some.
What did we learn? Your take-away is for you alone. It may be shared by others. Here is mine – the customer pays the bills and paychecks. Therefore, it pays for the business to embrace and pay attention to the customer. Even the one who may drive you nuts. You must remember, even the most pain-in-the-bum customer still decided to come to you. Stanley Marcus (of Neiman Marcus) once said something like ” The customer is not always right, but they are still the customer.” Interesting, eh?