NO MORE BS: QT and LHI – Let’s Talk Customer Service

Thank you!For a long time, I have deeply respected QuickTrip (QT).  Their customer service is of such outstanding quality; even when their fuel is more expensive, I still prefer shopping at QT.  The people go out of their way to help you have a fantastic customer experience.  I have never had a rude employee, a poor customer interaction, or left with an unresolved problem.  I struggle with a cane and neurological issues and have had doors held open for me; cashiers have brought me my change, always a good experience at QT.  Thank you!

On the other end of the spectrum, you have the Department of Motor Vehicles, and they are joined by Logistics Health Incorporated (LHI).  I have had my share of detestable customer service experiences; I am a customer service subject matter expert and have been regularly published on customer service topics.  When I rate LHI as competing for the DMV for the worst possible customer service provider, LHI might even have the DMV shaded!Angry Wet Chicken

16 April 2021 – I enter LHI at 5333 N 7th St, Phoenix location; I am 35-minutes early to a 1200 appointment.  On 25 March 2021, the Gov. of Arizona stopped enforcing mandatory masking.  As a person with a documented medical condition where I struggle to breathe enough volume per breath and cannot physically wear a mask, I did not wear a mask to this appointment.  I was rudely asked to wear a mask by the receptionist.  I showed her my Dr.’s note about having breathing problems where I cannot wear a mask.  The receptionist, after making considerable noise, canceled my appointment as a no-show.  Guess who is not going to be paid for my mileage to and from the facility.

I went to my car, called LHI Customer Service number 866-933-8387; the representative tried calling the facility.  After several hold sessions, she told me she would find me a provider who would work with me on the mask issue to complete the VA Contracted Compensation and Pension Appointment.  I never heard back from this representative.

Angry Wet Chicken 27-10 days later, I receive a call to reschedule an appointment spending more than 2 hours talking to the representative, who finally schedules me an appointment with another non-LHI provider in Phoenix for 10 May 2021.  I received a call from that provider confirming I have an appointment.  Yet, a bait and switch occurred, and my appointment was then rescheduled for the same provider, same LHI facility, and I attended this appointment.

0750, 10 May 2021 – I arrive early for the 0800 appointments.  The receptionist is belligerent when I walk through the door about me not being seen without a mask.  She further stipulated that since I can talk, I can wear a mask, and nothing I say will change that “medical opinion.”  She eventually tells me to call customer service and have them call her to relate treatment instructions.  She refused me a supervisor and then proceeded to make a bunch of calls, often holding her iPhone in one hand and the office phone in another.

While on the phone with Emily at LHI, at 33:35, into my call with the LHI customer service center, the Phoenix Police arrive.  The receptionist had called 911 and claimed, “I have a disruptive patient, who refuses to follow directions, is swearing, and throwing things, and refuses to leave the building.”  Officer Pacheco Badge #11039, Report # 21-725905, and his partner arrive, speak with the receptionist, who repeats her claim, then they talk to me.Apathy

I report I have not used swear words.  I have not thrown anything.  I have not been told to vacate the premises.  I have a medical condition that precludes me from wearing a mask, and I cannot physically wear a mask.  I show the officers my Dr.’s note to this effect.  The officer then turns to another patient who happened to have come in after me, and he confirms to the officer everything I said.  The worst language that the receptionist can truthfully claim that was used at her was “belligerent” and “snowflake.”  I will own the fact I called her belligerent and a snowflake.

Angry Grizzly BearThe officers go back to the receptionist, who two other people have now joined, names unknown, wearing scrubs presumably from the treatment rooms in the back.  They then make several calls.  Then one of the people asks if I can wear a mask but not over my nose.  I explain it is a breathing volume problem I have, and any mask hinders my volume of air per breath and makes breathing difficult.  The people behind the desk are seriously unhappy that my breathing problem does not have a name, a disease, or some identifying characteristic: the receptionist, the officers, and the people from the back return to a hushed conversation.  I am still on the phone with Emily and on hold while Emily is trying to contact the site.quote-mans-inhumanity

Finally, a decision is made, would I wear a face shield.  I claimed I have offered to wear a face shield twice and been told, face mask or nothing by the receptionist.  A nurse practitioner finally agrees if I wear a face shield, she will see me.  She then spent the next two hours complaining about me being an hour late to the appointment, her “very full schedule,” and how we had to “get this done quickly.”

Then, the nurse practitioner proceeds to lecture me twice about getting the vaccination for COVID-19 and how if I had the vaccination, they would be more comfortable with me not wearing a mask.  At no time, in the first or second interactions with the receptionist, did anyone ask me if I had received the vaccination.  I then finally left with a lecture about not being “anti-vax.” How she had no symptoms or post-injection problems, and how since I already have breathing problems, my comorbidity meant I should be seriously considering getting the vaccine.VA 3

I am not “Anti-Vax!”  I want my questions answered before I get the vaccine.  I want truthful information from peer-reviewed resources that I can reference and discuss with my primary care provider, neurologist, podiatrist, and other specialists who help me manage my health.  I want to know about drug interactions and the vaccine.  I need to know how this will affect diabetes because the experiences of Indians who are diabetic have been horrible!

I have no idea if the nurse practitioner did her job or just wasted my time.  What I do know is that LHI is about 100% useless in their customer service!  Failure to keep promises is the number one reason why trust is built or shattered.  Failure to carry through with what you promise is the second most common reason why trust is Bird of Preydestroyed in customer service.  Face-to-face providers need to be looking for solutions, not actively looking to inconvenience the customer.  100% of the medical profession IS customer service.  How the provider approaches the customer (patient) is the number one factor in how that patient will respond to treatment.

LHI, if you decide to respond, I will indeed include your response in a follow-on article.  However, at this moment, you have scored with the DMV as the worst possible example of customer service, and I hope you learn fast to care for the patient better!  I am fed up with your treatment, and change is mandatory; immediately!

© 2021 M. Dave Salisbury
All Rights Reserved
The images used herein were obtained in the public domain; this author holds no copyright to the images displayed.

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Man’s Inhumanity Towards Man: Shifting the Leadership and Customer Service Paradigm

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Recently, I was asked, “What does customer service mean to you?” The question continues to reverberate in my mind. Drawing upon several recent experiences, let’s discuss why customer service continues to be useless, debilitating, and demeaning. Finally, let’s imagine a way forward, a new paradigm for understanding the relationship between people as human beings, customers, and employees, who all deserve the best customer experience we, the professional customer-facers, can provide.

For the record, my wife considers the first example a genuine customer service success and remains a pleased customer. Since the first example concerns both of us, I see the customer service provided as a fail and will explain in greater detail below. According to my wife, this example is a win because of the treatment and ease of concluding her part in the customer service example. This separation of beliefs highlights another reason why voice-of-the-customer surveys (VoC) should not be a knowledge performance indicator (KPI) for service professionals. Service delivery is ambiguous, and as the disconnection between my wife and I represents, service value is in the eye of the beholder.

The first example begins with Amazon.com. The end user received their order for a product (the customer was served), which also contained two items not requested, not ordered, and not paid for (an additional hassle for the customer). The customer service department, at Amazon.com, was consulted and the agent informed the customer, “Since the cost to return the products did not justify shipping the products back to Amazon, the customer could keep the products” with Amazon’s blessing. This is not a good customer service experience for several reasons:

  1. The customer now has to dispose of new products not needed or wanted.
  2. The only justification for not returning the products was the cost, e.g. inconvenience, to Amazon.
  3. The underlying problem, receiving parts not requested, did not come with a solution that served the customer; nor, did the option to keep the parts improve the customer experience.

While the customer-facing agent was kind, considerate, and per the company guidelines acting in all good faith to the customer, in the interests of the company the customer was not served even though a solution was generated and the customer went away. Consider the person who was supposed to receive these parts. They will have to call and either receive a bill credit or the parts need to be shipped, thus delaying the other customer as well as not serving that customer by respecting their time, resources, and honoring the customer’s commitment to using the retailer Amazon.com. With both customers not being served, how can Amazon.com, or any business organization, dare refer to these customer interactions as “service.”

Regarding the next two examples, I am purposefully vague about the entities committing the customer “dis-service” at this moment, for a reason. I do not want distractions, e.g. reader bias, to interrupt or interfere with the focus upon the incidents by naming the organizations. The second example comes from an infamously poor government office that has a reputation for providing poor service to their customer base. The third example comes from a truly infamous retailer who is already struggling but generally has much better customer interactions. The second and third examples’ names will be provided later in this article.

While dealing with a large government entity, both in person and over the phone, three separate and divergent answers to the same problem were received over the period of five different opportunities to assist the customer. By stating this experience happened with a government entity, many people already are presuming the experience was bad. It was, and this is an acceptable and reasonable policy for bureaucrats to exemplify. I disagree most heartily that any government office can produce poor customer interactions and skate by blithely. Since all governments cannot operate without forced taxation, the government entity should be providing better, not worse, customer interactions than those found in the private sector and the need to hold the government to a higher standard is sorely lacking. More to the point, the original problem remains unresolved more than 15-days after the problem was promised a solution within 5-business days. What amazes me the most in this affair is the nonchalance, non-interest, and forthright noncommittal that government employees are allowed, nay encouraged, to get away with in customer interactions with those same taxpayers, who both need help and pay the taxes to keep the government employee employed.

Third, a recent example occurred during this now past holiday season; a customer approached a company representative for directions; the company representative did not have any pressing duties to occupy his/her time and can leave his/her assigned post to aid customers in improving the customer experience. I know this, as I checked with the manager and witnessed the customer service provider playing on a cell phone moments before being asked a question. The company representative gave a broad hand, and arm gestures yelled at the customer and appeared in all appearances to be inconvenienced by the customer’s request for directions. The company’s policy states the company representative is to walk the customer directly to their desired destination and await the customer’s pleasure to return to their original post as the only method to handle this type of service request. When this was brought to the manager’s attention, the manager acted shocked in front of the customer raising the complaint, and then took no action, as the additional action was deemed “not warranted” per the manager’s murmured comments to other employee’s in the vicinity. More to the point, the manager took the opportunity to bad mouth the customer raising the complaint and presented the complaint to other employees, who “snickered” at the language the manager used to describe those making complaints, while falsely thinking the customer who is raising the concerns was not paying attention.

Finally, a recent example from a major fast food franchise, while Burger King as a corporation should not be held accountable for the work the franchise performed, the customer service example remains priceless in showcasing the uselessness of serving the customer and the need for training customer interaction professionals. While using coupons, the customer became confused in the “legal print, ” and the order took longer to place and pay for than normal. The cashier at this point does three things: 1. Assumes the confused customer cannot hear; 2. Bad mouth the confused customer to the next three customers who were waiting patiently; and 3. Blames the customer for taking too long to order their food. Later, the cashier approached the confused customer, blamed the incident on him, offered a faux apology, and walked off muttering about stupid customers not understanding the reality of fast food restaurants.

In the third example, do not be distracted by the poor leadership being presented by the manager. Focus instead on the customer interactions: two different customer experiences, both deemed “acceptable customer service” by the powers that control the experiences. Neither customer was served nor was the problems solved. The first customer found a more helpful company representative who followed the company policy, and the second customer interaction with the manager only strengthened the customer’s resolve to continue to avoid the retailer. Two opportunities to grow a new relationship, enhance a new paradigm upon the customer, and promote goodwill and loyalty with the local customer base were missed. Customer interactions can and should be held to a higher standard, and the following defines my position that focusing solely on customer service is useless along with steps to improve.

Focusing solely on “serving the customer” is useless as all the customer receives is a meeting of their stated needs. In the third example, the customer received directions; thus, the customer’s need was met, and service was provided. In the first and second examples, the customer needed information and a plan of action to overcome the situation experienced. Even if the work resulted in the customer needing to take more action, the customer was “technically” served. In the fourth example, the confused customer received his food, was able to use a coupon, and was thus “served.” Is it apparent that merely serving the customer is useless?

The service to the customer, while technically meeting the customer’s needs, remains not just poor but pointless; all because the focus of the organization is honed to simply provide “service” or meet the customer’s stated need at the lowest cost, the fastest interaction, and the least amount of effort for the company and those employed to provide customer service. Sometimes all that is wanted by the customer is to resolve the problem quickly and efficiently and courteously and move forward with their lives. This is yet another reason why freedom is needed in customer interactions to serve as needed for each customer making contact. Customer facing professionals deserve better from their leadership than simply “providing service to customers.” Customer facing professionals need leadership, guidance, and freedom to develop the rapport necessary to shine their personal, professional pride into the customer interaction, all with the intent of not merely “serving a customer’s needs,” but providing opportunities for the customer to be motivated to brag about their unique customer experience.

In practice, the following steps should be the underlying governing principles to move from service to professional pride.

  1. No matter the method for customer interaction, make the time to show genuine interest in the customer. This will require making conversation, employing reflective listening techniques to ensure mutual understanding of the customer’s position, and representing the company with professional pride. For the customer-facing employees to show pride in the company the company leaders need to ensure the “What” and the “Why” is known to the employees’ so the employee can exemplify the “What” and the “Why” to customers. Leadership is key to communicating with a purpose and promoting the spirit of reflective listening in an organization. Make the connection of mutual understanding and most of the customer problems shrink in size.
    1. Active listening is good, but it doesn’t make the grade anymore.
    2. Reflective listening is all about making sure mutual understanding has been achieved.
    3. Mutual understanding provides one interaction resolution, goes beyond simple servicing needs, and displays the pride and professionalism of the company’s commitment to customer interactions.
    4. Reflective listening can be employed in voice, email, instant message, and face-to-face customer interactions and reflects an easily attained step up from only actively listening.
  2. Promote the customer experience by not differentiating between external and internal customers, treat them all as valuable customers deserving attention, focus, eye contact, and validation that their concern is justified and worthy of attention. Act in a manner that the customer deserves the best, and the spirit of customer interactions will infuse all the customers with a commonality of desire, hope, and professionalism. As a customer interaction professional, how much better do you offer superior interactions with customers when you, receive excellent customer interactions from the company you spend time representing?
  3. Remember to make the human connection in human interactions. Using reflective listening, focus on the clues, the body language, the tone of voice, and acknowledge these communication streams through competent action. For example, if the customer is perceived as stressed and is speaking in a clipped and hurried manner, respond kindly, but through accurate and speedy action acknowledging the customer’s stress and meeting the customer’s need by respecting their time. Human interactions are improved through human connections that reflect respect and that embody this principle in every human interaction, and the customer-facing employee becomes a customer’s hero. Using the information above, are we not all customer-facing employees; yes, we certainly are!
  4. Freedom to think and act in the interest of the customer, based upon sound critical thinking skills, is exemplified at the time of the interaction without second-guessing after the interaction. This happens more often in call centers, but every customer-facing employee has had this occur to them. At the moment, the decision appeared the best course of action, but after the interaction/interference of a manager or a quality assurance (QA) employee has second-guessed and provided “advice” that does not provide value to future customer interactions, doubt is planted removing confidence in acting appropriately in the future. Does this mean allowing poor judgment to survive? Absolutely not; it does mean that the “advice” needs to model and reflect value for future decisions, not cast aspersions upon the previous decisions.
  5. SMART Training. Everyone knows the axiom for SMART Goals; training should also embody the principles of and reflect SMART, “Specific, Measurable, Applicable, Realistic, and Timely.” If the training does not meet SMART levels, the training is not valuable to the persons receiving the training. Make the training SMART, and the potential for improving professionalism in customer interactions grows exponentially.
  6. Never stop learning, never stop reaching, and never stop growing. How often does training cease for employees after the new hire training concludes? How is a new employee supposed to meet the demands of a constantly changing customer population without ongoing training? More specifically, should managers, team leaders, directors, VP’s, and the C-Level leaders also continue to learn and receive training in their positions, roles, and company? If the front-line customer-facing employees need constant refresher training, then every customer-facing employee needs constant refresher training that meets the SMART training guidelines and provides value to the individual using that training.
  7. Stop wasting resources on unproductive goals, e.g., serving customers with excellence. Serving customers, even with “excellence,” remains a useless and wasteful activity; eradicate the term “customer service” from the company vernacular and memory. Begin by realizing the opportunity provided in customer interactions to grow the business, supporting customer interactions through reflective listening where mutual understanding is the goal, and by acting upon the mutual understanding achieved.

We, the professional customer-facing providers, can and should be able to onboard these principles and lead the eradication efforts to remove customer service from our focus and professional labels. The importance of not serving the customer, but elevating the customer interaction, cannot be understated. The customer experience needs to be elevated with reflective listening and prompt action to mutual understanding and a sense of mutual growth as partners in using the company’s products and services. The customer is too important to continue to waste resources only to serve. Make the opportunity to deliver and elevate, and the bottom-line will take care of itself abundantly. The organization in the second example is the Department of Veteran Affairs. The organization in the third example is Target.

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© 2017 M. Dave Salisbury
All Rights Reserved – Image Copyrights used under Fair Use and are not included in the authors copyrighted materials.  AZ Quotes retains image copyrights.

A Poor Customer Service Example: How NOT To Treat Your Customers

I experienced a wretched example of a series of poor customer service incidents from an organization I trusted, honored, respected, and invested time and money that will forever leave a scar from their betrayal, their false accusations, their belittlement, and their deception. This example is the ultimate prototype of poor customer service. I am not the only person to suffer at their hands.

Almost from the beginning of more than 10-year association as a customer with this organization and having worked with this organization in several different capacities in multiple states, I have had to fight for the most elementary customer service. Poor service representatives, leaders, directors, and managers evaded their responsibilities by refusing to answer questions, by not performing critical timely actions that were detrimental to accomplishing needful procedures, by not engaging in proactive communication, and by causing additional expense because of their negligence. Sometimes resolutions would be forthcoming, but most of the time the struggle was unending and their lack of responsibility and proper engagement have cost my family needless, excessive money.

The events occurring in June of this year (2015) began a personal exodus from this organization. My support team changed from one group of disinterested people to a new group of disinterested people. I use the word “disinterested” because I initiated all the contacts to these support personnel since I was not hearing from them and was not able to ascertain critical timely information they were to provide to me or perform necessary procedures only they could perform. Proactive customer communication is their only job. Their only job is building customer relations, supporting customers in long-term relationships, and building the brand with loyal customers. Their only mission is customer contact, proactive, engaged, value added, customer contact, and not performing their jobs is customer service suicide. Good customer service representatives find reasons to contact the customer and check-in, check up, and set expectations for the next contact. In our current day, email and Instant Messaging have added less time intrusive communication tools than the phone. Successful customer service employs the customer’s desired mode of communication so the customer may communicate on their preferred time and using their preferred method. When I did hear from my previous or current support teams, they disregarded my preferences and held me responsible for their errors. This is customer service suicide.

In July, the organization initiated a minor change to my account that forced massive revisions to my account. No proactive communication occurred; all reactive responses, similar to a “knee-jerk,” happened after I initiated communication asking for an explanation and assistance. From the middle to the end of July, these “knee-jerk” auto-responses of simple platitudes and organizationally mandated verbiage continued. I hoped a manager would see the mounting customer frustration, proactively audit the account, and passionately take-charge and communicate with the customer. This could have been an opportunity to stop the customer service suicide, rectify a situation, and begin building trust in the organization again. This did not happen and an opportunity was lost due to personal managerially driven choices.

In August, managers, finally, became involved beginning with praising team members for handling difficult clients like me. All my communications, professionally written, occurred in email fashion and are available for perusal. In addition, this month (September 2015), I initiated contacting directors, leaders who are vested in the health of the organization. Not once did they respond. The organization does have a group specializing in dispute management. When I contacted Dispute Management the first time, I deliberately discussed the possibility of finding solutions without pursuing an official charge. I simply wanted to resolve these core customer service issues. However, nothing resulted, no responses, no opening in the organizational communication chains, only silence; more customer service suicide.

In September, outside agencies contacted me soliciting for money still in dispute with the organization because of the events that occurred on my account in June and July. I called the office handling dispute management and was sent the proper email form to fill out. I listed in an email my concerns, which were ten individual points and problems that created the current issue. After eight successive email messages restating, re-explaining, and re-detailing my position, the end communication from the organization comes: “Thank you for contacting our department. We find you as the customer was not diligent enough in proactively communicating, and we will hold training for the issues discussed. Your situation is now concluded.” When did I receive the information and service requested? Where is the remuneration for the organization driven costs to third parties I now have to pay? Where is a sincere apology, followed with an action plan, to prevent this situation from happening again? Yet, the dispute team has concluded their investigation, found the customer was to blame, and have closed the case. Customer service suicide is not descriptive enough when an organization blames the customer for the problem, in writing, and acts with such impunity.

This entire story illustrates customer service suicide. Leadership driven suicide occurred from managerial loyalty to those who can secure their positions, rather than loyalty to securing a successful customer service resolution. Discontinuity suicide comes from having one customer facing department following one set of guidelines, processes, and procedures, whilst another customer facing department follows a different set of rules, guidelines, processes, and procedures, and a third customer facing department follows a completely different set of rules, processes, procedures, and guidelines.

From a plethora of organizational evidence, the organization knows they have these problems, is aware of potential solutions to these problems, provides lip service to fixing the problems, but has no plan, no leader, and no organizational will to change. Although the organization makes every other change imaginable, based on the current “flavor of the month” quick-fix antidote, the business is committing inertia suicide. From all evidence, without appropriate intervention, this organization will eventually implode. The time has come to end this relationship worth more than a $100,000 USD, a lost goal, a failed relationship, and an unfathomable amount of work hours that will never come to fruition. Our time together has come to an abrupt and pitiable end. I will not laugh as this organization slides into the wastes of infamy. I will weep for you because you pioneered something special and then betrayed your legacy, thwarted all attempts to change, and sacrificed yourself in such a contemptible manner. I would like to wish you well; in fact, I wish you nothing.

© 2015 M. Dave Salisbury

All Rights Reserved