What “Going the Extra Mile” means in Customer Service: A Call Center Labyrinth

cropped-snow-leopard.jpgI met a unique call center representative, who when asked by management to “go the extra mile for the customer,” remarked, “I go the extra mile for the customer by simply answering the phone.”  Recently, “going the extra mile” has resurfaced as a customer service topic, and I think we need some parameters for understanding the term to really appreciate what it means to “go the extra mile.”

The saying, “go the extra mile,” has origins in the beatitudes as discussed in the New Testament, which includes a discourse on when asked to walk a mile with a person, go with them two.  Obviously, the customer service representative, especially in a call center, cannot walk with the customer two miles.  Thus, what exactly and specifically is intended when management wants the representative to “go the extra mile?”  Think about this for a moment.  In a metrics measured call center, does the representative have the time to engage the customer in idle chit-chat and remain productive per the parameters?  Is the representative expected to perform an account analysis for the customer while answering the customer’s questions and extend the call to ensure each customer is taking the fullest advantage of the available products and services offered?

In a related question, what organizational policies are prohibiting, interfering, or downright anathema to the agent “going the extra mile?”  As an agent, I worked in a call center with this exact problem; the company instructed agents “go the extra mile” for every customer, but then discouraged agents with policies, procedures, and back office personnel whose sole purpose, it seemed to the front-line agents, was to always say no before yes.  When these issues were brought to the attention of the business leaders, the solution was to add more bureaucracy and another person to the back office, which further complicated delivering upon the customer service commitment.

Raising the first point for “going the extra mile” organizational support for delivering a higher level of customer service.  If the front-line agents are being asked to “go the extra mile,” the entire organization already needs to be delivering a higher level of support to the front-line agents.  Business leaders, “going the extra mile,” begins with you exemplifying the “go the extra mile” attitude.  Then, get into the “how” of work performance including the logic of processes and procedures, the reasons “why” business is done in the manner and style of your organization, and smooth the transitions between the front and back office.  The best approach for this is to take each business process from origination in customer service and walk it through every whistle stop in your business to completion, and at every stop asking “why.”  I guarantee you will find ways and means to improve the process every single time.Kindness Quote

Second, when someone is asked to “go the extra mile,” it is human nature for that person to ask or think, “What is in it for me?”  If there is no discernable value in “going the extra mile,” the person asked to put forth more effort could become hostile, depressed, and/or simply put less quality into the action wasting potential and defeating the purpose of “going the extra mile.”  There will always be a psychological value aspect to this discussion.  As a business leader looking to deliver a higher level of quality service, are you prepared to reward agents for “going the extra mile?”

Third, be specific, detailed, and precise in communicating what is meant by “going the extra mile.”  My unique colleague has a point.  If the agent considers answering the phone “going the extra mile,” how will you as the business leader address the need to act differently?  Some might think my colleague was flippant in answering as he did, but the callers at this time were more hostile than normal, technology was changing and customers were experiencing more problems than normal with the services provided, and due to employee churn, all the agents were being asked to work longer hours.  It takes real courage in these difficult circumstances just to answer the phone, let alone resolve customer problems; forget “going the extra mile!”  As a business leader, are you fully cognizant of the issues in the front office?  When asking for an agent to “go the extra mile,” have you specifically defined what this means, detailing actions that fit the description, and do you know it is possible for others to accomplish?

Speaking of accomplishing an action, on the day I was hired as a call center agent, the call center had a six-month backlog of work in the back office, meaning six months prior to my date of hire a customer had requested a bill credit or some other change, and the issue remained open on my date of hire.  After 60+ hour weeks, for three months, the backlog had been reduced to 45-days, and this was considered acceptable by the business leaders.  Thus, the front-line agents had to be prepared to explain why it would take a minimum of one and a half billing cycles for the change to become visible to the customer and encourage the customer to continue to make the payments as shown on the bill to keep from suffering any adverse consequences.  Being possible to accomplish requires business leaders to know what is happening in the front-office and the back-office simultaneously and understand from the customer’s point of view the “why” behind business processes.

Fourth, training as an ongoing, regular, and value-added action is necessary.  Too often training is considered “one and done,” and then annual compliance training is required that everyone suffers through.  If this is the attitude of training in your call center and the training is not value-added, as in “is the training useful immediately” and the value apparent, there is a failure in training, a failure in leadership, and the failure is visible to customers.

The Extra Mile Just Ahead Green Road Sign Over Dramatic Clouds and Sky.I worked as an agent for a great call center that believed in ongoing training at the team level where front-line managers held daily training and the trainers held monthly refresher and targeted performance training.  The problem was that no one measured the training for value, and the agents began to see the time off the phone for training as an exercise in futility.  Value-added is a critical component of ongoing training and begins with asking where are you, as an agent, struggling?  Value-added training ends with an agent overcoming that specific struggle and growing to find another struggle and knowing that training is there to aid them in finding a solution to the new struggle.  Build value-added training as an ongoing conversation, which will be visible to the customer, and the agent is prepared to make the opportunity to “go the extra mile.”

Is the difference clear?  Be specific, clear, and concise when directing “going the extra mile,” and agents will begin testing the waters for organizational support based upon their current levels of knowledge.  Agents will want to make opportunities to “go the extra mile” when they are properly trained and are confident in the training to help them meet the customer’s request and desires.  Agents will make opportunities to “go the extra mile” for customers when they are confident that the business stands behind them in processing, in a timely manner, the agent’s requests made on behalf of that customer.  Agents will make opportunities to “go the extra mile” when their leaders are exemplifying “going the extra mile” for internal customers.Extra Mile  Agents will create opportunities to “go the extra mile” when there is value to them personally for the extra effort and when “going the extra mile” does not harm their scores in a metric based call center.  Finally, agents will create opportunities to “go the extra mile” when they know specifically what “go the extra mile” entails; remember, amorphous feel-good lines do not clear instructions make.

© 2018 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.


Leading the Call Center: Flavor of the Month Philosophies

Chinese CrisisHaving just completed a project that saw me leading a team in a call center, I want to make something clear; quick fixes and flavor of the month philosophies do not work.  I cannot stress this enough; yet, the practice continues to the detriment of call center employees and the organizations served by call centers.  Flavor of the month philosophies is the latest bestseller to fix the problems in business.  We have all seen these programs including, FISH, WAIT, Strengths Quest, and so much more.  These ideas are good ideas, and they possess value, but when changed monthly, these programs, never do more than briefly mark the surface intellect of the call center.  I am not disparaging these ideas in the least; let me elaborate as to why the flavor of the month idea fails.

The project previously mentioned when concluded saw the call center director very much converted to a program of definite value in and using one’s strengths entitled Strengths Quest as presented by Clifton, Anderson, and Schreiner (2006).  The culture of strength promotes unity, and by extension, organizational power, when combined intellectually, becomes the corporate culture.  Integration in business, especially in call center operations, remains crucial to bottom-line health.  The call center director invested a lot of organizational resources to capture everyone’s strengths, publish these advantages, and use this information to measure the call center.  The problem was the staff has no idea why they are investing company time in completing the “Clifton Strength’s FinderÒ (CSF),” and many completed this assignment while taking calls and distracted.  How verifiable is the data if the attention of the person completing the task is diverted?

My assignment, as a call center supervisor, included gauging the employees in the call center about their strengths.  Of the 10-employees in the call center, two had forgotten and blatantly said they do not care.  Three expressed a desire to retake the CSF to more fully focus on the task instead of completing it between calls.  Four employees asked why and what is the purpose of taking the CSF.  Finally, all the employees, when asked how they use the CSF data in their daily actions, expressed the same answer, I do not know.

Let’s be clear; there is nothing wrong with the latest flavor of the month programs to improve an organization, provided the leaders understand change, embrace change, train and teach “the what” and “the why,” and then remain committed long after the excitement over the bright new object fades.  I had the misfortune of working in a call center where the entire corporate culture was expected to change with every fresh flavor of leadership, and the organization is a mental mess.  What is a leader to do when each new flavor-of-the-month is presented as a potential fix for organizational dilemmas?  I suggest the following as a launching point for corporate discovery and leadership support.

  • If the organization is going to invest resources in a particular program, do not change for a set period, which includes pre- and post- measurement and evaluation. If the organization does not know where they start, they can never know what happened or where to go in the future.blue-money-burning
  • Organizational change must be more than surface polish or potential money (Blue Money) is lost, never to be recovered. Organizational change needs to fundamentally affect the organization and be allowed to produce measured results.  Does this mean that if something is not working, we keep at it?  No!  It means to provide sufficient time and measurement to gauge the application and the organizational change.  Many times beta-testing the proposed change can identify the processes, procedures, and other trouble points to be mindful of, or correct in beta-testing, to ensure full organizational change may occur with a higher chance for success.
  • Get everyone involved, enthused, and a willing advocate for the change. Getting everyone involved is not producing marketing materials and desk references.  Getting everyone involved requires explaining why and detailing what in the organizational change.  Getting everyone involved means there will be feedback, pushback, and rebellion.  Expect pushback, but never allow pushback to derail reform.  Pushback is a healthy activity that provides essential opportunities for the leader to explore solutions, answer questions, and evaluate the results.
  • Teach and train; train and teach. Learning should be a constant and desirable outcome of organizational change.  Teaching is not training, training is not teaching; but, both are critical skills needed for leaders and learners.  Teaching is helping someone else acquire knowledge.  Training is teaching a behavior or ability.  Teaching is usually one-way communication using measurement tools, e.g., tests to gauge knowledge learned and retained.  Training should be two-directional communication, is completed through experience in closely monitored environments, and includes 360-degree feedback to improve the training environment.  Never allow teaching and training to become the same confused term; while the words are closely related, they are not the same action.
  • When was the last time you discussed what you are reading with front-line employees? When was the last time you engaged a front-line worker about what they are reading, thinking, and ask for suggestions to improve?  When was the last time you asked to be trained on a process, procedure, or organizational action by those who do it all day?  If recently, did you ask why, a lot?  I promise you will be surprised when you have these conversations, especially since they open up opportunities to explain and expound, learn, change, adapt, and engage with those you lead.
  • Organizational change requires enthusiasm from all parties to begin to engage and deepen the shift from surface polish to fundamental culture adaptation. Enthusiasm takes many shapes, sizes, and colors, including the loyal opposition of followers, opinions, and feedback.  The leader must exemplify and honor, or support, the enthusiasm around them as a tool for succeeding in changing the organization.
  • Clarify intentions. Clarify processes.  Clarify procedures.  Clarify by asking follow-up questions and reflectively listen to obtain mutual understanding.  Clarification remains one of the most critical tasks in organizational change.  When confusion rears its ugly head, respond with explanation and follow-up, as detailed in two-directional communication.  When the comprehension is doubted, ask for feedback as an opportunity to increase clarification.  Clarification is both a tool and an opportunity; do not waste this opportunity and tool by neglecting those needing clarification.
  • Organizational change needs a mechanism for gathering data from many sources, including the employees affected, the vendors, the suppliers, and the customers. Open the valve for data to flow back.  One of the most horrific organizational changes it has been my displeasure to witness was increased because the leaders operated in a vacuum and never allowed data flow that was contradictory to the previously agreed upon results.  The leaders in this organization worked hard to refuse hard data, which contradicted their bias, and this ruined the business, the employees, and the customers.

I cannot guarantee following all these points will make organizational change succeed, roses bloom, bottom lines inflate, rainbows dance, and all of life fall into organized lines leading ever upward.  I can guarantee that without these points, organizational change that promotes an environment of learning will never be more than polish.  Consider the axiom, “Lipstick on a pig.”  The lipstick is not bad, the pig is not bad, but placing lipstick on a pig is out of place and does nothing to improve the pig.  Flavor-of-the-month changes are lipstick on a pig, not bad, but out of place until the entire organization is on board and enthusiastically supporting the move, and proper measurements are in place to gauge, measure, and report the change.

Business theorist Chris Argyris put forth a model, later discussed by Senge (1994) explaining our thinking process as we interact with the world.  This seven-step method is called the Ladder of Inference; according to this model, as we move up the ladder our beliefs affect what we infer about what we observe and therefore become part of how we experience our interaction with other people.  Organizational change can be plotted along the same model or ladder of inference.

Leadership LadderOrganizational change begins with information output; then collect data, preferably through listening and observation while doing the work; interpreting the data includes obtaining data, evaluating meaning, deciphering intent, and understanding value.  Please note, the assumptions should not be made in a vacuum and could be wrong; thus, always return to the data producers and ask questions to ensure mutual understanding.  Once conclusions are mutually understood, they become beliefs; but, don’t stop until beliefs become actions.

If a model is needed, please benchmark Quicken Loans and Southwest Airlines, both organizations are doing a tremendous job with the ladder steps, especially moving organizational beliefs into motivated organizational action.  Remember, one does not climb a ladder to view the horizon and scenery, they climb a ladder to begin working, carrying the tools needed to perform the work, and possessing certain knowledge that the work can be accomplished.  Climb the ladder of success with the intent to work, achieve, and move forward.


Clifton, D. O., Anderson “Chip,” E., & Schreiner, L. A. (2016). Strengths quest: Discover and develop your strengths in academics, career, and beyond (2nd ed.).

Senge. P. M. (1994). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Currency Doubleday.

© 2017 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.

A Leadership Statement – Shifting the Political Paradigm for a Better America

As a leader, three basic principles drive leadership:  freedom, agency, and learning (Robinson, 1999; Rao, 2013; Tucker, 2001; and Ulrich, 2008).  Three inviolate laws are also present, these inviolate laws are: respect, engagement, and preparation; these laws are guided by the principles of freedom, agency, and learning.  Hand-in-hand, these three principles of leadership and the three inviolate laws govern society.  Image - MSM HandledWe are learning by sad experience that many, especially on college campuses and in professional sports arenas, consider respect to be a one-direction demand, where accountability is not enforced and where the hooligans and terrorists of thought, demand and punctuate their demands with violence. A person, who tries to curtail the thoughts of others with physical, verbal, or emotional abuse, has crossed the line into thought terrorism, and their voice is reduced to nothing, even though mainstream media (MSM) outlets provide these people a soapbox to reach a larger audience.  A person, who demands respect to flow to them and refuses to give respect to others, is abusing verbally and emotionally those they refuse to respect.

Leaders, who embrace the freedoms of their followers, allow them full possession of their individual freedoms, encourage them to employ individual agency, and allow them to be guided by a thirst for learning (Broskowski, 1984; Ekanayake, 2004; and Hoppe, 2006).  Image - John Wayne QuoteThe engaged learner prepares fully in a constant cycle of learn and teach and needs to be supported in this cycle in order to remain a learner preparing to teach and a teacher preparing to learn.  The leader has responsibility for teaching correct principles and embracing the need for the learner to govern himself or herself.  Thoughts and beliefs, opinions, and personal preferences cannot and should not be litigated, forced, or coerced.  Those, who choose to act in a manner not conducive to a quiet and orderly discussion, diminish themselves, harm themselves, and place themselves outside civilization, like the rabid dogs of the west.  The proper response by civilization for those placing themselves in this category, rabid dogs or wolves, remains the same:  permanent separation and removal.

The successful leader is morally obligated to embrace loyal opposition found in those being led and to take and give counsel and guidance to improve plans, implement ideas, and garner the individual buy-in from free agents ensuring integrity, responsibility, and accountability are not lost or forgotten.  The leader is a teacher and a teacher is a leader.  The cycle for learning and teaching does not become lost or less significant as rank is increased.  The inverse occurs. The greater the rank the higher the responsibility to remain engaged in the learning/teaching cycle (Kumle and Kelly, 2006; Maehr and Braskamp, 1986; Nibley, 1987).

Imperative to those with greater authority are the requirements to oversee those to whom authority has been delegated.  Image - Quote Poltics is DirtyWhen those possessing delegated authority use that authority to denigrate, deride, and destroy, that authority needs to be publically stripped, and the individual forced to make amends concurrent with the laws of the land and the expectations of society.  We have come to a point in the laws of America where those with money and powerful political connections (Anthony Weiner) can receive pitiful punishments for dangerous crimes, and those without powerful political friends and money receive far harsher sentences for crimes committed, where standard sentence guidelines include some portion of all of the following: 5-10 years in prison, registering as a sex offender, and fines starting at $50,000 (Lorang, McNiel, & Binder, 2016).

Consider the IRS Scandal, the VA Scandals, and the continuing news cycles where politicians make promises and renege on those promises before the ink is dry on the election result forms.  The staffs to whom authority has been delegated are being allowed to run rampant, and those selected to be leaders are doing nothing to curtail the abuse of power being inflicted upon the population (Perez, 2015).

America, President Trump is a leader, whereas many of the House and Senate are less than the poorest managers ever vested with delegated authority.  Consider Senators McCain, Feingold, and Collins, where Obamacare is concerned, they campaigned on repealing Obamacare, and they continue to actively thwart the legislative process for personal gain (Prokop, 2015).  Leaders, regardless of their field of endeavor and political environment, act, work, and their actions are logically tied to their work.  While one might disagree with the actions based upon personal opinion, the actions taken signify their leadership.  Managers, do not act, are not tied to their actions, and never are held accountable; whereas, the leader and their actions are inseparable.  Hence, while McCain, Feingold, and Collins, among others, will thwart the needs of America for personal gain, Trump will be held accountable for their inaction.  Image - Terrorism DefinedThe same is true for the inaction and legal quandary Obama created at the IRS and the VA, managers performed tasks that were incongruent with the law, were not held accountable, thus the president remains culpable.

Consider how many times “deals” have to be made just to get common sense, helpful, and proper legislation out of committee and in front of the current sitting president.  In real life, “deals” would be considered bribery, collusion, inducements, kickbacks, and blackmail; yet, the citizens accept these legislative maneuvers in the hopes of improving America through legislation.  We are told as children that politics is a dirty business; it has become a dirty business, because those in power and those with delegated power have refused to honor, sustain, and support the laws of the land, the expectations of the citizens they purport to represent, and the illegal use of tax money to conduct these bribes is reprehensible at best.

Currently, the solution remains in the hands of the voters re: stop electing the same old names over and over again.  Why have Senators McCain and Collins become so powerful; tenure in the Senate, McCain since 1981 to present and Murkowski since 2002, and Collins since 1996, they have been living off the public taxpayer for too long!  I am not advocating term limits.  I am advocating an informed and motivated electorate willing to be the leaders they wish to see in office, and holding those in power accountable for the power that has been delegated from “We the People” to those who temporarily hold elected office.  I am advocating for voters to make the election box more important than the TV box, the cubicle box, or the social media box.

I am advocating for the return of a highly charged and logically powered electorate to take back the reins of power from those currently in office, especially those who have continually proven they cannot handle our authority.  For example, Senator Collins has continually proven a weak link by taking positions anathema to her voters, but lacking a viable alternative, her voters return her to power every six-years.  In fact, having lived in her district, I know for a fact there are many of her voters who despise Senator Collins, and hold their nose and vote for her anyway.  Having lived in Senator McCain’s district, the same is said of him when voting every six years, no viable alternative, send the same old name back to power.

Much noise has been made about professional sports players and the refusal to stand for the Anthem and the American Flag.  Under the three principles of leadership and the three inviolate laws, these players do not deserve the jobs they hold, let alone a position of respect.  The reason is simple.  The flag covers all.  Standing for the flag means respect for all, honor for all, and will, regardless of the other person, stand for America as the last bastion of liberty, freedom, and a republican form of government.  The liberties demanded to allow you to sit are the same liberties you are rejecting every time you sit for the anthem and flag ceremony.  All kneeling sports players and flag burners should answer this question: “When you are in trouble, do you want American police, firefighters, EMT’s, and or the American Military personnel to help you?”  If so, why would you contemplate sitting when standing for the flag symbolizes you will help others and sitting proclaims you will not help others.  Since you will not help others, as signified by burning the flag and kneeling or sitting out the national anthem, where should help come from?

I cannot stress enough leadership is needed. Image - Eagle & Flag Leadership begins with those who selected their leaders demanding an accounting for the authority delegated to them.  Use the principles of leadership mentioned and the inviolate laws to correct yourself, your family, and then demand from society the same.  When we do this as a nation standing for liberty, we will succeed, and those naysayers and whiffle-whafflers will be held in eternal contempt because of their actions against us, the citizens of this Republic, the United States of America!


© 2017 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.





Broskowski, A. (1984). Organizational controls and leadership. Professional Psychology: Research and Practice, 15(5), 645-663. doi: http://dx.doi.org/10.1037/0735-7028.15.5.645

Dandira, M. (2012). Dysfunctional leadership: Organizational cancer. Business Strategy Series, 13(4), 187-192. doi: http://dx.doi.org/10.1108/17515631211246267

Ekanayake, S. (2004). Agency theory, national culture and management control systems. Journal of American Academy of Business, Cambridge, 4(1), 49-54. Retrieved from http://search.proquest.com/docview/222857814?accountid=35812

Hoppe, M. (2006). Active listening improves your ability to listen and lead. Greensboro, N.C.: Center for Creative Leadership.

Kumle, J., & Kelly, N. J. (2006). Leadership vs. management. SuperVision, 67(8), 11-13. Retrieved from http://search.proquest.com/docview/195598300?accountid=458

Lorang, M. R., McNiel, D. E., & Binder, R. L. (2016). Minors and sexting: Legal implications. Journal of the American Academy of Psychiatry and the Law, 44(1), 73-81.

Maehr, M. L. and Braskamp, L. A. (1986) The motivation factor: A theory of personal investment. Lexington Press, Lexington, MA.

Nibley, H. (1987). Management vs. leadership. Executive Excellence, 4(12), 9. Retrieved from http://search.proquest.com/docview/204630361?accountid=458

Perez, E. (2015, October 23). First on CNN: DOJ closes IRS investigation with no charges. CNN – Politics. Retrieved from http://www.cnn.com/2015/10/23/politics/lois-lerner-no-charges-doj-tea-party/index.html

Prokop, A. (2015, September 25). The GOP can’t quit Obamacare repeal because of their donors. VOX. Retrieved from https://www.vox.com/policy-and-politics/2017/9/25/16339336/graham-cassidy-republican-donors

Rao, M. S. (2013). Soft leadership: a new direction to leadership. Industrial and Commercial Training, 45(3), 143-149. doi: 10.1108/00197851311320559

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Tucker, R. (2001). Innovation: The new core competency. Strategy & Leadership, 29(1), 11-14.

Ulrich, D., Smallwood, N., & Sweetman, K. (2008). The leadership code: Five rules to lead by. Boston, MA: Harvard Business Review Press.


14 Rules on Leadership – Gen. George Washington: Shifting the Leadership Paradigm

General George Washington wrote “Rules on Civility” (1887) and helped to mold and model a growing social environment in America.  These 110 rules for civility also encapsulate good advice to leaders applicable still today and fourteen of them are discussed below as they bear direct application to the current societal ills.  The hope remains that in pointing out these rules leaders may become more of an example, business improves, and American Society as a whole begins to lift itself up to a higher level of performance.

Rule 19:

Let your countenance be pleasant but in serious matters somewhat grave.

I worked with a manager who made the following statement about the director we both answered to, “I never know whether he is joking, jesting, or simply being serious.”  This is a failure of leadership and can cause disharmony, chaos, and no end to trouble.  Model and exemplify pleasant emotions.  Never try to confuse your audience, never adopt an emotion without a purpose, and never make your audience to think or wonder about your emotional state or demeanor.  More importantly, looking pleasant builds confidence in those around you to act with pleasantness and harmony; so smile, speak softly, and generate pleasantness.

Rule 25:

Superfluous compliments and all affectation[s] of ceremonies are to be avoided, yet where due they are not to be neglected.

This speaks to offering sincere praise, showing gratitude, and returning credit to the source for things that are progressing well and accepting failure when poorly.  I had the displeasure of working with an officer who gave insincere praise making a great ceremony out of giving that insincere praise and then laughing at the person being singled out for the praise for not knowing how to proceed correctly.  The morale of the unit was disastrous and deadly.  Several members of that group held a deep desire for a “friendly fire incident” involving this officer as the victim.  The same problems arise in business and if left to fester potential is wasted, and money follows lost potential.

Don’t forget to limit ceremony, pomp, and procession to the level needed to honor the awardee without allowing the ceremony, pomp, or procession to exceed the degree of the award or the awardee’s comfort level.  Know the audience and limit the service to the comfort of the audience.  Thus allowing those being awarded and those in attendance to celebrate in a manner conducive to the award and their individual comfort level.

Rule 35:

Let your discourse with men of business be short and comprehensive.

We have all heard, and many live by the axiom, “Time is money.”  This rule from Gen. Washington speaks to the need for comprehension, timeliness, and specificity.  Limit the words, tone down the tone, restrict the emotional content, and get to the point; thus saving the audience’s attention and exemplifying respect for the other person in the communication.

Rule 39:

In writing or speaking, give to every person his due title according to his degree and the customs of the place.

Did you work hard for your title, yes; thus, reflect the respect for your title to others.  I met two different people in authority, 180-degrees apart from each other that saw this principle from opposing extremes.  One manager refused to use titles calling the whole thing meaningless while demanding respect for their personal rank and title.  20-year employees who had obtained great honor and respect amongst their peers received no respect from the leader who demanded respect.  The other leader cared a great deal for their title because of those who had held that title before them and respected others who had earned titles for the same reason.  The second leader had higher morale, less behavioral problems, and loyal people who achieved greatness.  The first leader had nothing but trouble, never could reach goals and objectives, and passed the failures to produce onto others.

In our global working environment, knowing the culture where titles and showing respect is critical to creating success.  More importantly, if you as a leader have not already cultivated respect for titles, the ability to show genuine respect for those of titles will place you at a disadvantage and harm the businesses you represent.  Make time to learn and practice showing proper respect for those with titles.

Rule 44:

When a man does all he can, though it succeed[s] not well, blame not him that did it.

How many times has success been snatched from the hands of those trying and the leader then berates, castigates, and derides those who tried?  Since measuring individual effort is not possible, first presume everyone did their best, then promote a spirit of learning from failure and build people.  Even if the actions were thought to be malicious and vengeful, praise and support people, you never know and in not knowing, do not assume!  I would also interject the following thought, Juran’s Rule details that when problems arise, 90% of the time the process is failing and only 10% of the time are people failing.  Thus, look to the processes, the procedures, the methods of work for answers, employ training, and only blame people as the ultimate last resort; this includes blaming yourself.

Rule 45:

Being to advise or reprehend anyone, consider whether it ought to be done in public or in private, and presently or at some other time; in what terms to do it; and in reproving show no signs of cholar but do it with all sweetness and mildness.

(Please note, the term “cholar” has had a spelling update and is now spelled “choler” and is defined as showing irascibility, anger, wrath, or irritability.  From Latin is the origin cholera.)

There is great truth hidden here; this rule mimics another axiom, “Praise in public and reprimand in private.”  While speaking to timeliness, this rule allows the leader to select when and where praise and reprimand occurs.  Do not forget Rule 19 emotion is a leadership tool, not a weapon; tools guide and instruct, weapons destroy and demoralize.  Use emotion wisely or choose to not use emotion at all per the rule above, but make emotion a conscious choice!

Rule 48:

Wherein you reprove another be unblameable yourself, — for example is more prevalent than precepts.

During my military service, I had a mid-level officer that hated and punished severely those who slept on watch, for a good reason.  The problem, the officer regularly slept on watch.  The example was more prevalent than the precepts taught and destroyed morale.  Rules 19, 45, and 48, all discuss powerful leadership principles along with a general theme and should be considered both individually and collectively to make the lessons more powerful.  First, know yourself, then know those you aspire to lead, and finally lead well.

Rule 49:

Use no reproachful language against anyone; neither curse nor revile.

In the world today, many confuse reprimand (rebuke or admonition) with reproach (finding fault, upbraiding, blaming, censure, disgrace or discredit) and this has led to a lot of confusion in communication.  More to the point, the language of leaders has coarsened, hardened, and plasticized or transitioned into bluster and buffoonery instead of calm and controlled.  I know a brilliant person, photographic memory, incredible mental ability, no people skills, no technical expertise, and there is great pride in not having these skills.  This person was promoted to the level of senior officer in the US military.  Who, during an inspection, wept uncontrollably when the plan went to pieces, machinery broke down, and the inspection failed.  This brilliant person could not speak to inferiors without an attitude of superiority cursing and reproach everyone and anyone.  Leaders, especially those placed in command through rank, must understand this communication principle and the power of this principle for good and ill.  Failure to communicate remains the sole variable upon which organizational cancer metastasizes into a full-blown case of organizational chaos leading to destruction (Dandira, 2012).

Rule 58:

Let your conversation be without malice or envy, for ‘tis a sign of tractable and commendable nature, and in all causes of passion permit reason to govern.

The above “rule” is a choice, rather two options.  The first choice is choosing to speak without malice and envy as a sign of your personal nature.  The second choice is to restrict passion.  Leaders only show emotion as a tool, not a weapon.  Conversation requires restricted passion to convey to the audience logic and confidence in the leader.

Rule 59:

Never express anything unbecoming, nor act against the rules before your inferiors.

I used to think this was common sense, and then I met two Chief Petty Officers (CPO’s) in the US Navy and discovered that common sense is not very common.  These two CPO’s remarked upon everything they saw, verbally spewing whatever occurred between their two ears, and were always examples of what not to do and how not to act.  Feeling their rank and position secure, these CPO’s then punished those who did not act in their manner severely and those who replicated their actions were rewarded and protected from the consequences.  With the result being that the followers exceeded the examples displayed by the CPO’s with noticeable results for morale, good order, and discipline.

Rule 65:

Speak not injurious words neither in jest nor in earnest; scoff at none although they give occasion.

I worked with a brilliant and incredible person who took a little time to learn and was very clumsy.  Once the topic being taught was then known, this individual knew that task and performed it in an exemplary manner.  Because of the clumsiness and time, it took to learn, this person was always the butt of his command’s jokes, jibes, insults, and was on every single petty detail possible, and performed those tasks poorly.  When respected, honest and sincerely praised, this person performed incredible feats.  The difference amazed and shocked his command and division, but did not silence these voices of derision to the detriment of the quality of work performed.  Did my friend give occasion to be laughed at, certainly!  Did he deserve to be laughed at, certainly not!  Leaders need to be doing better at controlling themselves and exemplifying the behaviors they desire to see in others.

Rule 67:

Detract not from others, neither be excessive in commanding.

While much of this rule can be considered to be part of Rule 65, detracting from others goes beyond verbal haranguing of Rule 65.  Detract is to reduce in value usually with the intent of making yourself larger.  Managers detract from their workers by taking credit for all the good and passing off all the blame.  Leaders attract the blame and detract the praise to the source.

The final aspect of this rule is necessary to understand, excessive commanding.  Commanding with excessive commands is nothing more than dominating in an authoritarian manner to the destruction of others.  Even commanding without excessive commands but with an attitude of domination can destroy.  Commanding well is an attitude of servitude coupled with a desire to build, grow, and develop people to meet their individual potential and doesn’t generally need commands, but always needs guidance or if you prefer, coaching.  Consider the life of a tree planted in good level ground.  The tree spends the first 10-15 years of life with a guide wire to help the tree grow straight.  Not a command and forced growth, but a guided growth into growing straight and true.  People are like the tree; the leader is like the guide wire, build people through guidance or coaching, not commands.

Rule 73:

Think before you speak; pronounce not imperfectly, nor bring out your words too hastily, but orderly and distinctly.

I was raised in a home where pronunciation and annunciation were as critical to speaking as spelling, grammar is to writing well, and the rules included proper and logical thinking, before speaking.  The process of communication is aided and abetted by properly pronouncing and announcing your words when speaking, after carefully thinking and crafting your desires into coherent thoughts.  In the US Army, I did not have trouble with my upbringing interfering with communication.  In the US Navy, I had nothing but problems with how I was raised interfering with communications.  One day, I spent 45-minutes being verbally upbraided by a second-class petty officer that choose to speak with no regard for the rules of the English Language, no understanding of grammar, and no logic, where Ebonics were displayed as a symbol of pride intended to confuse the receiver.  I was then referred to the CPO for not listening and being disrespectful.  I explained I could not understand what was being said and was told that my understanding of language is not his understanding of language and that I am in the wrong for not working harder to show empathy to a higher-ranking person.  Remember, the second-class petty officer chose, while on duty, to speak in a manner that intentionally could not be understood and always spoke in an understandable style when off duty.  If placed into a position of authority, managerial or leadership, that role comes the expectation of communication using logic, common rules of English pronunciation and annunciation, and proper grammar to ensure mutual understanding has the potential to be achieved.  When confusion in language occurs, it is the leaders, or managers, job to then rephrase and change language to meet the understanding of the listener.

These rules as mentioned form the bedrock upon which long and fruitful careers of leadership are built upon.  If weak in a particular rule, choose to obtain training and counsel in how to improve.  Find people exemplifying these rules and support them in their good works.  Train and develop those not employing these rules into better people, and our entire society improves.


Dandira, M. (2012). Dysfunctional leadership: Organizational cancer. Business Strategy Series, 13(4), 187-192. doi: http://dx.doi.org/10.1108/17515631211246267

Washington, G. (2009). George Washington’s Rules of Civility (and decent behavior in company and conversation). Retrieved December 30, 2016, from http://www.digireads.com

© 2017 M. Dave Salisbury

All Rights Reserved

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


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.


© 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.

Fundamentals of Customer Interaction: A Leadership Primer

Gitomer (1998) was very specific about why customer satisfaction is worthless and provided keen insights into how to build loyalty.  While many businesses value and find the “voice of the customer” desirable to the organization, the focus is on satisfying the customer and not interacting with the customer.  Sinek (2009) adds the variable needed, why, as in why are businesses still trying to satisfy when loyalty is needeAre we in trouble?  We didn't do it!!!d?  Why are customers still being taken advantage of when logic claims the long-term relationship is more critical than short-term gains; thus, making the need for loyalty that much more valuable in dollars to the business.  Why serve the customer when the customer needs more than simple “service?”

Customer service is simply geared to expeditiously interacting with the customer in a mass environment.  For example, a recent call to a cell phone provider remains an excellent illustration of mass service hysteria.  During this call, a simple question was asked, why is my statement so high?  The representative placed the caller on hold four separate times, never answered the customer’s question, and because the customer changed their plan, the call was considered a success.  The customer then went online, spent an additional hour in Instant Message (IM) with a second customer service rep, and finally was given less of an answer before quitting in exasperation.  Foolishly, the call center sends an automatic survey to the customer asking for his or her opinion.  The customer is going to express his or her dissatisfaction in the “customer satisfaction survey.  Why was it sent?  Why place the financial future of a low-paid customer service rep in jeopardy simply because the customer remains upset, and the managers deem that information valuable?

The customer call center remains the epitome of the carrot and stick approach to customers with the customer and the front-line customer-facing representatives squeezed into numbered boxes, small cubicles, and an individuality draining environment making the customer and the customer representative soulless zombies held captive in an endless cycle of frustration.  Offer a carrot to a customer to go away, threaten the customer representative with a stick if they do not fit squarely into the business environment and achieve all the key-performance indicators (KPI’s) demanded by the business, although the KPI is in direct opposition to serving the customer.  The above incident is a perfect example of KPI’s being anti-customer.  The representative needs to make a quota for call plan changes and sales, the customer needs serviced, but to actually answer the question means that the time the representative spent on the phone would have surpassed a KPI.  The carrot and stick approach is to offer the customer bill credits to go away quickly so the representative can move onto the next call, a KPI mindset causing frustration for the representative and the customer.

Let’s use one more recent example as a comparison.  The Department of Veteran’s Affairs has been in the news a great deal recently.  Veterans remain the forced customer trapped in an endless cycle of bureaucratic red tape.  The result is that veterans are now being called for a customer service survey to determine how veterans feel they were served.  Why would this information be valuable with all the customer hostility in the veteran population?  Why waste taxpayer dollars to obtain veteran “customer” insight when the bureaucracy has not changed, the red tape remains stifling, and the officers enforcing the bureaucracy continue to kill and harm veterans as the captive customer?  Veterans are reporting that after every interaction with the various VA bureaucrats a customer satisfaction survey is thrust upon them and sold to them as an improvement tool.   Doubt remains as to the value to the veteran, and to the VA as a whole, and provides more KPI’s harming the customer, eliminating service to the customer, and destroying any hope of correcting the actual problems; but the VA is gathering a ton of additional information for office clerks to sort through and make reports upon.

With these thoughts in mind, what do we do and where do we go from here?  Better yet, why are these the preferred actions when logic relates there is a better path forward?  Finally, since KPI’s are needed, how should KPI’s be adjusted to provide more actionable data personalized to the individual employee while remaining valuable to the entire business?

On the subject of KPI’s, when was the last time that each KPI was evaluated and the questions “Why” and “What” were asked to justify that specific item on a list of measurable actions in a KPI process review?  If the answer is “I don’t know” or longer than 18-months, there is a significant problem with the KPI’s reporting obsolete data and doing more harm than good.  As a consultant in a call center, I walked item-by-item through the KPI matrix my first day on the job and successfully concluded a project shortly thereafter by simply moving the KPI matrix back into providing actionable and non-obsolete data.  If each piece of data cannot be explained and justified by the newest member on the floor receiving scores on performance, the KPI matrix is obsolete, confusing, and ineffective in driving actions that actually benefit the employee and those the employee contacts.  Ask the managers to define what the KPI’s are, what is being measured, and detail specific actions an employee should be coached in to improve a specific indicator.  If the answers are not clear and easy to understand, the KPI is ineffective and doing more harm than good.

Juran’s rule that the KPI is expected to form a pathway to progression as a business process remains powerful.  When problems arise in KPI data and employee adherence, the problem is 90% of the time not the employee, but the KPI in question.  Is Juran’s rule being applied consistently, effectively, and powerfully to drive understanding and communication in the organization or is the answer to “blame the employee?”  Dandira (2009) remains powerfully applied here: ineffective KPI’s can be, and many times are, a dynamic source of organizational cancer because of employee confusion about what to do to improve, resulting in employee morale problems.

Moving forward, the way remains clear:

  1. Never allow a business process or procedure to be older than 12-months without a full and comprehensive review justifying that process and every step in that process.

I was called in to discuss a customer influencing process.  The process had more than 30 steps involved and 12 separate employees to accomplish the task.  The process could not be described in 30 minutes, and customers were upset from experiencing this process, adding to the already upset nature of the involved customers and the frustration in the front-line employees assisting them.  Technology improved this process by a third, but the company could not determine how to improve the process.  I asked why on each step and employee involved.  Four hours of discussion resulted in cutting 8 of the involved employees from the process.  Asking “what” resulted in further steps cut in the process.  At the conclusion of the contract, the complicated process was described in a single elevator ride, which simplified the results for the customer and set the business on the road to continuous improvement of business processes.  Pick a process, look at the age, and ask in an elevator ride for the process to be described.  Keep riding the elevator until the entire process from beginning to end is detailed.  How many elevator trips were needed?  Never create a process or a measurement that cannot be explained in a single elevator ride.

  1. Who is catching the blame on recorded calls: technology, the customer, or the customer service rep? The problem is not with any of these parties, and properly naming the problem remains the first step in solving the problem.

For example, on a contract for a manufacturing company, a problem existed that could not be explained causing issues in quality control and proper billing to customers.  The problem observed was not the problem; the process and actionable data capture were the problems.  Until the company could properly identify and act on the real problem, they continued to blame the employee and burned through several highly talented employees in the process.  The action taken began with identification of the real problem and the underlying processes.  Then, we began working out the actual solution.  The first and second actions projected and beta-tested were abject failures.  Once the full measure of the problem was identified in a series of continuous events, the third proposed solution worked, not great, but worked.  The fourth and fifth solutions worked better.  Finally the sixth review fixed the problem.  Identify the problem, and then make the resolution an intuitive process of learning and developing.  Failure is okay provided the current failure is moving the problem forward towards solutions and new thinking.

  1. Who is the customer? Are we wasting time on separating internal and external customers when that time would be better spent treating them both equally?  Rarely should the internal customer be treated better than an external customer, but many times resources are limited and external customers must come first.  Do internal customers know why this decision is being made and when the experience is projected to end?

During a merger, I was contracted as a W-2 employee on start of contract.  At the conclusion of the merger, employees were told external customer resources were being moved back to support internal customers, and benefits and resources would flow back to the employees.  Upon the successful completion of the merger, this policy was not honored, and the mass of employees leaving the company was monumental, as employees felt betrayed.  Knowing the “why” and the “what” behind organizational decisions by all customers is important.  If this company had been more forthcoming about the “why” and the “what,” the loss of so many employees would not have been so great.  More to the point, the loss of employees created post-merger problems resulting in “right-sizing efforts,” “down-sizing,” and finally “post-merger consolidation of facilities,” all of which are euphemisms hiding the real problem, failure to treat all customers with respect and valuing the customers.

  1. The “Why” and the “What.” While the “Why” is critical, both remain powerful, and communicating these simply, effectively, and persuasively remains the role of leadership.  Ask yourself, can employees define “what” we do?  Can employees define “why” we do the things we do?  Do employees know “why” we compete in our marketplace the way we do?  What are the answers and why are the answers coming in with the trends?  Can you answer this, and what is the action to move forward?

I had the pleasure of working as a W-2 employee for a company that did this right.  On the first day of training, the employee learned the “Why” and the “What.”  Then, everyday the employee learned how each process, procedure, and daily task fed into the “What” and the “Why.”  This promoted the employee to understanding and becoming an agent for action in the business.  This pattern is replicable, but employees must know the “why” and the “what” and business leaders must know the “Why” and the “What” and disclose this information to the full organization?

  1. Stop only “serving” the customer. “Serving” the customer is useless, wasteful, and ruins the power of customer interactions reducing these opportunities to filling needs, not building relationships.  If your customer-facing employees are only providing “service,” the business has settled for failure and has become a self-fulfilling prophecy.

This is not a subject of semantics, word plasticity, and mind games.  This is a fundamental mindset of the power possessed by loyal customers acting as marketing tools to drive profitability.  If the customer only receives “service,” the customer is not satisfied, the customer-facing employee is not satisfied, and precious resources are wasted on fruitless gimmicks and useless action.  Worse, the ROI is zero at best, but usually negative.  If internal and external customers are simply treated as customers, how can a business leader expect to build customer and employee loyalty or experience bottom-line growth?  Make time to build customer-reaffirming experiences and the bottom-line will grow.  Stop serving the customers, stop blaming the employees, stop looking for solutions in technology without knowing the business and identifying the problems.  If not, Dandira’s (2012) counsel will be the reward, organizational cancer, and organizational death.


Dandira, M. (2012). Dysfunctional leadership: Organizational cancer. Business Strategy Series, 13(4), 187-192. doi: http://dx.doi.org/10.1108/17515631211246267

Gitomer, J. (1998). Customer satisfaction is worthless – Customer loyalty is priceless. Atlanta, GA: Bard Press.

Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action. New York, NY: Penguin Group.

 © 2016 M. Dave Salisbury
All Rights Reserved

The 3-E’s of the Employee/Employer Relationship: Is your Organization Practicing all Three?

The 3-E’s, early, eminently, and equality, thus forming the fundamental principles of the employee/employer relationship.  Too many times only early is practiced, and the problems emanating result in reduced employee morale, purposeful negative actions, and disruption of the business by both customers and employees acting in a resentful manner.  In order to fully understand the power of combining the 3-E’s, we must first detail, define, and describe.

Early is often considered as akin to new, fresh, and initial; yet, the better application for this topic is in timeliness, punctuality, and promptness.  For example, when a problem occurs, the earlier it is addressed the faster and less damaging the problem becomes to the business as a whole.  Not taking precipitous action leaves the problem festering and infecting eventually leading to organizational cancer (Dandira, 2012), low employee morale, and managerial inertia slowing business processes and increasing the damage.  Hence, prompt, punctual, and timely action to address a situation early enough to affect positively the outcome remains the order of the day and the strongest power business leaders can take with the 3-E’s, but early action is not enough.

Eminent is often considered as akin to celebrity, paramount, and superior; yet a more preferred definition for this topic is often conspicuous and influential.  When an eminent action is taken, the action tends to supersede current policies, procedures, and overlaps or drowns normal work.  Overlaps and superseding are dangerous actions leading to increased costs, lost work, customer complaints, and a general lack of trust in business leadership to properly prior plan and produce positive performances from the business structure.  These thoughts are fed with celebrity-like marketing on new policies, business leaders, and changes, which are not fully understood and appreciated by the employees most affected.  Hence, the need to be frequently engaged, seen being influential in the lives of employees, and known as a person who cares remains the key leadership quality developed by eminent action; yet eminent actions, even if conducted early, are insufficient to properly influence and meet the demands of business.

Equality is often considered as sameness, fairness, and uniformity; yet, all of these definitions fail to capture what equality truly is and the power of equality.  For this topic, consider the following:  equipoise, parity, and concurrence.  Employees are individuals. They might have similar job titles and responsibilities, but the individual approach to the position provides power and separates the individuals and does not collect, compress, and concentrate into carbon copies.  Hence, the same approach of uniform application is not meeting the needs of the employees nor is it meeting the definition of fair.  Thus, the employee needs equality that treats them as individuals concurring in practice, but are individual in approach, and brings parity into treatment as an expression of equipoise.  While early is good and early mixed with eminence is better, but without early, eminent, and equal combined into an action, the employee and the employer suffer in an environment of disaster fed by chaos, corruption, and cancer as detailed by Dandira (2012).

Consistency remains key to employee/manager relationships.  While the principles of 3-E’s are important, all the work of the 3-E’s can be wasted if consistency is not honored and observed by the employees.  Consistency requires flexibility, firmness, and fungibility to meet the demands of creating success in using the 3-E’s appropriately.  The main factor in employee/employer relationships continues to be the individual nature of each employee, not the requirement to make all employees the same carbon copy of another employee or an “ideal” of the desired employee.

Putting these principles into practice requires asking questions, such as “Are employee communications being expressed early, eminently, and equally?”  “Are actions taken by business leaders being perceived as meeting the 3-E’s?”  “Do the trend lines in application indicate consistency or inconsistency?”  While employee perceptions can and often remain hidden, except through properly capturing actionable data in key performance indicators, the answers to these questions and more are evident.  Look at the employees, who show up to work excited, enthused, and enthralled.  Ask them why they possess these qualities.  Then, ask those employees not possessing them and hone in on the differences.  Will employees change from day-to-day; probably, but the answers continue to be important indicators as to whether communication in the organization is occurring.

Sinek (2009) offers that asking why and truly listening to the answers being returned remains the most effective question and action series employers can take from day-to-day as the pulse of the organization.  Gitomer (1998) adds that leaders after asking “why” should ask “what” to empower change and drive motivation.  Consider for a moment, an employee is asked “why” they feel the way they feel, then “what” would that employee like to see changed to aid in feeling differently, and project the employee’s reaction to having been heard.  Project that employee’s reaction if they see the changes they offered implemented into business practice.

Are all employee suggestions implemented; no, this is not feasible and the employees know this when making suggestions.  Yet, when employee suggestions are implemented, this changes the employee dynamic for all employees.  Ask yourself, when was the last time an employee suggestion was implemented and marketed to the other employees?  If the time is longer than 6-months, the program is not consistently being implemented and there is a problem with using the 3-E’s.

Steenhuysen (2009) reported on research discussing the power of praise.  Where praise is offered genuinely, praise has the power to change, and the research supports that the power of genuine praise operates on the same reward sections of the brain as cash. Anecdotal evidence shows many employees appreciate genuine praise, sometimes more than cash.  As a business leader or employer, ask yourself, “When was the last time I caught someone doing good and offered praise?”  If the answer was not yesterday, there is a problem with the 3-E’s, and consistency will be needed to rectify this problem.  Are you setting the goal to not leave the office without offering genuine praise?  Remember, Steenhuysen (2009) is reporting that praise is its own reward.  The research and anecdotal evidence present praise as being as good as cash to the brain.  Hence, praise is its own reward; can objects be added to potentially increase the reward, yes.  But start with praise, honestly provided and employing the 3-E’s.

Case in point, I have worked with a VP of Customer Service Operations who carries with them yellow and purple post-it notes.  The purple are for catching people in the act of good.  From simple actions to amazing calls, they all get recognition on purple post-it notes as a very noticeable action the business leader can take to catch and praise the good.  The yellow post-it notes go to the team leader when training is needed.  Consistent action over the years has developed a spirit of competition to earn and be caught doing an act of good.  The yellow notes are not remembered at bonus time; more serious infractions have a set process to follow, and the less serious yellow post-it notes are simply a means of providing timely feedback employing the spirit of the 3-E’s.  Upon starting this program, almost a full year passed before the employees caught on and the word of this action spread.  Let consistent action be seen, not marketed, and let the word spread by enthused employees.

The best part of the program from an employee perspective is the highest earners of purple post-it notes eventually began earning additional non-cash rewards also presented in a quiet manner.  The rewards ranged from leaving an hour early with pay, longer lunches or breaks with pay, to movie tickets and dinner cards.  These extra steps were implemented when trends reflected some employees were taking extra efforts to be caught thus necessitating a need for other levels of reward to keep the interest of the employees in acting and performing to a higher level.  Never are these employees recognized openly, e.g., at a company meeting, marketed to other employees, e.g., in a company newsletter, and receiving the purple notes is not a competition.

These purple post-it notes are an expression of gratitude from a person in leadership to an employee working hard.  Quiet, consistent, application of the 3-E’s provided a failing business unit new life in employee interactions with each other and the external customers.  The actions taken here should not be rare or the exception in employee/employer relationships, but the standard and personalized to each business and business leader.  What can we learn here to apply to all business units and organizations?

  1. Whatever is done consistent action remains critical.
  2. Simple, quiet, and direct remain key to affecting positive results on a personal level. Be brave!  Be honest!  Be courageous!  Be seen acting as you would see all employees act.  These will provide an impetus for others to emulate actions taken and good will develop.
  3. Know the 3-E’s, whether you are currently an employee or a business leader of hundreds or thousands. The 3-E’s are a two-directional action possessing power for positive results.  Use this power to drive a solution that can be consistently applied.
  4. If what is being tried is not working, do not act abruptly. Quietly adjust until positive actions can be seen and verified through trend lines.  What is being done currently might simply need more time or more quiet publicity to be discussed by the employees.  Make small adjustments and act for the interest of individuals; the whole population will catch on.
  5. A word of caution. Never use this program for self-aggrandizement; this will kill the program faster than a bullet to the 10-ring.  Do not enter into this program and offer non-genuine praise or false and ambiguous words and canned phrases.  Be specific and capture the incidents exactly, ask questions if needed, but be genuine and specific.



Dandira, M. (2012). Dysfunctional leadership: Organizational cancer. Business Strategy Series, 13(4), 187-192. doi: http://dx.doi.org/10.1108/17515631211246267

Gitomer, J. (1998). Customer satisfaction is worthless – Customer loyalty is priceless. Atlanta, GA: Bard Press.

Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action. New York, NY: Penguin Group.

Steenhuysen, J.  Praise as good as cash to brain: study. (2009, February 26). Reuters. Science. Accessed from: http://www.reuters.com/article/scienceNews/idUSN2343219520080424?feedType=RSS&feedName=scienceNews

© 2016 M. Dave Salisbury

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