I recently read an article “Consistency Is Far Greater Than Rare Moments of Greatness” by Scott Ginsberg The Nametag Guy.

In it he makes the point “Because ultimately, consistently is greater than rare moments of greatness. And people only give you credit for that which they see you do consistently.”

It brought to mind that even before we become great — we must first become consistent. If you talk to any professional athlete, cook, public speaker, salesperson or customer service representative, they will all tell you that before they became great they first had to learn how to consistently deliver their product.

Only then were they able push to the next level — become faster, stronger or better.

In the book “The Myth of Excellence“, Crawford & Mathews state the key to successful organizations is first becoming consistent across the 5 key attributes (price, service, access, experience, and service) that consumer’s desire — and then achieving dominance in one and differentiation in a second, while remaining at par with the competition across the balance.

In my post Don’t Be A Jack of all Trades, I talked about focusing on your strengths — but only after you have brought your weaknesses up to par.

The consistent message here seems to be that before we ever become great we must first become consistent with customer expectations across all touch points.

Even if you are great in one area of your business — or one department — a single interaction with your customers that is below expectations can render the entire experience as negative. Think about after-sales service. Any issues come to mind personally.

My Perspective: Look at your customer experience map and look for areas where you are below par. Fix them

Then look for areas where you are or can be exceptional. Leverage them.

Don’t try to be great in all things, figure out what you want to be known for and make that the area that you will seek dominance.

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Bill is recognized as the Performance Excelerator™ because of his uncanny ability to create profound change and deliver extraordinary results with the most demanding organizations.

For additional information please visit www.billhogg.ca or email: bill [at] billhogg [dot] ca

Recently my wife picked up dinner for 4 on the way home from work. We had ordered online from Swiss Chalet (Canadian Rotisserie chicken franchise). Swiss Chalet is known for their dipping sauce, which is included with every signature meal.

When she arrived home, we discovered that the “special sauce” was not included in the order.

I called the order desk to report this lapse and the conversation went something like this.

First she confirmed the order by asking for my phone number.

My thought: Doesn’t every order come with Chalet sauce? Why would I be making this up?

Then she apologized — a number of times.

My thought: Good, you should. Our dinner has been ruined because Swiss Chalet didn’t execute the order correctly.

Then she indicated that I could return to the store to pick up the sauce.

My thought: But what about our dinner now getting cold in the kitchen? Not much of a solution.

I declined to return to the store, indicating the solution wasn’t very practical because our dinner wouldn’t taste very good cold, while waiting for me to head back to the store

She apologized again and offered me a $6.00 credit on my next order (the initial order was approx $30.00)

My thought: Would $6.00 really inspire me to return when the product had disappointed me. No!

My Perspective: We all know that a good recovery can actually have a positive impact on loyalty after the initial disappointing customer experience.

However, what happens if the recovery is also disappointing?

It further reinforces the negative experience and drives a further wedge between your company and a repeat visit.

Swiss Chalet clearly didn’t think their recovery process through from the customer perspective.

In my mind 2 options were appropriate.

1. First choice: Replace the entire meal and have it delivered to the customer home. Woo Hoo!
2. Provide a credit for a full meal to entice me to return and experience how great their service/food should be. At least I might give them a second chance.

Great service will make up for a miss with the product. But mediocre service will only reinforce the poor product.

Three Tips:

1. Make sure you review your recovery processes from the customer perspective.
2. Ask the customer. Do this when determining your recovery process and again after each recovery to ensure that you have indeed recovered.
3. Make sure your people are trained to ask for customer feedback and empowered to make it right. Every customer is not equal — don’t treat them like they are.

Sign-up for my Monthly Newsletter to have 1 article with tools & techniques for excelerating high-performance cultures delivered to your inbox each month.

Bill is recognized as the Performance Excelerator™ because of his uncanny ability to create profound change and deliver extraordinary results with the most demanding organizations.

For additional information please visit www.billhogg.ca or email: bill [at] billhogg [dot] ca

I trust everyone had a restful holiday season and are energized about the coming year. I know I am. New Years is traditionally a time for reflection and planning and today’s post is about exactly that.

Over the holiday’s I had breakfast at Chez Cora’s – a franchise restaurant that specializes in breakfast. It has an excellent reputation locally for appetizing breakfasts that are presented well.

 On this particular morning I felt like an omelette, but wanted one that wasn’t listed on the menu — a Western with no onions. I was told “no”, all the ingredients for the omelettes are pre-made and no variation was allowed.

Resultant, I ordered a ham and cheese omelette and went about my day.

However, a few days later I happened on their website and noticed a section called “History of our Plates”. In it were 4 stories about how specific dishes came to be. Of interest, was how all 4 of these stories focused on how someone had requested something that was not on the standard menu that led to the new signature dish.

Interesting.

Their website/brand heralds back to the early days of fresh ingredients and personalized family service, however, the reality is that the franchise has become a “chain” no longer aligned to their historical values and culture. Success has eroded the values of this organization and brand and they have become a quick serve business dressed up to look like a family restaurant.

Business is still good, but one has to wonder, as they get further away from the values that made them successful, will another restaurant step in and take their business and Cora’s won’t ever understand why.

My Perspective: Today’s question is has your success or business caused you to lose sight of what your fundamental values are? Are your values and your actions aligned?

 In your desire to become efficient and profitable, is it possible some of the values that made you special or unique — or exceptional — have gotten lost.

Take the time in the New Year to re-examine what makes you unique from your competitors and make sure that edge hasn’t gotten lost.

Sign-up for my Monthly Newsletter to have 1 article with tools & techniques for excelerating high-performance cultures delivered to your inbox each month.

Bill is recognized as the Performance Excelerator™ because of his uncanny ability to create profound change and deliver extraordinary results with the most demanding organizations.

For additional information please visit www.billhogg.ca or email: bill [at] billhogg [dot] ca