Employees Still Aren't Supporting A Culture Of Customer Satisfaction?

The June 15th issue of Inside Strategic Relations covers the importance of developing a culture of customer satisfaction. In the previous lesson I talked about mistakes individuals make that ruin customer loyalty. After all that, it is still possible that some employees still aren't supporting a culture of customer satisfaction.

My usual answer is "fire them" -- and I'll share a number of reasons why I feel this way later in this article, however, here is what you must do first to make sure the problem isn't you:

1. Are you providing the right tools to succeed? And do employees know how to use them?
2. Is your behavior consistent with a culture of customer satisfaction? Does it promote profitable customer relationships?
3. Are you making the mistakes that ruin customer loyalty? Is this employee directly contributing to these factors that reduce customer retention?
4. Have you been clear about individual expectations? Is what your team understands as appropriate in line with what you thought you outlined?
5. Can you cite specific instances you've corrected behavior with no lasting results? Where you clear about the consequences for noncompliance?

Disclaimer: I'm not a lawyer, nor am in human resources, so I'm not familiar with the laws of your state (country) on how to fire an employee. However, I've asked more than a few employees to quit, and have recommended whole teams cleaned out -- documenting the situation is always recommended.

Doesn't this advice sound harsh and insensitive? Wait, before you judge me, the "business relationships" guru, there are a number of very important reasons to part ways with certain employees quickly. Here are a few reasons to fire someone:

• When an employee doesn't match corporate culture, it's frustrating for the employee; it hurts productivity, and can be disruptive to other staff.
• Some people are negative and not interested in building strong profitable relationships with customers, they even see customers as a burden interrupting their day.
• Certain personalities are suited for positions that don't directly interact with customers (even vendors and co-workers), doesn't make them bad people, just not suited for a customer focused organization.
• A number of behaviors could land your company in legal trouble with sexual discrimination, or other ugly law suits, as an employer it's your duty to remove offensive people quickly.
• Dissatisfaction leads to political end-games that slow down your firms ability to complete tasks, executive projects in a timely manner, and frustrate otherwise productive employees.
• A businesses first objective is to be profitable, this way employees who support the mission can receive raises, and the long term stability of the organization is protected (business isn't about creating jobs.)
• Parting ways is often less costly than multiple disciplinary actions once certain limits are met, plus it puts other employees on alert that you will take action for unacceptable behavior.

You can have a bad employee or two who doesn't see the value participation in a corporate culture that increases customer satisfaction as a standard, not an option. Employees have free-will, an employee who chooses not to participate, is an employee who chooses NOT to work for your organization.

The good news: when employees are aware of the lessons my organization shares they often see how these methods are designed to improve their own experience as much as the customers. Imagine customers and employees working together, actually accomplishing something, reaching goals together -- that's a desirable work environment 99% of your employees dream about.

The easiest way to get these insights into the hands of your employees, even your service staff outside of sales and marketing is to invite them to join Inside Strategic Relations or subscribe to this no-cost resource. These tools are provided to help facilitate your ability to get more done, but don't mean anything if your entire team isn't using them.

Since I've done all the work for you, it is highly recommended you incorporate these lessons into your sales meetings and discussions with staff. (Click here for more about joining Inside Strategic Relations) I work directly with clients to design these materials for maximum impact, are you using them to create maximum results?

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