The last few weeks have been full of flying. Eight flights in 14 days, during which, I was reminded of two simple things about service excellence. The first was about promising and not delivering. This was my tea-with-a-slice-of-lemon moment. A very sweet smile followed by an “I’m sorry, sir, I have run out of lemon; allow me to come back to you with the tea in a bit” sounded like good service etiquette. However, 15 minutes later the air hostess passed by with no apparent memory of her promise to return with my cup of lemon tea.
I waited and then asked again. Once more I got a smile and “Allow me some time, sir… I will get it for you.” That cup of tea never came. I wish she had just told me that there was no lemon if that be the problem, and at least I would have had a cup of coffee instead. An honest reply to a client of what’s possible and what’s not is better than a promise of getting something done and not delivering anything in the end. Customer service is not just about the smile and the right words. The right actions speak louder, or in this case, complete inaction leading to my disappointment.
Another day, a different airline, and a lesson in what great service looks like. I saw the air hostess not only attend to request after request with a smile and genuine (or at least what appeared to be) care. But the bigger lesson was being able to offer service without being asked. “Would you like an extra bottle of water to keep with you? Can I get you another… why don’t you try the… It’s really nice.” A host of these moments that I experienced made me feel well looked after. But observing the care that other passengers got, was equally reassuring. The smile and the polite service were not just reserved for the special few. It was on offer for every single person, and that felt like part of the airline culture and training.
Creating an institutional approach to building the orientation towards service excellence is a top-down effort. The leaders set the tone. The stories get told and retold. Behaviour is mirrored. What is acceptable and what won’t be tolerated is observed. The energy of the leadership team travels through the organisation. Are values just posters on the walls? Are mission and vision statements saved for the intranet and screen savers? Or are they the stuff that influences everyday actions?
Building a strong service culture is not everybody’s cup of tea. But when you get it right, with or without a slice of lemon, it promises to bring cheer to clients. In the end, the best way to build a good reputation is through deeds. The stories that get told are simply a reflection of reality. As I often say, “You cannot communicate your way out of a problem that your actions brought you to”. Act first, then communicate – do the right thing, and then the words will follow.
Managing expectations is about delivering on promises made. In one case the cup of tea that I was promised never came. In another before I could ask, a range of offerings were made available. The delight I felt as a customer, to get something I did not ask for, that I wanted before I could ask for it, makes me a repeat customer. This proactivity made me feel seen and heard and was truly special. In a world where getting what you paid for and what was promised is a struggle, getting a little extra truly feels exceptional.
Make someone smile today. Do that little bit extra that could change their day and watch how it ripples forward.
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