Thank you John Miller author of QBQ

Three Ways to Be Outstanding!

Hello to all. I am in Columbus, Ohio today sharing the message of "Be Outstanding Through Personal Accountability" at a fine firm called DSW (Designer Shoe Warehouse). Their store management team has read QBQ! and will now be engaging with the Outstanding! book. So, it occurred to me that it might be good to share some outstanding (pun intended) content with you again. And always remember, REPETITION IS THE MOTOR OF LEARNING, so if you've read these three QuickNotes before, I humbly say read them again! And pass them on to your colleagues to generate meaningful discussion inside your organization, too.

John G. Miller
www.QBQ.com
www.OutstandingOrganization.com

1. Make No Excuses!
Daughter Tara, while a high school senior, came home one weeknight after I’d turned in and typed out a note on my laptop. This is exactly how it looked and read: “Dad, I’m sorry for not calling to let you know I wouldn’t be home by ten. I understand things like this can take away the trust you have in me. I won’t even make excuses, because I know I need to have Personal Accountability!”

I remember thinking, Wow, great note. She really gets it. What a good kid. Then I saw a P.S. that said: “Of course, there are always reasons if you want to hear them.”

Life teaches us all—whether we’re a child, a teen, or an adult—that we cannot control what other people say and do, or most events occurring around us. The only thing we really have control over is ourselves. And this is exactly why personal accountability is so critical, and why people and organizations who demonstrate accountability stand out.

In truth, there actually are reasons things go awry: people make mistakes, the ball gets dropped, stuff happens. Life can be complicated, confusing, and complex. Because of this, any one of us on any given day could go on and on with “reasons.” But when we attempt to exonerate ourselves with explanations, all they sound like are excuses—and, of course, that’s all they really are. What we need to do, instead, is look to ourselves and ask, “What can I do?” and get to work solving the problem. In other words, practice personal accountability.

Certainly there are situations in life where we pull out the swords of Facts and Logic and wield them mightily in our defense. But when we are tempted to do so in front of anyone we call “customer,” we might want to remember the country song that says, “Here’s a quarter, call someone who cares.” Never forget: The customer does not care to hear our reasons and excuses.

Just ask Alan Farnsworth, head of customer service worldwide for Bausch & Lomb. He’s been on the receiving end of the better approach and shares it in this story:

Connecting through the Paris airport, I was on a bus full of travelers heading out for a remote boarding on a distant tarmac. When we reached our plane, we weren’t allowed to get out. Instead, an Air France person came onto the bus to let us know the airplane cabin wasn’t ready. I wasn’t concerned about the delay since I was not in a hurry, but I could see other passengers getting increasingly annoyed as the minutes passed.

Once we were finally on the plane and settled in, forty minutes behind schedule, the captain came over the speaker. Honestly, I expected the standard, canned, insincere airline spin such as, “Sorry for the delay, but it’s due to the late arrival of the incoming aircraft” or some other routine excuse. Instead, here’s what the captain said: “I’d like to personally apologize for this delay. It was due to our failure to get the cabin ready on time, and as captain, I am responsible for that. I didn’t get the job done. This is inexcusable. Our practices will change to ensure this never happens again, at least not with any team for which I am responsible. This is not typical of Air France, and I hope you won’t hold this against us, because we can do better—and you deserve better. Now, please sit back and enjoy the flight. We may be late, but we’ll make it as pleasant as possible for you.”

I have never heard such honesty like this in circumstances like these. You should have seen the passengers’ response. It was fascinating to observe. Nodding heads, smiles, and faces that clearly said, OK, that’s pretty nice. I feel better now. People’s agitation and irritation seemed to be replaced by acceptance and relaxation. While observing all of this, it occurred to me that candor and accountability like this are exactly how every organization ought to deal with their customers. After experiencing it—after feeling it myself—I know it works!

Question: How complex is it for an airline to get a plane off the ground on time?

Answer: Extremely.

And more often than not, the crew is as frustrated as the passengers. They want to get going, too! But if this Air France pilot had shared “The Five Reasons You Can’t Blame Us” with his customers, what would that have accomplished? Nothing positive, that’s for sure. So he took the High Road of Personal Accountability and simply said, “No excuses.” Outstanding!

Alan’s tale is a terrific example of one individual taking responsibility for a problem in a surprising and inspiring way—but that’s probably not the whole story. Since individuals often act within the context of their organization and its culture, I can’t help but wonder what might have been in the captain’s training and the organizational environment that contributed to his behavior.

More important, what can each of us do to engage in the same behavior in our organization today?

2. Speak Well: Make the Right Impression

It just baffles me that it seems to be so difficult for some people to speak kindly, respectfully, and helpfully. What can possibly explain people treating people in negative ways? Why would anyone risk making a bad impression for their organization by choosing the wrong words and/or employing the wrong tone? At best, the impression created is one of indifference. At worst, we drive people away.

Is the goal to drive our customers away? I think not, but it happens all the time. Examples:

Mike, a CEO:

Shortly after reading Outstanding! I went to a bakery-café chain restaurant on a Sunday morn and was surprised they were almost out of bagels. The selection was poor, both in flavor and quantity. I'm no bagel-selling expert, but I would consider 11am Sunday to be peak selling time for baked goods. When I asked if they were making more, the counter person relayed my query to the manager who turned and abruptly—bordering on harshly—said, "It will be a long time before any are ready." He then looked past me as if he didn't see me and barked, "Next in line!!" As I stood there a bit caught off guard, my wife ordered some plain bagels. When they handed me the receipt I saw that it read, "Tell us how we are doing and you may win $2,000!" I've decided that I will tell them how they're doing, but they can keep their prize money because all I really wanted was a dozen "Everything" bagels—or at least a kind word or two. This was not a real big deal, but it definitely wasn't outstanding.

Shawn, a Human Resource Manager:

I booked a rental car for $45 total for two days. When I arrived at the rental counter, there was one attendant and four customers. I waited twenty minutes before another employee appeared and waived me over with nary a word. I got my car, but soon after my plans changed—I only needed it for one day. Yet when I returned the vehicle I was charged $69! When I tried to have the problem resolved I was given the run-around and told to call their corporate office since, "We only print receipts and can’t modify pricing." When I did so, I was spoken to rudely by a manager and told since I'd "broken the contract" by only using the vehicle for one day they could charge me a higher per day rate. He said that if I'd kept the car for two days my bill would've been only $45. When I said that made no sense, he tuned me out and did not give me a refund. I know that $24 isn’t a lot of money, but no part of my interaction with them causes me to want to return. It certainly was not an outstanding experience.

Scott, a Conference Center Director:

Traveling by car I decided to spend a night at a hotel near Dayton, Ohio, where I knew a well-known brand has a couple facilities. I called their 800 number and made a reservation, only to realize minutes later that the hotel where I reserved a room was not the location I wanted. So I called back, made a reservation at the correct one, and asked for the other room to be canceled. "No problem!" I was told. Well, the short story is I was charged for two rooms for that night. After several calls to their 800 number I was told the problem was handled. But it wasn't—the charge remained. Finally, after more frustrating interactions I was informed the only way to get a refund was to have the hotel that had charged my card reverse the charge. So I phoned the hotel where I never stayed, and the manager said that I needed to call the 800 number to have the charge removed! When I asked if he would call them on my behalf, he stated, "I'm not going to do that." When I asked why not, he responded, "If you were a regular customer of mine I would, but it's not worth the hassle for me to do it." I was dumbfounded—but not speechless: I told this guy to run right out and buy a copy of Outstanding! because his organization definitely isn't there.

People have perceptions of organizations. Where do those impressions come from? Almost entirely from how they are spoken to by people representing the organization. And as far as customers are concerned, the people with whom they interact are the organization. As Rod Blunck, an executive in public education, says, “Courtesy is free; extending a pleasant word costs us nothing. So why not freely give it away?”

Let's speak well to our customers, create the right impression—and be outstanding!

3. Coach, Moment to Moment

Coaching is one of the hottest topics in the organizational world. That’s good, because coaching increases productivity, builds skills and trust, and creates loyalty. Coaching is essential to both the individual’s and the organization’s success. And it needn’t be complicated. Too often we view coaching as a formal process where managers help people define objectives, encourage development, and review progress. All that may be important, but real coaching is about managers being engaged with their people—moment to moment.

The Miller family was dining at our favorite Applebee’s restaurant, and our server was a trainee named Ben. It was Ben’s second day on the job, and his shift supervisor, Darci, was at his side. Shortly after putting in our order, Ben and Darci arrived at our table with Ben carrying a big round tray loaded with various beverages destined for several customers. Holding the tray high in one hand, he carefully placed our drinks on our table. “Thanks,” we said.

“You’re welcome!”

And then the worst thing possible happened: In what seemed like slow motion, Ben’s tray tilted and all the other drinks tumbled off, landing on the rug, an empty booth, and a few guests’ shoes, including mine. One patron was even hit by a flying ice cube! Ben was clearly mortified, but Darci instantly reassured him, “Don’t worry. It’s okay. No problem.” Meanwhile, an awkward silence had enveloped the room as customers tried not to stare and nobody knew quite what to say.

Just then we heard the terrible sound of breaking glass and shattering plates coming from the kitchen. Without skipping a beat, and with a smile on her face, Darci said to Ben, “See? Everyone does it!” The tension broke, customers laughed, and all was right with the world. Good coaching does that.

Our only son, Michael, worked as a teller at a Wells Fargo drive-thru bank during college. One day, an older man driving what was possibly an even older car, pulled into another teller’s lane. His transaction was handled promptly, but before driving away, the gentleman suddenly pointed at Michael through the large plate glass window and angrily yelled, “Him! Him I don’t like!” Mike, not recognizing the man at all—and totally caught off guard—clicked his microphone on and said, “Pardon me, sir?”

“You, I don’t like you!” the man hollered again.

Sitting just out of sight was Mike’s boss, Jennifer Infante. She knew that Mike has a quick wit and a dry sense of humor—and a mouth that can run ahead of his brain. (Wonder where he gets that?) It’s a trait of Michael’s that they’d chatted about before, and now, seeing the situation unfold, Jen saw that a “teachable moment” was developing. Anticipating that Mike might be about to say something he shouldn’t, she whispered, just loud enough for him to hear, “Mike, relax. Remember, he’s a customer. Let it go.” So Mike checked himself, smiled through the glass, and said, “Have a nice day, sir!” and watched the man drive off. Service disaster averted, thanks to a good boss doing her Number One job: coaching.

One cannot coach what one does not observe. Both of these stories demonstrate solid, in-the-moment coaching skills, but perhaps most important, they demonstrate that the supervisor was there when he or she needed to be. Most managers can’t be by the side of every employee every minute of the day—nor should they be. But it’s also true that managers cannot coach unless they are present. The best coaching happens day to day and moment to moment.

Managers, be there.

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Thanks for reading! Have an outstanding day!