A primary function for any executive or manager in a customer service organization is to give these associates as much support, understanding, and protection as possible. Sometimes the burden of emotional baggage may become too great. Sometimes the problem or its resolution may be too elusive. Sometimes the associate just needs a helping hand, or someone to refuel the compassion and patience they have just spent on customers. Sometimes the group just needs a little protection when the policies they are trying to defend are not keeping pace with other changes in the environment, and the associates are caught in the current of change. A leader of this group must be an advocate for the people, listening intently to their needs and providing the necessary tools. A true advocate will provide not only the tools and empowerment necessary for customer service associates to satisfy clients but will also provide tools and empowerment for the customer service associates to develop and achieve personal professional goals as well.
This commitment to advocacy is not limited to management. This advocacy is expected and portrayed in the camaraderie displayed within the trenches. As threats, complaints, and abuse fly overhead like misdirected bullets, customer service associates support and defend one another in the trenches. It is this commitment to one another that gives strength.
It takes a very special kind of person to work in a service organization. Each day is full of commitment to understand and resolve numerous consumer complaints. Typically, there is very little warning about what type of issues will escalate, or the perceived severity of each one. Most often, problems carry a considerable amount of emotional baggage. It is difficult, if not impossible, to circumvent the emotional baggage on the route to the root cause of the problem. So, customer service associates have the additional burden of assisting the customer with carrying that baggage until the problem is resolved. It takes a tremendous amount of compassion and patience to be a bellhop for emotional baggage on a daily basis while simultaneously being a detective to solve the problems with a very limited number of clues. Needless to say, customer service associates can be identified by big hearts, broad shoulders, and an incredible sense of humor.
To be truly successful in delivering service, it is necessary to understand and support the many collective individuals who are part of the complex chain in delivering customer satisfaction. As an executive in the service organization of a global manufacturer, it was relatively easy to admit that it would be impossible for me to personally handle every customer complaint or escalation. Even with excellent quality product, the sheer number of consumers and potential for escapes in a well-run process were more than any single individual could juggle. Fortunately, the quality of the people in the service organization, and the quality of the service provider network, was commensurate with the renowned quality of the brand. This complete circle of quality relied on integrity, honest communication, and trusted collaboration. Mark Blevins put it best when he said, "service pays for the sins of the past." Service organizations do not design the product, the process, or the promise, but service organizations have to fix the problems when one of those three preceding perspectives fails to perform. Quite often, the problems do not appear until long after the marketing, sales, and revenue are long gone. Service organizations continue to provide solutions for items that the sales and promotion pipeline have long since forgotten. Of course, these problems cannot be overlooked. There is a stated or implied commitment to the consumer, a relationship with the customer to be maintained and preserved, a reputation, and future business to consider.
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