Member Since: 20th Feb 2018
Jeff is the author of The Service Culture Handbook: A Step-by-Step Guide to Getting Your Employees Obsessed with Service and Service Failure: The Real Reasons Employees Struggle with Customer Service and What You Can Do About It.
More than 140,000 people from six continents have taken one of his video-based training courses on LinkedIn Learning (a.k.a. Lynda.com).
He is a nationally recognized employee training expert and a sought after speaker with more than 20 years of experience.
President Toister Performance Solutions, Inc.
17th Oct 2018
I re-read your post recently, and couldn't reconcile some of the math. I think your ultimate conclusion may be true, and I'm the first to admit that basic stats sometime elude me, so maybe you can clear this up:
If the R2 for Glassdoor vs. ACSI rating for the full group of 345 companies is .0438, how can the R2 for two subsets of that group be .0963 and .0514 if those two subsets comprise the entire group?
Full group: 345 companies (R2=.0438)
Subset 1 (high-touch): 125 companies (R2=.0963)
Subset 2 (low-touch): 220 companies (R2=.0514)
11th Oct 2018
One by-product of paying employees for service quality, is the incentives are often focused on achieving a survey score. This is a proxy for good service, but there are multiple potential issues:
1. Surveys can be manipulated to encourage positive scores
2. Employee engage in survey begging
Here are some examples of survey begging:
8th Oct 2018
You raise some good issues, though I think there are a few important distinctions that need to be made.
1) Maslow's hierarchy is quite different than the customer relations hierarchy you described. After physiological needs (priority 1), safety (priority 2), the third priority (love & belonging) is decidedly emotional.
2. When a customer experiences a problem, such as a company not responding to an email, there is a negative emotion attached. So the two almost always go together in customer service and are difficult to separate.
3. The emotional part of our brain can override the rational part of our brain, which is why emotions really should be a priority.
To use your email responsiveness example, not responding to an email is both a rational and emotional issue. The rational problem is the customer does not have a response. Emotionally, its feelings such as frustration and anxiety that come with not getting a response are what really sticks with the customer.
14th Sep 2018
Interesting research, Maurice!
I must admit, I usually yawn and lose interest when someone pulls out a regression analysis, but your study is really compelling. Thanks for sharing!
6th Aug 2018
Many customer service professionals bristle at the first one, since you are very correct that the customer is not always right.
Readers may be interested to know the origin of that phrase. It turns out, the original quote may have been twisted a bit: https://www.toistersolutions.com/blog/2018/3/2/who-first-said-the-custom...
10th Jul 2018
I was actually a little surprised that having dual screens wasn't even more of a burnout risk factor!
The funny thing about that one is I ask contact managers why they have dual (and sometimes triple) screens on their workstations. Most of the time, they cite some study about improved productivity, but of course they haven't actually read any of the studies. (Not coincidentally, those studies were written by companies that manufacture monitors.)
You are right that we do have to be careful about whether we're really helping the customer.
7th Jul 2018
I did a research project a couple of years ago to learn the leading causes of contact center agent burnout. Burnout can lead to attrition, absenteeism, lower productivity, poor customer service, low engagement, etc. so it definitely goes hand-in-hand with your post here. The number #1 risk factor? Agents who felt their organization or contact center was not customer focused.
You can see more of the research here if you wish:
22nd Jun 2018
Hi Pauline. Whatever the expected response time for blog comments, I'm sure I missed it!
You are right that there is a huge discrepancy, which I think hurts the slower companies even more.
10th May 2018
Thanks, Chris! Companies that are able to respond quickly can definitely stand out from the competition.
Of course, the caveat is they still have to address the customer's issue!
18th Mar 2018
Fascinating research! Can you share a link to the original study? I'm unable to find it online.