service to customers is almost always - I'd give it 99% - not the fault of their sharp end operatives.

Here's why...

1. They recruit the wrong people

So their most important business activity is screwed b

You can spend a fortune on having someone come and tell you how to deliver customer service, or you can do much more, for much, much less. There are three easy steps.

It's just that having a tub-thumping guru on hand to do some extraordinary things (though mainly irrelevant - give them a dollar each and tell them the 'buck stops with you' - is an example), is more visible to stockholders, if quite pointless.

So bosses seem to be doing something special, when actually what is needed is a simple approach.

As Robert Tannehill, an expert on customer service training, comments on what 'gurus' do, as follows:-

"These fringy things that some motivational trainers have companies spend money on makes my blood boil. If these people do crazy things to give them the guru touch, they can get companies to spend thousands. Dancing even - huh?

You see, management actions ensure that bad service to customers is almost always - I'd give it 99% - not the fault of their sharp end operatives.

Here's why...

1. They recruit the wrong people

So their most important business activity is screwed b

ome extraordinary things (though mainly irrelevant - give them a dollar each and tell them the 'buck stops with you' - is an example), is more visible to stockholders, if quite pointless.

So bosses seem to be doing something special, when actually what is needed is a simple approach.

As Robert Tannehill, an expert on customer service training, comments on what 'gurus' do, as follows:-

"These fringy things that some motivational trainers have companies spend money on makes my blood boil. If these people do crazy things to give them the guru touch, they can get companies to spend thousands. Dancing even - huh?

You see, management actions ensure that bad service to customers is almost always - I'd give it 99% - not the fault of their sharp end operatives.

Here's why...

1. They recruit the wrong people

So their most important business activity is screwed b

special, when actually what is needed is a simple approach.

As Robert Tannehill, an expert on customer service training, comments on what 'gurus' do, as follows:-

"These fringy things that some motivational trainers have companies spend money on makes my blood boil. If these people do crazy things to give them the guru touch, they can get companies to spend thousands. Dancing even - huh?

You see, management actions ensure that bad service to customers is almost always - I'd give it 99% - not the fault of their sharp end operatives.

Here's why...

1. They recruit the wrong people

So their most important business activity is screwed b

iners have companies spend money on makes my blood boil. If these people do crazy things to give them the guru touch, they can get companies to spend thousands. Dancing even - huh?

You see, management actions ensure that bad service to customers is almost always - I'd give it 99% - not the fault of their sharp end operatives.

Here's why...

1. They recruit the wrong people

So their most important business activity is screwed b

service to customers is almost always - I'd give it 99% - not the fault of their sharp end operatives.

Here's why...

1. They recruit the wrong people

So their most important business activity is screwed because they've got unfriendly people at their most vulnerable point.

Solution

Rigorously recruit 'people' people for your customer facing ambassadors. They have to be comfortable developing relationships that feel great and encourage real friendliness, customer and employee.

2. They fail to set the right conditions

Which will enable their people to work best.

Solution

Managers must make sure that they listen carefully to the issues getting in the way of their best people performing well - and fix them fast. This includes training them appropriately, which is usually mentoring on the job, by key employees who have the time and experience of doing this role really well.

3. They want too much

By giving their customer service people loads of ancillary stuff to do - at the same time.

Solution

Stop demanding more than o