John DiJulius | Customer Experience Blog


Restaurants on the Run | Michael Caito | Steve Job’s farewell | British Airlines
Changing the World by Creating a Customer Service Revolution…

ROTR Logo Restaurants on the Run – This is a multi-restaurant delivery and catering company serving cities all over the west coast, and it has an amazing success story built around a philosophy of “people taking care of people.” This isn’t lip service. They live this internally and externally. A long-time client of The DiJulius Group, they created a Secret Service Agent team made up of staff members.  Annually they give out a Secret Service Agent of the Year award, and the recipient will receive a prize such as a vacation for two at Disney World.ROTR SS

Competition on the Run – ROTR is a very aggressive company that excels in implementation and execution (Chapter 6 of What’s the Secret?). They recently introduced a service recovery program designed to focus on loyalty and retention processes, which forced them to take a much longer look at what they do when things do not go according to plan. This Michael Caitohas culminated in our Service Guarantee Program, which caused them to  launch  The ROTR Promise. The ROTR Promise says that they will give customers a $20 gift card if their order is not set up and ready to eat within 5 min of the quoted RTE Time.   This is a bold move and a powerful statement that none of their competitors have ever offered.  The DiJulius Group is thrilled to have Michael Caito, President & CEO of Restaurants on the Run, as one of our keynote speakers at this year’s Secret Service Summit, November 3rd & 4th in Cleveland, OH.

What America needs is more Jobs…Steve Jobs – Last week Steve Jobs officially removed himself as Apple’s CEO.  This may be the end Steve Jobsof an era. I regard Steve Jobs as one of the top five entrepreneurs and visionaries of the last 50 years. If you haven’t seen the Stanford University commencement he gave you have to take the time to watch this, it is legendary – Stanford Address. My favorite Steve Jobs’ quote is, “Don’t ask the customers what they want, give them something they cannot live without.” Here’s to you Steve!

Secret Service by an airline – I get dozens of RSS feeds on customer service stories everyday, but rarely do I get a positive story of an airline. British Airways Using iPads to Revolutionize Customer Service! Cabin crews working for British Airways are now using the iPad to streamline several boarding processes and in-cabin services to offer a truly personalized experience to flight passengers. With the iPads, the crew has access to each customer’s preferences and travel arrangements. A seating chart displays where each passenger is seated, who their traveling companions are, their Executive Club stature, and special meal requests. Read the entire article.

TA making price less relevant – TravelCenters of America, a long time consulting client of The TA DiJulius Group, has had and continues to have, unbelievable momentum. The company has posted amazing earnings the past two years in spite of the serious economic woes that are lingering.  TA has won multiple awards for their customer service excellence, including the 2010 Secret Service Summit Award.  Recently the Cleveland Plain Dealer did a feature story on TA’s success and when asked about why his company places so much emphasis on customer service, CEO Tom O’Brien said, “At the core, our company is in the commodity business. We sell two billion gallons of fuel, and we have some very stiff competition. If you can purchase fuel for the same price, why wouldn’t you send your drivers to a place where they can get a clean hot shower? They can sit in a full-service restaurant and be called by name, and be served by somebody who understands a little bit about the trucking business.”  Read the entire article.

Quote of the week

“We started off hoping to change a business, ended up changing an industry,

 community, people’s lives, and the way other companies do business”

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Secret Service Certification by John DiJulius

Customer Service Training Class This October 3rd is your opportunity to re-energize and change the way your company delivers world-class customer service.

This last class of the year, will provide new insight into the customer  service systems used by the top organizations in the world and show you  how to use them at your company.

12 candidates will be selected to be a part of this train-the-trainer class taught by best-selling author, keynote speaker,  consultant and THE Authority on delivering a world-class customer  experience John DiJulius.

This class is tailored to:

    ·    Corporate trainers

    ·    Consultants

    ·    Leadership teams

    ·    Small business owners

For details and selection process call Denise Thompson at 440-443-0023 and mention secret phrase “I’m a member of the customer service revolution” for early bird pricing.

 

Few seats remain available!

Any company in the world can do what you do,  

except deliver world-class customer service.”

FREE Teleseminar

September 14, 12 PM EST

  Teleseminar series

This September 14th join John DiJulius in the first of a NEW series of FREE Teleseminars based on the X-Commandments of world-class. 

 

The  first teleseminar will expand on The State of Service in  America.  Why are companies realizing poor service is a sure way to go  out of business? How the top service companies endure all economic  climates? How do you compete on experience not on price?   

  

To register follow these 2 easy steps:

  1. Become a member of the customer service revolution
  2. On September 14th at 12PM EST, you can listen in from your phone simply by dialing 214-775-0917 ID 742574# Or from your computers by going to this link:   http://InstantTeleseminar.com/?eventid=22213515 AND using PASSWORD 914TDG

Add this teleseminar to your Facebook or LinkedIN calendars so you don’t forget:

 Facebook Event LinkedIN Events

Register FREE today!

~John R. DiJulius III best-selling author, consultant, and keynote speaker, is the President of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

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The Secret Weapon for driving revenue | Price or Experience Wars | Full Disclosure

“Changing the World by Creating a Customer Service Revolution…

CUSTOMER SERVICE, THE SECRET WEAPON FOR DRIVING REVENUE
– Companies spend millions creating and advertising their brands, yet the customer’s experience is what drives customer perception. A recent study reaffirmed what every customer knows, but too many leaders continue to bury their head in the sand and ignore what research shows: that a great experience not only influences where they chose to buy, but also…

  • 82% of consumers have stopped doing business with a company as a result of a negative experience
  • 55% became the customer of a company because of their reputation for great customer service
  • 40% began purchasing from a competitive brand simply because of their reputation for great customer service
  • 85% of consumers said they would be willing to pay more over the standard price in order to ensure a superior customer experience

Are you competing on price or the experience?  Consumers aren’t only demonstrating power with their wallets, but they are influencing those around them as well. Whether consumers have a positive or negative experience, their friends, family, colleagues and networks are sure to hear about it; and what they are saying carries weight. The top three factors why consumers recommend a company:

  • 55% because of its customer service
  • 49% because of the product
  • 42% because of price

Read the entire report Customer Experience Report North America 2010 – RightNow

Full Disclosure – I have been getting more and more impatient with businesses’ lack of respect for my time. I hate to be kept waiting. Recently I went to a local diner with my family for Sunday breakfast, and upon arrival the hostess warned us saying, “I apologize. We are so busy today, our kitchen is really backed up. It may take a while before you get served.”  We all responded with something along the lines of, “We are in no rush.”  The waitress eventually got us our drinks, our order and kept stopping by during our wait to refresh our drinks and apologize for the long wait. Each time we kept reassuring her that we understood. The food finally arrived and we left happy.

What was funny was afterward, when I thought about the length of time between order and delivery of the food, it was significant. However, with her being upfront and apologetic, none of us were even the slightest bit upset. It is like when you see an employee nametag that says “In Training” underneath the name. You automatically feel for this person, are more patient, understanding, and sympathetic. You want to help them out so they do not feel so overwhelmed.  Disclosing the inevitable service defect upfront is a powerful tool to getting your customers to be more understanding and patient. It is when they are not told about the delay or why or how much longer that people feel taken advantage of and are less forgiving.

Exercise of the week – A few weeks ago I shared the FORD exercise, which measures your employees’ customer intelligence.  Another great exercise is the FORD exercise for your management team, asking them to fill in the following FORD on each of their employees. How well do they know the people that report to them on a daily basis?   This will demonstrate how well they retain employee intelligence:

  • Family
  • Occupation
  • Recreation
  • Dreams

Quote of the week

 

“We are not for everyone, nor do we want to be. We are for the 1% who want to

emerge as the best of the best and are not afraid to work hard and challenge themselves

 to see how much greatness they actually have inside.”

Receive a “Johnism” of the Day – join me on http://twitter.com/johndijulius

~John DiJulius best-selling author, consultant, and keynote speaker, is the CVO of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

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Reverse Secret Service at Westin Hotels: Similarities between your employees’ jobs and Disney’s cast members: Southwest Airlines rapping flight attendant: Steve Jobs Quote

“Changing the World by Creating a Customer Service Revolution…”

Innovation Secrets by Carmine Gallo

Reverse Secret Service – While reading The Innovation Secrets of Steve Jobs, by Carmine Gallo, I came across an innovative initiative by the Westin Hotels, designed to encourage deeper relationships between hotel employees and guests: New employee name tags, which included this phrase, “My passion is ___________.”  Westin executives said that the passion tags opened a dialogue between the company’s staff and its guests, and when guests start talking, they are much more forthcoming about any issues that might concern them during their stay.  A simple phrase on a nametag encourages guests to talk and engage, and find out similarities and common interests, thus helping to break down barriers and create emotional connections.

Call Center & Cast Members – Do you have employees in mundane roles, doing the same task over and over again all day long, answering the same questions, dealing with frustrated customers, whose problems and issues where not your fault? Well guess who else has the exact same scenarios, maybe even worse? Walt Disney World!  Disney is and always will be the leading example of world-class customer service.  Even though you have heard numerous examples, if you really think about it, they apply to any business.  I swore I would not share another Disney story until just recently when I heard someone say, “Our customer interactions are not as romantic as a theme park, where people are excited to be there. It is not apples to apples.”  I disagree!

I took my three boys to Disney World this past August — the absolute worst time to go. The temperature was in the mid-nineties, and the average wait time for an attraction was about 60 minutes.  It was miserable. Like everyone else, we waited, baking, all while the kids are whining, “How much longer.”  I observed the Disney cast members who stood there the entire time, in costumes, as uncomfortable as we all were. The only difference is that eventually we got to enjoy a ride, while they just ushered people on and off.  I saw them being asked the same stupid questions hundreds of times, “how much longer,” “my child has to go to the bathroom,” etc. They had to deal with frustrated customers who were literally losing their cool because of the anxiety of waiting in the heat with an impatient child. And I was amazed at these young 18-24 year olds and how well they kept their composure.  They acted like the questions were unique, they kept smiling, and I watched as tour guides returned with a new group, reloaded another dozen people and they had to start the script all over again.  They said it fresh and enthusiastically like it was their first tour of the day.

There is something to be learned from this about making sure our employees understand the importance of their roles in our customer’s day; and while it may be our 100th same old interaction of the day, it is our customers only one with us.  We owe it to them to provide an experience saying they were the only customer we contacted that day.

Adding theatre to your job – Just like call centers, receptionists, and cast members managing wait times, flight attendants’ jobs can get very monotonous by performing the same duties and saying the same scripts flight after flight, day after day.  You have to watch this video of how a Southwest flight attendant changed it up, making it a memorable experience for the passengers and himself, and breaking out of the same routine.

Resource of the WeekThe Innovation Secrets of Steve Jobs, by Carmine Gallo. I am a huge Steve Jobs fan and found this book excellent. So much so, I had everyone at The DiJulius Group read this book.

Quote of the Week

“Leaders are fascinated by the future. You are a leader if, and only if, you are restless for change, impatient for progress, and deeply dissatisfied with the status quo. As a leader you are never satisfied with the present, because in your head you can see a better future, and the friction between what is and what could be burns you, stirs you, propels you forward.”

~Steve Jobs

~John DiJulius best-selling author, consultant, and keynote speaker, is the CVO of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. Learn more about The DiJulius Group or The Secret Service Summit, America’s #1 Customer Service Conference.

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IT ISN’T THEIR FAULT, THEY DON’T KNOW ANY BETTER!

I have this niece who is 20, and I have been bugging her for years to come work for me. I’ll even send her to beauty school! She is one of those bright, bubbly cute girls who lights up a room. She has a great personality and any business would love her working for them at the front lines as a receptionist, hostess, or any customer contact position.

ImageI got to see her over the holidays and asked her what she was doing. She said she has been working for a while at a Café and enjoys it.  I asked her what it was like and what her responsibilities were. As she explained them, one of the jobs the owner has given her was to make sure people who are not paying customers do not use the bathrooms.  My eyes lit up. I said, “Really?” She replied, “Yes, we even have a sign on the door that says so. Just today I saw someone who wasn’t buying anything headed to the restroom, so I ran after him and made him leave.  My owner says if they can’t pay for things, they don’t get to take advantage of our facilities because he then has to pay me to go in and clean up after them.”

I was shocked! This is my sweet adorable niece with the same family DNA. How could she think like this?  You are probably thinking how wrong I am about my niece, and that I shouldn’t want an employee like that.

Well, for starters, each of us has plenty of employees currently working for us, and I would love for her to work for me– with the proper customer service training, of course.  Her mindset is not unusual. It is more the norm.

It all goes back to Service Aptitude. No one is born with it; it is not innate. People’s Service Aptitude comes from two primary places: 1) life experiences and 2) previous work experiences.  Think about that. That’s it! No one is born with high service aptitude.  Most life experiences before the age of 25 don’t afford the know-how of what world-class service looks like.  And considering that nearly 80% of businesses out there are Average at best at customer service, that means employees have previously worked elsewhere. Not only were they not trained on what excellent service looks like, but they were poisoned with a policy-driven iron fist that teaches them that customers are out to take advantage of businesses and must be caught and stopped.

We all agree that the experiential side (how our customers are treated and cared for) is just as important as the technical/operational side of what the customer receives. However, our training contradicts that. We would never think of having an accountant, lawyer, nurse, doctor, hairdresser, or technician perform work without the proper technical training, certification, and licensing. Yet most companies have little to zero customer service certification.  To my knowledge there is no degree or even a college course that prepare our youth.

Action Plan

Don’t be discouraged.  This is the majority of our workforce. Keep reminding yourself that it is not their fault; it is our responsibility as an organization and as leaders to improve their Service Aptitude to a level that is acceptable before we allow them to interact with our customers. Make sure you re-evaluate what your soft-skill service training looks like, how well your existing and new employees know and understand your Service Vision, and how they impact it.  Be sure they know your Customer Bill of Rights, your Always & Nevers, the Secret Service Systems, what your service recovery protocols are, how they can easily go Above & Beyond, and that they have the permission and autonomy.

~John DiJulius best-selling author, consultant, and keynote speaker, is the CVO of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. John DiJulius is the innovator of a methodology called Secret Service a customer service system which consistently enables organizations to deliver World-Class Customer Experiences. Find out more about The DiJulius Group or The Secret Service Summit, the #1 National Customer Service Conference.



ZERO RISK

You can make the argument that in business, achieving Zero Risk is as important as consistently achieving delivery of your non-negotiable service standards. Zero Risk addresses an intimidating array of issues such as service defects, lack of concern about the customer’s experience, and incidents or emergencies that aren’t a company’s fault.

“These all produce unhappy customers.”

But what does Zero Risk look like from the consumer side? As a customer, Zero Risk means you have a sense of security knowing that when you deal with a company, if something goes wrong, that company will make it right. There’s no risk (Zero Risk) on the customer’s part to deal with that company or business.

How many Zero Risk companies do you deal with? The following scenario happens every day.  You are unhappy with your experience as a customer. You express your displeasure to a front-line employee who looks at you like a deer in your headlights. At best, that employee may say “Sorry” — but that’s it. The employee isn’t allowed, or required, or trained to fix the problem. It’s obvious that nobody at the company cares whether you are disappointed, and you realize it is a waste of time and energy to try to do anything about it. So you just stop reporting your displeasure, and more importantly, you stop going back. Dealing with a company like that is High Risk and the opposite of Zero Risk.

Today, we expect very little from companies. We feel it is a waste of time to complain because companies will be defensive and will not take responsibility for the problem. By now you probably have heard the urban legend about a customer who returned tires to a Nordstrom store and Nordstrom refunded the money even though it has never sold tires. It doesn’t matter whether or not the story is true.  What does matter is that Nordstrom has an almost mythical status for its “no-hassle” customer service.

I admit that I love to shop at Nordstrom. They have made price irrelevant for me because they provide great service, and I know they are a Zero Risk company. I don’t have to worry about returning an item within 30 days or saving my receipt because Nordstrom just doesn’t haggle over these details.

I have a personal “tire experience” story with Nordstrom. One day, as I put on a nice pair of shoes, I noticed that the tongue was damaged in one of them. At first I thought nothing could be done about the situation because the shoes were nearly a year old. But then I remembered that my wife had purchased them at Nordstrom.  I decided to put Nordstrom’s reputation to the test. I took the shoes to my Nordstrom in Beachwood, Ohio, and asked for the general manager.  Fran Broda introduced herself to me as the general manager and asked how she could assist me.

“My wife purchased these shoes here nearly a year ago, and one of them is now defective.” Fran looked at the shoe. “I don’t believe Nordstrom has ever sold this brand of shoes.” I firmly disagreed.  “I am pretty confident my wife purchased these here. She buys all my shoes from Nordstrom.”

“Regardless, let me see what we can do. We should be able to repair it. Can you leave it with us for a few hours?” she replied.  I have to admit that I was a little surprised.

At first I felt that she was trying to get out of fixing the shoe. (Maybe the tire story really was a myth.) Could their customer service be overrated? I was sure I would have to pay for the repair, especially as Fran wasn’t admitting to having sold them in the first place. A few hours later, I returned to Nordstrom. The shoe was fixed and as good as new.  Better yet, to my great surprise, at no charge!

Driving home, I thought, “That was Zero Risk. They stood behind their product and fixed it, even though my shoes were nearly a year old.” I gave them a 9 on a scale of 10, losing 1 point because Fran tried to say Nordstrom’s hadn’t sold the shoes to me. When I got home, I told my wife the story. She immediately told me that Fran Broda was right! My wife remembered buying the shoes someplace else. So Nordstrom scored a perfect 10. At no charge they had repaired a used shoe that they hadn’t even sold!

“Nordstrom is truly a Zero Risk company.”

~John DiJulius best-selling author, consultant, and keynote speaker, is the CVO of The DiJulius Group, the leading customer experience consulting firm in the nation. He blogs on customer experience trends and best practices. John DiJulius is the innovator of a methodology called Secret Service a customer service system which consistently enables organizations to deliver World-Class Customer Experiences. Find out more about The DiJulius Group or The Secret Service Summit, the #1 National Customer Service Conference.

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ARE YOU GETTING ENOUGH COMPLAINTS? No news is sometimes bad news

Think about the last several times you had an experience less than spectacular. You left a business frustrated or hung up the phone more stressed than before you called. Unfortunately all of us can remember several probably in the past 48 hours. Next, think about contacting the company management about your dissatisfaction.  If you are like most people, you don’t bother to waste your time.  I never do. But then the customer service consultant voice starts talking to me on my way home.

Voice in my head:

“Why didn’t you tell anyone?

Me:

“I don’t know, I just didn’t, leave me alone”

Voice:

“But why?”

Me:

“Because they don’t care”

Voice:

“How do you know?”

Me:

“Just a feeling I got, no one there seemed to care. I would have had to wait for a manager to come out, then explain my story to him, and I know he would have thought I was trying to get something for free, and he probably would have been defensive. I would have preferred to talk to him 20 minutes sooner than waste my time.”

Voice:

“Maybe, but how often do you think this happens with your customers and clients in your businesses?”

Me:

“Uhhhhhhh, good question! How about minding your own business while I turn up my radio!”

Ouch! This happens all the time. We do it as customers, and our customers are doing it to us!!  If we are not making it easier for our customers to give feedback, then it is happening to us more than any of us realize. Our customers have better things to do with their time than hunt us down and complain.

Management Service Recovery Training

Customer Satisfaction and Resolution GRAPHIt is difficult to expect your front-line employees to handle service recovery when they have poor role models. Service Management Group (SMG), headquartered in Kansas City, Missouri, who measures the customer experience for multi-unit businesses, found some startling information when tracking customer complaints. SMG discovered that managers were the main cause of the very worst problems. These were the situations in which a customer complained directly to the manager. But the manager made the original problem worse by being defensive or unwilling to solve the problem. One-third of worst problems-the ones where customers called into the company’s headquarters to complain-were about the manager’s failure to resolve the original complaint!

Give Permission, Make it Easy

There are several ways to give permission for our customers to communicate with us. Now I am not talking about satisfaction measurement devices that ask customers their level of satisfaction and how likely they are to refer.  That is very vitally important, I spent an entire chapter on it (13) in What’s the Secret?. This is something totally different.  I’m talking about giving your customers permission to communicate easily, in a non-threatening way; and not only giving them permission, but asking for their advice, their feedback, both positive and negative. Few companies ask their customers for praise, and lose the opportunity to celebrate and perpetuate that type of outstanding performance. However, very few companies have the courage to ask their customers for feedback if their experience was below what they were expecting.

How Accessible Are You?

 

Here’s a refreshing approach. When you shop for a car at Motorcars Honda/Toyota in Cleveland Heights, Ohio, you will notice a red phone in the middle of the showroom with a sign that reads: “Hotline to Owner Chuck Gile.”  Customers know that if any issues arise, they have the power to talk to the top executive in the organization. That provides great peace of mind and a zero risk of doing business with a company. On top of that, the red phone sends a message to all employees, demonstrating the lengths Motorcars will go to make the customer happy.

Grillsmith Restaurant, a Tampa-based chain, posts a sign that says, “I want to hear from you” with the GM’s picture on it and all the contact information, including the cell phone number.

Got Service? Prove it!
John Robert’s Spa rolled out an Experience Guarantee, where guests can pay what they think is fair if they were not totally satisfied with their experience, no questions asked. Did JRS get burned? Hardly. Any time John Robert’s got “short paid” it was deemed justifiable by the Salon Coordinator. It gave JR great feedback on who were the employees not providing the experience promised and more than 80% of the guests who didn’t pay full price, returned again.  John Robert’s retained 80% of their dissatisfied customers!  I would say it is working.

It is so simple: it is just marketing to your customer on everything: invoices, orders, at checkout, on the website, even in bathrooms.  Here are some examples of what companies have used:

 

Please tell us about your experience.
It is very important for us to know how we can be the best 

We want your advice on how we can be better

Did we hit the mark today? Tell us
Did we miss? Tell us, please!

Was someone a hero for you today?
We want to recognize them.

Were we the best part of your day?
If you can’t answer yes, that is unacceptable to us.
Please share with us why we were not.

Action Plan
How easy are you making it for your customers to share their experiences? Do you give them the impression you care, that you want to know, that exceptional experience is the only thing you will accept?  If you are not getting enough complaints, that may be telling you something.

 


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Is Your Training Contradicting What You Are Preaching? Company Leadership sends the message to employee that Service is not important

If you ask managers of any business how important their customers’ experience is to customer satisfaction (i.e. engaging, memorable, personalize, relationships, etc.), along with the quality of service or product they deliver, nearly every manager would say that the customer experience is critically important. Yet they contradict themselves by their actions.

Managers get frustrated because their employees and professional service personnel think it is all about the expertise. ‘Wowing’ the customer consistently takes a back seat. Why? Because it is just lip service by management! Want proof? Think about most professions; nearly all the degrees, licensing and on-going education is spent on the technical expertise of the profession. Now compare that with how much customer service training is put into a new employee and how much on-going training is put into an existing staff?  How many colleges offer Customer Service as a major, a minor, or even a class?

How many companies require their professional service providers to have certain levels of customer service training and/or licensing before they are allowed to work with customers, patients, or clients?  Hardly any.

Medical brilliance is a Commodity
A recent study found that, of the doctor’s surveyed, most seemed to overrate the patient service they provide. The following results are from research conducted in 2010 by The Management & Business Academy, sponsored by CIBA Vision and Essilor.

  • 97% of practices rate the quality of the service they provide as above average or higher.
  • 32% rate their service as “outstanding” – the best in their community.
  • When patients rave about the service of an optometric practice, they most commonly mention the quality of the human interaction that occurs during an office visit rather than the technical quality of the exam or the technology used in the practice.
  • The most frequently mentioned comment from highly satisfied patients is that “staff is friendly.”

This study presented research of highly satisfied patients, and rarely did the highly satisfied patients ever mention the technical competence of the doctor or staff, the technology used by the office or thoroughness of the exam.

What does this mean?
Patients expect excellent medical treatment and trust they will receive it at most professional medical practices and hospitals.  As a result, medical brilliance by itself is a commodity and unacceptable today as a single measuring tool.

Want more evidence of how important demonstrations of caring and compassion can be in the medical world?
Consider the following findings from the book Blink, by Malcolm Gladwell

  • The risk of being sued for malpractice has very little to do with how many mistakes a doctor makes.
  • Analysis of malpractice lawsuits shows that highly skilled doctors get sued. In nearly every single malpractice case, the patient was quoted as saying something negative about how the doctor made them feel.
  • At the same time, the overwhelming numbers of people who suffer an injury due to negligence of a doctor never file a malpractice suit at all. Why? Because of the bond they had with the doctor. They would never consider suing the doctor or his practice, even though there was negligence on the part of their doctor.

WHAT DOES ALL THIS MEAN?
Patients don’t file lawsuits because they’ve been harmed by shoddy medical care only. It is how their doctor treated them on a personal level. People don’t sue doctors they like.

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