Three Types of Customers:

•  Promoter – emotionally satisfied

•  Customer – rationally satisfied

•  Detractor – emotionally dissatisfied

Participants are asked to give real life examples of Promoters, Customers and Detractors and then in columns, delineate the different effects each will have on the business.

Research and case studies from the Gallup Organization are given to support the qualitative difference between emotionally attached customers, rationally satisfied customers and dissatisfied customers.

Customer Service Ladder – to gain a Promoter you must achieve success on all five rungs:

•  Bottom Rung – Procedural Efficiency

•  Second Rung – Technical Excellence

•  Third Rung – Professional Courtesy

•  Fourth Rung – Product Innovation

•  Top Rung – Personal Connection

Participants are asked to prioritize each rung from the perspective of Senior Leadership; their supervisor; and themselves.

Participants are asked to grade the success of the hospital; their department; and themselves with respect to all five rungs.

Disinterest Creates a Disconnect - disinterest is when you come across as impersonal, indifferent, rude, or disingenuous.

Participants are split into small groups and asked to share their own experiences as a customer where they have encountered employees with bad attitudes and how it affected their level of commitment to that place of business.

A psychological analysis is presented on why some people have a good attitude at work.

Enthusiasm Creates a Connection - Enthusiasm is when you demonstrate a sincere belief in your product (or service) coupled with a genuine desire to help the patient.

Each group is asked to simulate one of the stories of encountering a bad attitude in a roleplay; and then to roleplay the same situation with an example of positive enthusiasm.

A psychological analysis is presented on why some people have a good attitude at work.

The mental technique of developing and maintaining a positive outlook is explained and practiced.

Self-Centered Communication Creates a Disconnect - self–centered communication is when you talk more than listen. This includes overemphasis on process, product or personal knowledge (“let me tell you what we can do”).

Discussion is conducted to determine ways in which customers feel processed rather than served.

Altruistic Communication Creates a Connection - altruistic communication is when you listen more than talk. This includes inquiring, empathizing, and validating their needs (“let me ask you what we can do”).

Aspects of making a good impression are reviewed. They include:

•  Being Accessible

•  Showing Interest

•  Demonstrating Balance

Unremarkable Performance Creates a Disconnect - unremarkable performance is a customer experience that is ordinary and the same as they could receive anywhere else.

Discussion of how easy it is to switch where you do business when service is simply satisfactory.

Outstanding Performance Creates a Connection - outstanding performance is when there is something unique and extraordinary about the service or product experience you offer.

Participants are asked to share stories about outstanding performance within the organization and to articulate what is unique about the organization (or their department) in comparison to competitors.

Emphasis is placed on creating a memorable experience rather than simply giving good service. In discussion groups specific action steps are formulated for creating such an experience for customers.

Defensiveness Creates a Disconnect - defensiveness is when you refuse to admit or correct a service failure.

Participants share stories of their own experience as a customer where a service failure occurred and the employee, manager or owner was defensive and refused to take responsibility.

Taking Ownership Creates a Connection - taking ownership is when you do everything within your power to completely rectify a service failure in order to win customer and patient loyalty.

Participants share stories of their own experience as a customer where a service failure occurred and the employee, manager or owner took extraordinary measures to make things right.

Participants brainstorm about potential frustrations and grievances customers might have and appropriate corrective responses.

Review research from Gallup Organization and GPW Institute that demonstrates the link between employee engagement and customer engagement.

Engaged employees are the by-product of inclusive managers.

The importance of a climate of positivity. Managers need to communicate positive and affirming messages at a 5:1 ratio to achieve highly engaged employees.

Participants are paired off with a partner and asked to share a story of when they made a strong emotional connection with a customer. Facilitator debriefs and captures the specific factors involved in winning customer loyalty.

Participants are asked to complete a personal action plan that articulates ways they can improve on creating emotional connections with customers.