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Customer Culture Reality Check Audit
Please pick the answer that most closely represents your current approach.

HOW DO WE BELIEVE?

1. In decision-making, we yield to employees’ instincts to do the right thing. We believe in employees ‘ values, and passion for which they were chosen.

2. We invest heavily in training and development to prepare and enable peak performance. We believe in employees ‘ values, and passion for which they were chosen.

3. We elevate the dignity of employees by removing unnecessary rules and policies. We release control so employees can innovate and solve problems.

4. In customer relationships we honor the dignity of customers. We strive to remove policies and procedures that protect “us” from “them.”

5. We actively decide to be transparent with customers. We believe that trust is reciprocated. We suspend the fear of sharing information.

6. We believe customers are an asset, not a cost center. We believe that trust is reciprocated. We suspend the fear of sharing information.

7. We regularly use our products and services and interact with customers. We eliminate detachment and cynicism by connecting to their experience.


DO WE HAVE CLARITY OF PURPOSE?

8. We are clear about our purpose in supporting customers’ lives. Decisions align to this purpose, to this promise.

9. Our customer experience is defined the same by everyone. It unites how we execute. Ten random people polled would define our customer experience in the same manner.

10. Our policies, procedures and operations are not guided by legacy industry practices. Delivering on our promise gives us the courage to break from tradition.

11. We have a purposeful beginning and ending to key moments of customer contact. We focus on creating memories, rather than executing a set of tasks.

12. We have a certain vibe that makes us unique. We focus on creating memories, rather than executing a set of tasks.

13. Conditions for serving customers and supporting employees must always be met in decision-making. We know what pushes our “yes” button.


ARE WE REAL?

14. We reinforce empathy by walking in our customers’ shoes. We strive to understand our customers to better serve them in their lives.

15. In our communication, we “talk straight” and establish a voice of our own. We work “without a net” of corporate language and protocol.

16. We obsess about the moments of connection with our customers. We relate personally with our customers.

17. We make decisions by envisioning customers in their lives and become part of their lives in a natural way. We build open and genuine relationships by staying connected with customers.

18. We blend our personal instincts with our business decisions to achieve extraordinary outcomes. We encourage our people to take their best version of themselves to work and into their relationships with customers.


DO WE DECIDE TO BE THERE?

19. We prioritize investments based on meeting customer needs and priorities. We allocate resources to impact customers’ lives, because we know what makes them tick.

20. We are quick to fill orders in a manner that customers expect and deserve. We don’t make promises we can’t keep.

21. We prepare and enable the delivery of heroic acts of kindness. Our people regularly deliver “wow” moments to customers.

22. We encourage customer participation in building our products and services. We give our customers ownership.

23. We know the moments in our customers’ lives when they need us the most and dedicate parts of our experience to those moments. We make the experience memorable.


HOW DO WE SAY SORRY?

24. We have a rigorous recovery plan ready for a company-wide customer crisis. Similar to an IT recovery plan, we have plans to respond if a large scale customer crisis occurs.

25. We let customers know when something goes wrong. As soon as we know of a service failure, we inform customers and prepare a swift recovery

26. We screen every day to know what events disappointed our customers. We don’t wait for customers to tell us when things go wrong.

27. We motivate and equip the frontline to think on their feet for customers in distress. Our employees can “rescue” customers.

28. When failures occur, we act decisively, and in the customers’ best interest. We are accountable and responsible. This is our finest hour.

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