Episode #211: DO WE DEPLOY SERVICE PROCESSORS OR SERVANTS?

Do our customers see us as true client-success partners, clinical processors, or servant stewards of their time and money?

What kind of customer service experiences are we delivering to paying customers? It is incumbent on ownership, executives, and managers, to fully understand the impact service departments have on buyers. The buck stops with those three capacities of the corporate machine. The current business climate will bury companies that deliver unacceptable transactional care. Customers deserve to engage with CS Reps who have servant hearts, and they deserve CS departments that are built on the cornerstone of quality stewardship. Anything less will lead to a merry-go-round of new customer acquisition, just to replace recent defectors! Join us for a fast show that asks some
transformative questions.

Transcript

Speaker 1: 0:00

Is your customer service driven by a processor heart or a servant heart? Let's talk about it.

Speaker 2: 0:12

Alright , Mr . Simple Biz Guy . Let's guide to show .

Speaker 1: 0:15

Hello everybody and thank you for tuning into the Simple Biz 360 podcast. My name is Jeff Mason and I'm your host today. And we can be found on YouTube Rumble 28 audio platforms and Simple Biz three sixty.com is our home. We gotta have a book on Amazon. It's in Kindle, paperback or audio, and you can get that too through Simple Biz three sixty.com . So today we're gonna be talking about a customer service , um, mindset. And it really comes down to hiring and it comes down to understanding what kind of person you're putting in a customer service role. So our question is, is it a person with a processor's heart or is it a person with a servant's heart? And what do I mean by a processor's heart? Well, I've seen this happen way too often in business over my 30 , uh, five years, where we put somebody who's probably super skilled business person, they've got really good , um, you know, back end behind the scenes skills, but we put 'em in these customer facing situations. And what, what eventually happens is this, they answer 75% of the questions. They rarely volunteer any information, there's no courtesy communication that comes from them . But very rarely is it, and they always seem to just never answer the question why. And so in the experience economy where we're being measured by that , all the little , um, all the little stops on the train between, you know, committing to buying a product and service and then the invoice. We have all these journeys in there. And through these journeys, if we're coupling up with a processor rep and not a customer service rep who has a servant's heart, we're we're kind of just , um, throwing our customer experiences , uh, up against the wall and whatever, stick sticks. Look at this graphic on the wall with all these letters and numbers and stuff. All, you know, just kind of hodgepodge together. That's kind of what you're doing with a processor rep instead of a customer service rep who's got a servant's heart. So where do we, where do we stop this? Where do we correct this? It's in the hiring process. It's in the questioning, it's in the finding out what makes these people tick. And finding out if you are getting someone that has this processor heart or somebody has a servant's heart. Because if you're in this experience economy, we're arguing that you want to , we don't wanna provide what the customers want and need, but you wanna take it to the next level. You want to do deserve. What do the customers deserve? Right? Give them what they're not asking for, but give them something that you know they want. And it's that extra level, it's that next level servicing, if you will. So when we really look at this, you know , uh, I think that , uh, the experience economy is bad news for CSRs who are prs because , um, you know, and companies that employ this because the experience economy says, Hey, 26 outta 27 people have a bad experience. You know what? They're not gonna tell you about it. They're not gonna call management. And again, how many times have I heard managers say, oh , we're not getting any complaints about that person. Exactly. They're not gonna tell you they're just gonna go away. 91% of them leave and never come back. So again, this is the danger you put yourself in. If you hire people who don't really want to be servicing customers, we wanna give courtesy communication. We wanna get to customers before they get to us. We wanna lay things out. We want to explain why. Right? Good servant's hearts want to say, Hey, listen, here are the four points of follow up . I followed up and I followed through. Here are the four points. And you know what I , I'm gonna give you the answers to that. Why? Because I know you want to know. So that's what we're really just asking you to think about today. Do you have people with processor hearts or servant hearts in your customer service capacities? So , uh, we are gonna end today with the holidays are coming up, companies coming Poco 1976, a great catchy tune. We will see you in 168 hours .