Why you need to view service through your customers' eyes

This sign greeted me as I entered a parking lot on a recent Tuesday morning:

I chuckled as I imagined what someone might think if they didn’t realize that Tuesday Morning was the name of a store. Yes, that scenario seems a bit far-fetched, but it’s a good reminder that customers can often view a situation in different or even unexpected ways.

This is a topic I’ve blogged about before. Two years ago, I shared a post about a sign taped to an ice cream cooler that either advertised a nice selection or the worst flavor imaginable (Seeing things from the customer’s perspective). This time around, I’ll relay a story from a friend of mine plus share a few strategies I use for gaining customer insight.

"You're no longer welcome"
A friend of mine recently posted an update on her Facebook page complaining that she had been refused an appointment at her hair salon. Apparently, she had been a no-show for an average of 1 in 9 appointments, so the hair salon finally decided to turn away her business. From the salon’s point of view, no-shows cost them money since that appointment slot would otherwise have been filled, so it made sense to cut loose an unreliable customer.

However, I doubt the hair salon considered my friend’s perspective when they made their decision or when they delivered the message. Predictably, she was quite angry to be abruptly told she was no longer welcome. It also made her remember the poor service she had received on her last visit, where she had previously forgotten about it because overall she really liked the place. Her post on Facebook drew many supportive comments and offers to refer her to another hair dresser.

How to see through the customers’ eyes
The challenge is our customers’ perspective is often only obvious in hindsight. It takes consistent, deliberate effort to really get inside your customers’ heads before a service failure occurs. Here are a few techniques you can use:

Teach empathy. The ability to empathize with another person comes from having a relatable experience, but customer service employees often have difficulty relating to their customers. Through proper training, employees can learn techniques to see things from their customers’ point of view (see 5 Ways to help employees empathize more).

Dig deep into survey data. The problem with a lot of customer survey data is it’s presented in aggregate, but those averages don’t tell the full story. For example, a client mined their survey data and discovered that one particular problem accounted for the overwhelming majority of customer dissatisfaction.

Look for icebergs. It’s easy to dismiss strange feedback as an isolated incident involving a confused and disoriented customer. However, in some cases this feedback may be just the tip of the iceberg. A favorite technique of mine involves digging deeper to see if there’s a systematic problem (see What the FAA can teach us about icebergs).

What the FAA can teach us about icebergs

The Federal Aviation Administration (FAA) has been in the news quite a lot lately. The story reminds us to look out for icebergs in our own organizations.

What are icebergs in business? Icebergs are huge problems where only the tip is visible. Hidden from view is a big, nasty problem that can sink your company.

Background
On March 23, an air traffic controller at Ronald Reagan Washington National Airport fell asleep on the job. Two planes subsequently landed without any contact with the control tower. No accidents occurred, but the incident caused a national uproar.

Additional reports of employees sleeping on the job quickly surfaced and the uproar intensified. It became clear that there was a widespread problem with chronic fatigue among controllers working overnight shifts. Since late March, eight employees have been suspended and the head of the Air Traffic Organization has resigned.

This ain't new
FAA Administrator Randy Babbitt has been making tough statements in response to this problem.

"None of us in this business can ... tolerate any of this," Babbitt said. "It absolutely has to stop."

Unfortunately, Babbitt is either experiencing extreme denial or has been sleeping on duty himself. The FAA has been tolerating or ignoring the chronic fatigue issue for years. Here are just a few examples:

July, 2001. Two planes nearly collided on a runway in Denver due to an air traffic controller error. The controller had worked three shifts in the past two days.

September, 2001. A plane was cleared to land in Denver on a runway closed for construction. The controller had only slept two hours between shifts.

August, 2006. Another near-collision, this time on a runway in Chicago. The controller had gotten only four hours of sleep during a nine hour break between shifts.

April, 2007. The National Transportation Safety Board sent a letter to the FAA that expressed concern over air traffic controller fatigue and made reference to 80 fatigue-related incidents since 1989.

Icebergs become even more dangerous when managers are unwilling or unable to acknowledge their existence. The longer a problem is allowed to continue the more likely it is to end in disaster.

Searching for icebergs
High performance managers are constantly searching for icebergs in their organizations. Here are three things every manager should do at the first sign of a big, nasty problem.

Step 1: Don’t assume it is isolated. Smart managers should go looking for evidence of similar problems. The FAA treated the sleeping controller at Ronald Reagan Washington National as an isolated incident, but there was already a pattern in place. Over the past few weeks, intense national scrutiny has revealed many more troubling examples of chronic controller fatigue.

Step 2: Check to see if the system is broken. Icebergs are usually the result of systematic failures. Controllers sleeping on the job isn't solely due to a few lazy, unprofessional employees. The evidence clearly indicates the FAA has a widespread problem with air traffic controller scheduling and staffing levels.

Step 3: See the bigger picture. Smart managers understand the strategic implications of fixing the problem and others like it. Changing controller schedules and adding staff may help reduce chronic fatigue, but sleeping on the job isn't the only performance problem dogging air traffic controllers. A recent article in the Washington Post reported a 51% increase in recorded errors by air traffic controllers in 2010. The FAA should take a broader view of the situation and identify ways to improve controllers' overall performance.