My insurance broker failed me miserably and nearly cost me a great deal of money on a real estate deal. Specifically, an account rep of that broker left me hanging on a deadline.
I chatted with the managing partner about the dilemma (to his credit he had responded personally to an email) and he had the account manager’s supervisor call to apologize and make amends.
I quickly informed her that I had gone to a competitor who had dealt with the problem immediately and that I would not need the agency’s services and most likely would be changing brokers and canceling my existing policies.
I explained to her I couldn’t wrap my mind around someone ignoring a desperate client and going home at the end of the day without at least a phone call of explanation.
Now I realize she’s trying to make lemonade out of lemons at this point, but her response was, “Sometimes we all need a good reminder of how important customer service is.” I fought the urge to suggest a swift kick in the butt might be more appropriate in this case.
I’ve not disclosed the name of the insurance broker because I’m not trying to be punitive. The good reminder the aforementioned exchange provided me is this: good, competent service trumps good reminders, genuine apologizes, weak excuses and everything else.
At the end of the day it is about going home knowing you’ve done what needed to be done to help your customer or client.
Great insight (as always), Mark. Sorry this bad experience was the inspiration for it.
World-class businesses set themselves apart because they consider issues like this before they actually happen. It doesn’t mean they create policies/procedures for every possible problem – to the contrary. Nordstrom, for example, has one policy: “Use your best judgment at all times”. (It’s pretty cute. They actually have that sentence written out on a page – placed in a binder!) They then create supporting guidelines as needed to clarify.
What they, and other successful companies, do is three-fold: 1. Hire people who genuinely have a passion for serving (taking care of) people, and 2. Communicate that doing so is a non-negotiable term of employment, and 3. Support them in doing so.
Simple, yes. But the fundamentals always are. It’s having the discipline to consistently implement what matters most to each customer that creates true value and earns loyalty. Hopefully your NEW service provider gets that…without “reminding”.
By the way, the swift kick in the butt is of course figurative. In these odd times we live in, I wouldn’t want someone to misinterpret but sometimes it takes dramatic language to cut through the noise.
A secondary lesson might be that the difference between an explanation and spin is in the mind of the listener. The intention to explain, while well intentioned, can be risky. If the customer feels like they’re getting happy talk, he or she will bristle.
Also, I’ve decided to keep my existing business at this firm as the person who handles those accounts has done a great job and made an excellent case for continuing to provide the good service she’s known for.
Another conversation with the managing partner, who is very committed to providing great service, was interesting for both of us, I think. You don’t always have to agree with someone, but you need to take them seriously, and I believe he extended me that courtesy.