he importance of exemplary customer service, but they also had to personally demonstrate high levels of service with their own actions. Then, over time they created a culture helped define employee behavior.

The second element is employee temperament, which is a technical term for what we commonly call personality. It is true that some temperaments are better suited to deliver superior

About 20 years ago while I worked for American Stores Company (now part of Albertson’s) I headed up a customer service program named “Smile and Speak Up.” Employees attended a two-hour customer service training class and then tried to be seen being courteous to customers by mystery shoppers who visited stores twice each week for ten weeks. An employee could win small cash rewards plus the recognition of being a winner. My job was to organize the program and take to various groups of stores.

Most people associated with the Smith and Speak Up program praised our efforts to improve customer service in the stores. The wife of the chairman of the board, for example, once told me that she could see a difference where the program had been implemented. But even with the general acceptance of the program, I was never convinced of its effectiveness. This is why.

True customer service in a retail store is a combination of five basic elements: (1) organizational culture, (2) employee temperament, (3) leadership example, (4) communicated expectations, and (5) management leadership training. My good friend Chuck Coonradt once defined organizational culture as the way things really work when the boss isn’t looking. At a Nordstrom department store, for example, I generally experience superior customer service, even when the boss of the clerk serving me isn’t looking. That’s because over an extended period of time Nordstrom has created an organizational culture of superior customer service. How was this accomplished? The leaders of the organization had to not only communicate the importance of exemplary customer service, but they also had to personally demonstrate high levels of service with their own actions. Then, over time they created a culture helped define employee behavior.

The second element is employee temperament, which is a technical term for what we commonly call personality. It is true that some temperaments are better suited to deliver superior

on of being a winner. My job was to organize the program and take to various groups of stores.

Most people associated with the Smith and Speak Up program praised our efforts to improve customer service in the stores. The wife of the chairman of the board, for example, once told me that she could see a difference where the program had been implemented. But even with the general acceptance of the program, I was never convinced of its effectiveness. This is why.

True customer service in a retail store is a combination of five basic elements: (1) organizational culture, (2) employee temperament, (3) leadership example, (4) communicated expectations, and (5) management leadership training. My good friend Chuck Coonradt once defined organizational culture as the way things really work when the boss isn’t looking. At a Nordstrom department store, for example, I generally experience superior customer service, even when the boss of the clerk serving me isn’t looking. That’s because over an extended period of time Nordstrom has created an organizational culture of superior customer service. How was this accomplished? The leaders of the organization had to not only communicate the importance of exemplary customer service, but they also had to personally demonstrate high levels of service with their own actions. Then, over time they created a culture helped define employee behavior.

The second element is employee temperament, which is a technical term for what we commonly call personality. It is true that some temperaments are better suited to deliver superior

e program, I was never convinced of its effectiveness. This is why.

True customer service in a retail store is a combination of five basic elements: (1) organizational culture, (2) employee temperament, (3) leadership example, (4) communicated expectations, and (5) management leadership training. My good friend Chuck Coonradt once defined organizational culture as the way things really work when the boss isn’t looking. At a Nordstrom department store, for example, I generally experience superior customer service, even when the boss of the clerk serving me isn’t looking. That’s because over an extended period of time Nordstrom has created an organizational culture of superior customer service. How was this accomplished? The leaders of the organization had to not only communicate the importance of exemplary customer service, but they also had to personally demonstrate high levels of service with their own actions. Then, over time they created a culture helped define employee behavior.

The second element is employee temperament, which is a technical term for what we commonly call personality. It is true that some temperaments are better suited to deliver superior

work when the boss isn’t looking. At a Nordstrom department store, for example, I generally experience superior customer service, even when the boss of the clerk serving me isn’t looking. That’s because over an extended period of time Nordstrom has created an organizational culture of superior customer service. How was this accomplished? The leaders of the organization had to not only communicate the importance of exemplary customer service, but they also had to personally demonstrate high levels of service with their own actions. Then, over time they created a culture helped define employee behavior.

The second element is employee temperament, which is a technical term for what we commonly call personality. It is true that some temperaments are better suited to deliver superior

he importance of exemplary customer service, but they also had to personally demonstrate high levels of service with their own actions. Then, over time they created a culture helped define employee behavior.

The second element is employee temperament, which is a technical term for what we commonly call personality. It is true that some temperaments are better suited to deliver superior customer service than others. Sorry, but it’s true. But that does not mean that those of us whose personality isn’t naturally well suited toward customer service can’t improve our skills above our natural inclinations. As evidence, stores that have consistent customer service are not staffed with employees of the same personality. Rather, the store has set a high standard and communicates its expectations to every employee, regardless of his or her personality.

The third element is the example of customer service demonstrated by the leaders. It is foolish for a leader to expect his or her employees to deliver customer service at any level higher than what the employee sees on a daily basis from the leader. In other words, the leader determines the upper control limit of service in a department, store, or company. Watch the company president, vice president, or district manager while visiting a store and you’ll see a demonstration of the upper control limit of service. As an example, for over 20 years I have shopped a supermarket only a few blocks from my home. Without exaggeration I have shopped that store over 1,000 times. And in all of those visits there have been five instances where an employee has spoken to me on the sales floor. Lately I find myself playing a game of walking near employees, just to see if I can hear a “Hello,” or heaven forbid something like, “What could I help you find?” What’s the problem? At the least it’s the example set in store and company leadership by example.

The fourth element is the extent to which the leaders have effective