5 Ways to Know When Your Boss Is Targeting to Fire You (And What to Do About It)

You can feel it. Something is not right.

Your boss is acting…um, weird! 

They’re not the same as when you first interviewed with them. Or, they seemed like a great leader during the interview process, you built rapport during onboarding, you were doing well but then, all of a sudden, their behaviour towards you changed.

I know how this story goes down, not because I’ve been the leader that has targeted someone. Since operating michelfalcon.com, writing blog posts and producing videos, I’ve had many people ask for advice on how to manage a relationship with their manager.

More often than not, after they describe their leader’s behaviours and actions I sense that they are on the path to getting fired. 

Who knows, it very well could be warranted. 

But, whether it’s warranted or not, there is a certain way to coach, uplift, and lead and then there are the following five ways that will tell you that you’re being targeted. 

Not all hope is lost. You can turn this around if you follow the recommendations outlined in this blog post.

Please note, that I believe the five ways I will outline below are a cowardly way of managing someone. After all, someone’s livelihood and career is being played with if you were to lead this way. 

I’ve invited my friend Rhys Green to contribute the “and what to do about it” part of the blog post that we will call The Response.

rhys green, trailblaze partners, small business consultant
Above: Rhys Green, CEO and Co-Founder of TrailBlaze Partners

Rhys is CEO of Trailblaze Partners, a service operations consulting company based out of Vancouver BC. Before that he spent 10 years with 1-800-Got-Junk? leading teams and working on the operational challenges that come from fast growth.

They Cancel (or Don’t Show Up For) Recurring Meetings

I’ve never met a great leader that didn’t regularly meet with their direct reports. A leadership tactic that I learned during my time at 1-800-GOT-JUNK? was something called Goal Setting & Review (GS&R).

Every week, there would be a recurring scheduled meeting on the leader and team member’s calendar in perpetuity. For example, I remember when I reported into someone named Simon, our GS&R was scheduled for Tuesday at 1:00 pm (this was ten years ago, don’t ever tell me something you want me to forget because my memory is undefeated). As the title of the meeting suggests, during this time together we would review our goals and how we were trending toward them with other dialogue to support the meeting too.

Whether it’s a GS&R or some other regularly scheduled meeting, if your manager is continuously canceling or rescheduling your meeting then something is not right. If your leader responds with, 

“Oh, sorry. I’m so busy.”

Remember that everyone has the same hours in the day and that you make time for things that are important to you. These meetings are for your professional development which is why, if I was your leader, my hair would literally have to be on fire for me to cancel our time together.

I will kick it over to Rhys to share his best practices on how to manage if this is happening to you.

Rhys’ Recommendation

Direct and honest communication wins the war here. The next time you are able to get a one on one meeting with your leader, give them a heads up in advance that you’d like to talk about your professional development and performance. Use an I statement like “I feel like my development and performance aren’t important (replace this with however you actually feel about it) when you change or cancel my one-on-one meetings.” This should open up the opportunity to have a really good conversation about where you stand. 

Their Demeanor Changes

It seems like ages ago when you and your manager interviewed each other, it appeared you shared the same values, you even shared a laugh or two. During your onboarding, they seem very invested in you, your development and, ultimately, your well-being. Yes, that seems like 100 years ago.

RELATED: How to Stop Hiring Toxic Employees (a Lesson For Every Company)

Today, you noticed they rolled their eyes after you suggested a solution to a challenge the company was faced with.

They completely ignored your commentary during the off-site team meeting and moved the conversation in another direction.

They used to respond with “Yes, Emily I have a few minutes” when you would ask him a question. Now, they respond with “What!?”

These verbal cues should have you wondering if you have done something wrong or something that upset your manager.

Rhys’ Recommendation

I’d hit this one with empathy. It may not actually be you that has caused the change, but if it is you definitely want to know. I’m a big fan of the heads up, so give your leader the heads up that you want to have a conversation about how you’re working together. Start the conversation out by highlighting the behaviour change you’ve noticed (use examples) and asking if there is something going on that you’re not seeing. Are they having a hard time at home, is their leader giving them the gears? You’ll pretty quickly figure out what’s going on with this approach and it will serve to build the relationship by trying to understand. 

They Abruptly Start Micro Managing 

I’ve actually heard this before, 

“We needed to expedite their exit, so we caught them doing things wrong quickly.”

Damn! That’s malicious. That’s poor leadership! Those are a lot of things I don’t like.

Remember when you would go home and speak to your spouse or tell your friend that one of the reasons you loved your new job was because your manager didn’t breathe down your neck? You had the freedom to do great work! Sure, you made a mistake here and there but your leader would coach you and you learned from missteps.

RELATED: How to Fire An Employee (With Integrity)

Yeah, those days are over. Now, it seems like everything you do is received with criticism. You even were blamed for something you didn’t do. Your manager recognized the mistake but never apologized.

If these things are happening then it’s likely that your manager is targeting you. 

Rhys’ Recommendation

What a terrible feeling! One minute you feel like you’re crushing and have so much autonomy the next you can’t do anything right. For this one I’d over-communicate. If your boss is asking for an update once a day I’d give them two. While this could be that you are being targeted, it may also be just that your boss is stressed now, where they weren’t before and so their more natural behaviours are showing. Either way, more documentation will help you if you do end up getting terminated. 

They Exclude You From Decisions, Meetings and More

You used to be included in key decisions and meetings that impacted your department and company. You felt a sense of pride that your manager was entrusting you and valued your opinion.

But, all of a sudden, you stopped being included in these meetings. One day, you walked to the office kitchen area to refill your cup of coffee and noticed that a meeting that you’re regularly invited to is being hosted. You check your calendar on your phone to see if you happened to miss something on your calendar but, no, there’s nothing scheduled.

This is something I wouldn’t immediately concern yourself with because these meetings may now have an agenda that is too sensitive to be discussed with you right now. However, I would make note of this.

Rhys’ Recommendation

At your next one-on-one (assuming they’re still happening) just ask the question. Hey Boss, I saw the weekly management meeting happened without me this week, has something changed that I should know about? As with all of these remember there is often not an ulterior motive behind this type of change. Your boss could very easily have been trying to get you some time back in your day and save you from an irrelevant meeting. 

Your Responsibilities Start to Diminish

As the newest member of your company’s sales team, you listened attentively during training and sooner than later you started receiving inbound sales leads to manage. You even closed a few leads and other team members started to congratulate you. The better you did the more leads you were closing. You were doing very well! Sure, there were others doing better but they had been at the company for much longer.

Suddenly, the inbound leads you were getting or the marketing tasks you were ordinarily responsible for weren’t being assigned to you. At first, you ignored it but made note but now it seems like your days aren’t filled with as many responsibilities as they use to.

Something’s not right.

You can feel it in the pit of your stomach…

Rhys’ Recommendation

You’ll notice I generally like the direct communication route. This one is no different. Talk to your leader and let them know how you’re feeling and why you’re feeling that way. If you don’t find their answer to be genuine and reassuring, speak to HR or ask for a skip level. Changing your job significantly without you agreeing to it is a big deal and one you should address as soon as you notice. Follow up on your conversations in writing. 

The best course of action is always open communication, however, you should also be keeping your options open. Make sure you know what the market is for your skillset, who the top employers are and take note of when they’re hiring for someone like you. The impact of all of these behaviours on your mental state can be really damaging and it can be amplified if you feel like you don’t have an option to go somewhere else. There is always an option, it’s on you if you don’t know what it is and how to get it.

Are you interested in improving your company culture, employee engagement, and customer experience? If so, my online course, Team Operating System, may be your solution.

Click this link to book a call with me directly to learn if the course is right for you and your company.

HOW TO SET GOALS WITH EMPLOYEES (AND ACHIEVE THEM) FT. SUNNY VERMA

BREAKING IT DOWN EPISODE 2 FT. Sunny Verma the CEO of TutorBright.

In Breaking It Down, I sit down with entrepreneurs and business executives to help them solve company culture, employee engagement and customer experience challenges in their organization.

I HAVE NOT BEEN PREPPED. What does this mean? My answers and solutions are honest, authentic and TRUE.

On this episode of Breaking it Down, Sunny and I tackle:

1️⃣How To Measure Your Company’s Culture

2️⃣How To Manage Turbulence In An Organization

3️⃣How To Set Annual Goals With Your Team

CLICK HERE FOR APPLE PODCAST VERSION.

Are you interested in improving your company culture, employee engagement, and customer experience? If so, my online course, Team Operating System, may be your solution.

Click this link to book a call with me directly to learn if the course is right for you and your company.

THE FOUR GENERATIONS OF CUSTOMER EXPERIENCE: THE INTERNET ERA (2/4)

The internet era has HURT customer experience. Find out WHY in my second installment of my four-part series that explores the best practices of “The 4 Generations of Customer Experience.”

Are you interested in improving your company culture, employee engagement, and customer experience?

Are you interested in improving your company culture, employee engagement, and customer experience? If so, my online course, Team Operating System, may be your solution.

Click this link to book a call with me directly to learn if the course is right for you and your company.

How to Earn Customer Loyalty and Maximize Employee Retention With A Unique People-First Culture Strategy

Loyalty is hard to understand and even harder to achieve.

For me, I can only think of two brands I’m truly loyal to, Nike and SWAT Health (my gym). And, when I say loyal, I actually am. I don’t wear Adidas anymore. In fact, I gave away my Ultra Boosts because I only align myself with Nike. As for exercising, sure I go to the occasional Barry’s Bootcamp but I wouldn’t allow anyone else to train me other than the trainers at SWAT Health.

Other than these two brands, I can’t think of any brand I’m truly loyal to. Not my grocery store, not my dry cleaner…the only reason I’m loyal to my bank is because undoing that relationship seems too labour intensive for me. 

As for my employees, I would like to believe they know I’m loyal to them. I invest in our relationships and in their development just like I would invest in spending time with my mother or my girlfriend, Sophia. 

But, when and why does loyalty falter when doing business with our customers, employees, and suppliers?

I believe we have a mutually binding agreement when we go into business together:

Loyalty falters when one party isn’t meeting halfway. 

If our customers start behaving poorly then we may decline to service them. 

If our employees consistently call in sick to work when they aren’t, then we move to replace them.

If our suppliers start delivering their products, the same ones we use to operate our business, at a higher price, we shout “Bait and Switch!” and end our relationship.

I was recently listening to The Corp podcast which featured Mark Mastrov as their guest. 

Mark Mastrov (left) and Barstool Sport’s Dan Katz (right).

Mark built the globally recognized chain of gyms, 24 Hour Fitness. During the podcast, he mentioned something that made me go back and listen again. 

He said, “The purpose of loyalty is to earn and keep it. It’s not everlasting.”

I’ve seen companies front-load their loyalty efforts.

What I mean is that they will shower their new customers with attention and gifts. They will also onboard new employees exceptionally during the first few weeks of employment. But, then it ends…

Imagine if I courted Sophia, my girlfriend, secured the date, wooed her for weeks, won her over then everything stopped. I don’t need Sophia to tell you that I wouldn’t have her loyalty and our relationship would soon end.

This is exactly what’s happening in our businesses! We are treating them like transactions.

I want to erase the gap between how we behave in our personal lives and how we do in our professional lives to earn loyalty.

When our sons, daughters, mothers, fathers, siblings, best friends, or extended family need something from us, we go out of our way to give it to them. 

We don’t hesitate. 

Whether that’s hiring a tutor for our kids or picking up our friends from the airport when they need a ride. 

We do it because it’s a natural reflex for us to help people close to us.

On the contrary. When our team members need something we ask ourselves: “What’s the ROI?”

Try this on for size…

What’s the ROI of giving a crap about doing something for the people who actually grow our businesses??!! 

My partners and I have nearly 200 employees and most customers don’t know who we are, nor do they care.

They care about the people with who they are interacting with. 

Our team members on the frontline of our business. 

With this in mind, we should be doing everything possible to give them what they need to win over customers and pave a path for them.

An investment in your people is an investment in loyalty.

The Effects of Bad Customer Service and Why it’s Costing Your Company MILLIONS!

Sometime today or tomorrow you’re going to receive bad customer service from a company that you do business with. It could be a dry cleaner, auto mechanic, dentist, or any company. Immediately you will feel the effects of bad customer service.

I’m not being cynical, it’s just the fact of the matter.

After centuries of doing business, why is something as important as delivering great customer service to grow through referrals and repeat customers seem to get a short end of operating budgets?

Companies like Warby Parker and Starbucks are people-focused which allows them to deliver great experiences to customers, employees and their community.

The outcome is multi-billion dollar companies.

Most companies are either product, sales or marketing-centric. To put it another way, their engineering, business development, and brand teams are much larger than their customer service or HR teams and receive a larger piece of their operating budget.

These companies are focused on customer acquisition through PPC, Facebook ads, expensive sales seminars, influencer marketing and more. I’m not suggesting that any of this is wrong but I will advocate that keeping a customer is just as important, if not more important than inorganically acquiring them.

I don’t believe any company thinks, “I’m not interested in delivering great customer service.” I do believe that we lose focus on what’s most important. Publicly traded companies must grow each quarter at all costs and that could mean only investing in things that will help them grow in the short-term.

Companies like Warby Parker and Starbucks don’t do that. They invest in the long-term even if that means “willing to be misunderstood for long periods of time” as Jeff Bezos famously said many years ago.

Take Amazon, for example, I’d bet that you didn’t know that their tagline and slogan for the company is to be “earth’s most customer-centric company.” It’s not to be “earth’s biggest.” This is a testament to their seamless customer experience that has us buying more and more every year.

Amazon started off as a small, garage-operated website, they earned our trust by selling books. For years they created loyalty by selling one product and when the time was right, they started selling more products in different verticals. Today, they have Amazon Web Services (AWS), Amazon Basics and more.

I believe everything they did was calculated. They lost or broke even for years because they wanted to. They wanted to continuously reinvest in the business so they could create better experiences for us, the customers. When they knew they had our loyalty they created services – ones like AWS and Amazon Basics – that had much higher profits margins. Now, they are extremely profitable and one of the biggest companies on the planet.

How did they do this? Because of their investment in customer service and to be “earth’s most customer-centric.”

My question for all of us is – why aren’t we investing in the same philosophy?

I believe there are five things to consider to understand why your company is still delivering average or poor customer service which is impeding your growth.

1. You Aren’t Hiring Customer-Centric People

One of the things I’ve grown as a skill set to ensure my companies deliver a great customer experience is my ability to spot what I call “customer-centric pros.” These individuals know how to care about strangers.

After all, at the beginning of your relationship with new customers, they will be strangers. It takes a certain individual, or as I say, “one with customer-centric DNA” to deliver great customer service every single day.

Review the way you interview for, not just customer-facing roles, but every role in your company. What type of questions do you ask in the interview to probe for this skill set? Do they have soft skills? Are they humble? Are they kind? Start saying no to brilliant jerks.

To truly be customer-focused, every single person in your company must be devoted to delivering an amazing experience.

2. You’ve Grown Too Fast

Controlled growth is the way I like to expand a company. If you’re growing too fast without a customer-centric strategy to support this growth, then the seams of your company will start to unravel.

When our company added another venue and 50+ new team members I knew we would need help so I created a Culture Committee team. I appointed individuals from different venues and departments to form a team that came together to talk about our customer experience every single month. It also gave me half a dozen sets of eyes and ears on the ground floor to advocate our customer experience efforts.

If you expect to grow in 2020 and beyond, please do your company and customers a grand service by creating a Culture Committee and Voice of the Customer (VoC) program. If you’re already doing this, great! Keep going and consider doubling down on your efforts. Your customers will never complain about having too much service and you will be rewarded with more profit because of repeat customers and word of mouth marketing.

3. Determine Your Customer’s Pain Points

Customer journey mapping is an extraordinary exercise that hasn’t gone mainstream yet. In short, it’s when your team comes together to identify each interaction your customer experiences when doing business with you from beginning to end.

Take my industry, hospitality, as an example. If we were to host a customer journey mapping exercise we would be identifying customer touchpoints like booking a reservation on our mobile or desktop website, where our guests park their cards, cleanliness of our bathrooms and elevators, how long it takes for drinks to arrive at the table after being ordered and more.

After we’ve outlined each interaction, we start to discuss which touchpoints we’re excelling in and which ones are frustrating our customers and causing pain points for them. These pain points are when you have customers saying,

“Screw this restaurant! I’m never coming back.”

Maybe the pain point is that it takes too long to respond to guest’s emails inquiring about a reservation or it takes too long to receive your bill after dining. Regardless of the pain point or moment that it happens within the journey, it’s frustrating your customers and causing a lot of friction in the experience.

The effects of bad customer service are that they never come back, spread negative word of mouth and write bad Google reviews.

Before you move to the next point within this post, think of which touchpoint within your customer journey map is causing your customers frustration.

4. Legacy is Crushing You

I see this a lot in family runs businesses and companies that have been around for decades.

The people who started the business and did an exceptional job at growing it haven’t sharpened their skill sets over the years and neglected that behaviours – ones of customers and employees – have changed.

If you find yourself thinking, “But, this has worked in the past” to justify doing something the same way as you did ten years ago then it’s likely you’re on the wrong side of the fence.

Sometimes there needs to be a changing of the guard. I’m not suggesting that the leadership from yesterday needs to retire or move into the shadows but I am strongly advocating that they allow the leaders of tomorrow to have a say in how they operate. A fresh perspective can be very valuable to create great customer service strategies.

At the time of writing this blog post, I’m 33 years old. I wouldn’t suggest that legacy is crushing me and I don’t plan on that happen. To prevent this, I regularly meet with more youthful professionals, like Swish Goswami and Kieran Matthew, to advance my knowledge.

5. You’re Not Investing In The Right Areas Of The Business

I mentioned this earlier in the blog post, you may not be investing enough resources into your customer service efforts.

I’m often greeted with, “But, Michel, we can’t afford it.”

My response is always, “Yes, you can afford is. You’re just choosing to spend it elsewhere.”

There may be an opportunity to invest more without actually spending more. Consider this…

What if, next year, you take 10% of what you spend on marketing the year before and invest it into improving your customer service?

Now, before you think, “But, what about our marketing efforts to get new customers?!”

Remember what I said earlier, retaining customers is more important than acquiring new ones that are only going to buy off you once and never again because your customer service is bad.

Do you recall the Starbucks Superbowl ad from Superbowl LIII? No, you don’t because Starbucks doesn’t advertise traditionally.

As former Starbucks CEO said, Starbucks is not an advertiser; people think we are a great marketing company, but in fact, we spend very little money on marketing and more money on training our people than advertising.

That training produces a greater customer experience that allows them to go from four stores to 20,000+ and become a globally recognizable brand and worth billions of dollars.

Customer service training can be your greatest source of advertising, you just need to invest to reap the benefits. Trust me, the effects of bad customer service are not worth it!

3 Customer Experience Stories (From Companies Not Named Starbucks) That Will Inspire Your Company to Deliver Better Customer Service

Disclaimer: I love Starbucks but I recognize that we share Starbucks stories, and companies like theirs, frequently. I wanted to start sharing stories from companies you might not be too familiar with to give evidence that regardless of your industry or size of company, you too can become a case study. If you know of a great customer experience story please share in the comments section of this post.

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I’m going to share something with you that has helped me be the best customer-centric leader that I can be for my company, team and customers.

My partners and I run a business that has 150 employees – people who rely on us to constantly be customer-focused. After all, it stems from the top! We welcome over 50,000 guests per month to our venues, so we have to build scalable systems that allows us to deliver great customer experiences each and every time.

What’s my secret?

I spend a few hours a week studying other companies and use their stories as motivation to constantly strive to be better than we are today (as of writing this blog post our Net Promoter Score is 79).

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I wanted to share three stories from companies that inspire me. One of the companies I mention below I have a relationship with (I’ve hosted a full-day workshop for them), one we’re familiar with but, perhaps, doesn’t get the same press coverage as companies like Ritz Carlton or Zappos, and the last is one my business partners and I own and operate.

As you read this blog post, I suggest you think, “why not us?!”

Why can’t WE lead our industry like this?

Why can’t OUR team consistently deliver exceptional experiences like this?

Why can’t I lead MY team like this?

The answer is…YOU CAN!

If you like what you read, please consider sharing this on social media and with your team. Enjoy!

CBC Federal Credit Union

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The story: One of their members (their terminology for customers) who had been a member of theirs since 2004, recently had something happen that impacted him and had nothing to do with banking or finance.

Mr. Arteaga (second from the left) came into one of their branches in California for an everyday banking need. While being helped at the branch, the CBC employee learned that the member recently had something stolen from him that was very precious to him, a scarf.

The scarf was a gift from his son who brought it back from a trip to Spain. The scarf was particularly special to him because it was one of his favourite sports team, FC Barcelona (you may have heard of they’re star player, Lionel Messi). Mr. Arteaga expressed how upsetting it was to him because it was a gift from his son.

Armed with this information, the CBC employee organized the company to purchase a FC Barcelona scarf understanding that it wouldn’t hold the same sentimental value, but a thoughtful act nevertheless.

When you hear this story you might think, “that’s nice!” But, listen to what Mr. Arteaga had to say about the customer experience:

“You guys have been more than just a financial institution all these years and I am just blown away by this. You say it is a small act, but you have no idea. Coming here is like going to my Abuelita’s (grandmother’s) house.”

Over the years, this member has been a true advocate for the business recruiting his wife and other family member to do business with CBC Federal Credit Union.

My Take and Question: when I hosted a full-day workshop for CBC Federal Credit Union in October 2018 I introduced them to my micro customer experience (MCE) strategy. This framework will grow a business and inspire an entire organization to exceed the expectations of customers or, as CBC calls them, members.

The MCE program works when you train your team to listen and take action on what you’ve heard, provide them with an operating budget and lead by example (CBC Federal Credit Unions CEO, Patrick Miller, is pictured on the far right).

Have you provided your team with the operating budget (something on your P&L) to deliver these exceptional customer experiences?

Hampton Inn

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The story: A Hampton Inn employee in Pennsylvania named Kahlief did something that surely will resonate with this young guest named Colin for years to come.

Colin has autism and doing card tricks is not only a passion of his but also helps him focus. When Colin met Khalief he asked if he wanted to see some of his card tricks. Khalief marvelled at Colin’s experience and went ahead and showed Colin a few tricks of his own not once, but twice on consecutive days.

Something Khalief didn’t know is that Colin had recently lost his father, was living with his mother and sister and longing for more male interaction since the passing of his father.

The Hampton Inn team member could have easily excused himself from being able to entertain Colin because he was too busy. But, he took ownership over his role and was able to manage both serving guests and delivering an experience Colin has never seen before.

My Take and Question: You might think, “This is a nice story” but let’s not stop there. Your employees need, what I refer to as customer-centric DNA, to do this authentically. You and I can’t train our employees how to do this habitually. Khalief is a perfect example of a professional that willingly delivers memorable customer experiences to guests. As leaders of our companies, it’s our responsibility to find team members like Khalief and get out of their way to deliver these types of customer experiences.

Before I explain the ROI of doing this, isn’t it something we should be doing to build true businesses? Ones that our communities love!

The ROI of customer experiences like these are customer loyalty, engaged employees (team members with this type of DNA thrive off being able to do things like this in the workplace) and free media as many major local and national news (ABC News, Today and Good Morning America) outlets have shared this story.

During your interview process, do you ask probing questions (like this one) to identify if the person you’re interview has a customer-centric DNA?

Baro

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Okay, okay, okay. This customer experience is from one of my businesses but I stand behind the story because it’s a great one!

One day a woman called into Baro to make a reservation. While our hostess was accommodating the guest on the phone, she mentioned that she would be heading to Punta Cana the following day for a vacation.

With this “customer intelligence” in hand, our hostess alerted our manager, Christina Parihar (someone I profile in my People-First Culture book) and our marketing department. They put together a customized brochure profiling information that the guest would find useful for her trip: places to eat, typical climate, local customs and more.

Prior to the guests arriving for their reservation, our hostess team had the brochures placed subtly inside their menu which were placed on their table before they arrived. Sure enough, we received the reaction we had hoped for which was the guest thinking, “How on earth did they pull this off?” You see, we had less than 24 hours to gather the information, design the brochures and have them professionally printed.

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As you can imagine, this was another example of creating an experience your customers have never seen before that is worth sharing with family, friends and the internet.

My Take and Question: Examples like these aren’t just reserved for customer-facing team members. Notice how we included our marketing team, employees who typically aren’t customer-facing. Our finance team has been trained to do this for our investors and our vendors such as our payroll company, banking representatives and insurance providers. To truly build a people-first culture, you must include EVERYONE in your company to deliver experiences like these. It’s not just reserved for customer-facing roles.

During onboarding, regardless of the department, do you train your team and make them aware that everyone is responsible for creating experiences like these? Do you habitually mandate that these experiences be delivered regularly?

If you’ve been inspired by this post, please consider sharing it on social media and with your team!

For information, on how I can help your company create experiences like these for your customers, email me michel@michelfalcon.com or visit my website www.michelfalcon.com to learn about my private workshops and keynote presentations.

 

3 Customer Service Skills Your Employees Need to Create Customer Loyalty

Welcome to this week’s video where I teach you how to use customer experience and employee engagement strategies to grow your business and create customer loyalty.

Today’s video is solely focused on your customer service employees – whether you’re in hospitality, operating a call center, retail, real estate, trades or whatever – your customer service employees are the face of your company. We can all agree to that, right?

With this understanding, we must invest in their education to ensure they are equipped with the knowledge to deliver an experience our customers have never seen before. Let’s consider these statistics:

This gives us even more evidence that we must recruit and train our employees with premium education.

Okay. Let’s get into it…The first skill your customer service employees must have is what I call Service Endurance.

SERVICE ENDURANCE

Service endurance is a term I use that describes how employees can deliver amazing customer service to the 100th customer of the day as they did the first.

We should all have empathy for what our frontline team members go through. Speaking to customers all-day can be exhausting, regardless of how great your team member might be, we should find ways to help them break through even when it’s been a long day.

When I was a call center agent in my early 20’s I would take 100 calls a day and even though I was good, there were times when I didn’t want to take another call. Some ways I would combat exhaustion was by:

  • Having a stress ball at my desk that I would squeeze during tough times because it helps to release a bit of stress.
  • I would post a motivational quote to help me keep going even when I didn’t want to take another call, in fact, I still do this. Here’s a picture of a shelf in my office that has a quote of Kobe Bryan on it.
  • Before a stress ball or motivational quotes are posted near your work area, going for a brief walk outside is the best way to disconnect for a moment. Leaders of companies must acknowledge that the extra break won’t be a cost, it will be an investment because you will have peace of mind that your team members are physically and mentally prepared to deliver amazing service to every customer, every time.

FORESIGHT

The second imperative skill your team members must have is foresight. The reason that this is a vital skill set is because you want to ensure that your employees have the foresight to anticipate customers needs and to assist their peers and colleagues who are inundated with too many tasks.

At Baro, one of my restaurants, one of our core values is foresight. We want our team members to have the awareness to act on customer needs by offering suggestions before they are asked – this helps create an experience customers have never seen before. In my business, an example of this could be a waitress recognizing that the family of four who has a toddler with them will need a high chair. Our guests shouldn’t have to ask for this, we should anticipate this to create an effortless experience for our guests.

When it comes to employees, do your team members have the foresight to recognize that Sally, your office manager, who just received three phone calls at once and has a FedEx employee waiting for a package to be signed needs help? Do your team members have the foresight to recognize that Sally is getting slammed and needs help without her having to ask?

Team members with the foresight skill set not only earn higher customer loyalty by delivering a better experience but they create comradery with their peers. If this comradery is created they are more likely to work together to deliver a seamless customer experience which also increases loyalty.

EMPATHY

The third customer service skill set was first introduced to me when I worked at 1-800-GOT-JUNK?’s corporate office. Their core values are Passion, Integrity, Professionalism and Empathy, or PIPE for short.

Do your current team members show genuine empathy for your customers? If your customer happens to mention that there was a death in their family or they have upcoming surgery, will they acknowledge what has been mentioned and show empathy for the situation?

HOW CUSTOMER EXPERIENCE EARNED WARBY PARKER FREE PR

Often, your customers, share information with you that require empathy that you can use to build a stronger relationship. Take this Warby Parker story as an example.

A customer of Warby Parker in Atlanta shows up to pick up her glasses and after the employee asked her how her day was going she responded with:

“Not well. I had my car stolen yesterday…I’m here to pick up the glasses that I ordered.”

Side note: these glasses I’m wearing are from Warby Parker – I love them and their company – they are actually the company I’m learning from the most from right now.

The Warby Parker employee could have simply said:

“Oh, I’m sorry to hear that. Here are your glasses…”

but it’s what they did next that’s separates them from their competition and is something I’m preaching within my businesses and clients…they are creating micro customer experiences. A micro customer experience is a subtle, affordable and memorable gesture you do for your customers that resonates with them for years.

The Warby Parker team sent this hand-written card to the customer shortly after:

Hey Tess,

We were so sorry to hear about your car. Since you probably won’t be the designated driver anytime soon, here’s a round on us! Love your friends at Warby Parker. PS. Your Durand frames look amazing!”

Within the envelop was a gift certificate to a local micro brewery so the customer could get that beer she said she needed in passing.

This Warby Parker employee listened, showed empathy and took action on what she had heard to create a memorable experience.

Now, not any employee could do something like this. Only truly empathetic people could do this genuinely. I don’t know the Warby Parker customer personally but I’d bet that this customer is never buying prescription sun glasses from another company again in her life, which is true customer loyalty.

Oh, not to mention, this customer experience earned Warby Parker free PR in Forbes, Business Insider and Mashable. As the saying goes, Customer experience is marketing!

In my next video, I’m going to share what questions to ask during the interview process to identify if your candidates have these customer service skill sets. To be automatically alerted when I release this video, subscribe to my YouTube channel right now!

I want to hear from you. What other skill sets do you look for when hiring customer service employees? Leave a comment below to share what you think is most important customer service skill set.

I’ll see you next week.