1. Delivering Outrageous Customer Service

2. What Drives Outrageous Service Outrageous Service Service Principles Service Behaviors Service Culture

3. Service Principles 1. Make Outrageous Customer Service your Vision

4. The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. To Our Employees We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. The SWA Vision

5. “CASH” Box A H C S

6. The vision of Southwest Airlines …is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. To Our Employees We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer. The SWA Vision

7. Service Principles 1. Make Outrageous Customer Service your Vision 2. Hire and Train for Relational Competence

8. Task/People Tension Task TensionPeople Tension 50%

9. Task/People Tension Task TensionPeople Tension 95%

10. Building Productive Relationships What you show the outside world, your talents, gifts and preferences. What‘s underneath, the skills that are less developed that you do not feel comfortable showing the outside world.

11. Appreciating Differences (MBTI) ENERGY WORKSTYLE GATHER INFO MAKE DECISIONS Feel “Whatever” Introvert Analyze Data Extrovert Structure “Gut” Intuition Think

12. 1. Make Outrageous Customer Service your Vision 2. Hire and Train for Relational Competence 3.Find Out What Customers Really Want Service Principles

13. FIXED, ABSOLUTE, AND EASILY MEASURED VARIABLE, RELEVANT, SUBJECTIV E If you were “King/Queen” for a day, what is the one thing that you would change? COST YOU DISTINCTION How Do You Add Value?

14. The “RATER” System "RATER" The Customer’s Service Criteria Reliability Assurance Tangibles Empathy Responsive Personal Needs Word of MouthPast Experience External Communication Perceived Service Expected Service Perceived Service Quality

15. Reliability - The ability to dependably and accurately provide what is promised. Assurance -The knowledge displayed to customers and the ability to convey trust, competence, and confidence. Tangibles -The physical appearance of facilities, equipment, and staff. Empathy -The degree of care and individual attention shown to customers. The warm feelings people get when doing business with the organization. Responsive – The willingness to promptly help customers. The “turnaround” or response time. The “RATER” System

16. 1. Make Outrageous Customer Service your Vision 2. Hire and Train for Relational Competence 3.Find out What Customers Really Want 4.Be a Positive Change Agent Service Principles

17. The History of Change “FUTURE SHOCK” by Alvin Toffler 800 lifetimes -- Evidence of man on earth 650 lifetimes -- Spent in caves 70 lifetimes -- Writing 6 lifetimes -- Printing 4 lifetimes -- Measurement 2 lifetimes -- Electric motor 1 lifetime -- Radio, TV, jets, space travel, computers, internet and medicine “Continuous improvement requires change.”

18. The ABC’s of Change A = Activating Event B = Belief (unrealistic belief) C = Consequences D = Dispute the unrealistic belief E = Effective/more realistic belief

19. Organization Change Model “Change is inconvenient even when it’s for the better.” Comfort Zone/ Equilibrium Renewal Denial/ Resistance Confusion, Trial & Error

20. Change and Stress STRESS DEFINED: Webster:-- Constraining force or influence. -- A physical, chemical, or emotional factor that causes bodily or mental tension and may be a factor in disease causation. Selye:-- Wear and tear. -- A nonspecific response of the body to any demand made upon it. THE DEGREE OF STRESS: Normal Stress Dis-Stress Eu-Stress

21. 1. Make Outrageous Customer Service your Vision 2. Hire and Train for Relational Competence 3.Find out What Customers Really Want 4.Be a Positive Change Agent 5.Provide Customer Service Training Yearly Service Principles

22. Two Things Successful People Do… LEARN TEACH

23. The Learning Curve SUCCESS SUCCESS TRIALS

24. Artifacts Values Perceptions Visible Organizational Structures Strategies, Goals, Philosophies Thoughts, Feelings and Beliefs Components of Culture

25. CEO Manager Director Vice President Executive CEO CUSTOMER BOD A Culture of Care Supervisor

26. Southwest Airlines is a customer service company that happens to be in the transportation industry. The level of service you give externally will only be as good as the level you give internally. Customer Service Focus

27. 0%100% 0% Responsibility Victim Power/Influence A Culture of Accountability

28. Victim Mentality at Work

29. 0%100% 0% Responsibility Victim Power/Influence A Culture of Accountability Owner Freedom/Success

30. Perceptions Behaviors Beliefs “values” “Influence: the art of getting someone else to do something you want done because they want to do it.” --Dwight D. Eisenhower Influencing Behavior Behaviors Perceptions

31. What People Notice “The 4 Minute Sell” Research by Jane Elsa Skin Color Gender Age Appearance Facial Expression Eye Contact Body Movement Personal Space Touch

32. The Basics of Communication Gestures ______% Tone ______% Words ______% 58 35 7

33. 1. T 2. E 3. A 4. M ( Rely on ) ( Skills & Abilities) ( Commitment ) ( Accountability ) easurement rust xpertise lignment “TEAM” Model

34. Team Motivation Task People Expertise Trust Alignment Commitment Measurement Accountability Team Motivation Relationship Buy-in Motivation

35. Team Alignment

36. Values Perception Behavior Intentions The Relationship Trap

37. Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press. Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377. Leadership Principles: Pfeffer, J. (1998). Building Profits By Putting People First. Boston: Harvard Business School Press. Performance Culture- Team Collaboration: Kotter, J. & Heskett, J. (1992). Corporate culture and performance. New York: The Free Press; and Schein, E. (1999), Corporate Culture Survival Guide, 2nd Ed. San Francisco: Jossey-Bass Manager Practices: Marcus Buckingham and Curt Coffman. First, Break All The Rules: What the World’s Greatest Managers Do Differently. Simon and Schuster, 1999 (aka: “The Gallup Research”); and Quinn, R.E & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Toward a competing values approach to organizational analysis. Management Science, 29(3), 363-377. Research Basis

38. Jason Young LeadSmart, Inc. 6757 Arapaho Road Suite 711-132 Dallas, Texas 75248 877-995-2273 toll free Email: jyoung@leadsmart.comjyoung@leadsmart.com www.leadsmart.com Thank You!