Ms. Claudia Bogard CGFM Senior Strategist and Customer Service
Advocate ATO FAA 202-385-8353 [email protected] Mr. Barry
Prokop PMP SSMBB QFDGB ITIL FAA Program Manager and Vice President
Golden Key Group 703-426-8510 [email protected] Slide 2
Agenda Challenge Facing Us All Our Goals and Objectives What We Did
Executing the Plan for Success Internal Customer ServiceWhats in It
for You? Youll Know Youre Succeeding When 2 Slide 3 Challenge
Facing Us All 3 Slide 4 Challenge 1 Understanding what your
customers expect Challenge 2 Serving customers when they need you
and want you Challenge 3 Knowing how to support customer-focused
initiatives Challenge 4 Delivering a consistent experience to
customers Challenge 5 Supporting preferred media for customer
interactions Adapted from Canada Bell Business Insights Newsletter,
June 2012 4 Slide 5 Challenge Facing the FAA Incorporate a customer
service mind set in a back office function (administrative, human
resources business, and labor and employee development) in a way
that improves service delivery to a multi-faceted, operational
organization mission-critical to our nations safety and economic
well being 5 Slide 6 Challenge Facing The FAA 6 Slide 7 Challenge
Facing Us 7 Movement to Shared Services Immediate: Fix what broke
Improve performance Ramp up productivity Create Customer Service
Longer Term: Strategic Approach Psychological: Shift to Shared
Services Shrinking Resources: Funding and People Organizational:
Control and Trust Slide 8 The New Organization 8 Slide 9 Customer
Service Challenge 9 We are not a Call CenterWe are not a Retailer
We are a government organization going to a Shared Services Model
We are a backstage operation Serving Those Who Serve Others
Googlingdemonstrates the need to curate Customer Service 1.52
Billion Customer Service 286 Million Customer Service IT 50 Million
Customer Service Call Center 1.9 Million Great Customer Service
9.36 Million Customer Service Model 3.1 Million Internal Customer
Service 130 Thousand Slide 10 Our Goals and Objectives Transform
the culture to customer centricity Act as customer service
advocates Assess the changes with measurement tools Help our people
see through the lens of the customer in order to deliver better
service Create job aids to make the transition easier, more
enjoyable, and consistentand lasting 10 Slide 11 What We Did
Understood our own culture Became experts in customer service
Crafted a simple framework to communicate where we were going
Created tools to help us get there: processes, workshops, job aids
and cyclical measurements Executed our plan while listening to our
customers 11 Slide 12 Understood Our Own Culture A culture of
relationships On stage messages vs real life off stage talk The
basis for organizational praise Action orientedwe decide; we want
it now! Political landscape and pecking order Relatively new
service center with ATO 12 Slide 13 Guiding Fundamental We are all
customers of each other. G REAT C USTOMER S ERVICE depends on
excellent internal customer service. Y OU CAN T HAVE ONE WITHOUT
THE OTHER ! 13 Slide 14 Change Our State of Mind Update How We View
Ourselves: Understand How Our Organization Adds Value The services
we provide to our customers contribute to the safety of the
National Air Space. We are here because our customers need what we
produce. The ATO counts on us to be efficient and effective. Adapt
a Shared Vision of Our Ideal State: What We Do Together in Our
Organization 1. We work collaboratively to achieve our overall
business goals 2. We aim to meet our customers everyday needs with
a customer experience that is easy and enjoyable 3. We look to the
future by creating processes that enhance our service delivery 14
Slide 15 Our Customer Service Culture Is Driven By How We Respond
How We Behave How We Perform 15 Slide 16 Translating Drivers into
Actions How we expect ourselves to behave Common Cultural Values
How we expect ourselves to respond Customer Service Skills How we
expect ourselves to perform Fundamental Business Skills Be
accessible Be responsive Be timely Follow through to completion
Take initiative Give and receive feedback Give and receive
recognition Be positive and show a can-do attitude Treat others
with respect Own the issue Collaborate as a trusted partner
Actively listen to customers Understand the customers need to offer
options for results Communicate status clearly both verbally and in
writing Manage time appropriately Manage personal emotions Welcome
feedback Add value through professional competence Proactively
collaborate within AJG to create optimal service delivery Practice
critical thinking and analysis Create supportive processes for
consistency and measurement Create documentation for institutional
memory Comply with established standards Juggle multiple priorities
16 Slide 17 Once we Understood Our Culture, We Became Customer
Service Experts Identified thought leaders Collected best practices
Joined and became active in professional groups Identified
Resources TEDx: Fred Lee, "Patient Satisfaction or Patient
Experience ?, 2011 TEDx: Fred Lee, "Patient Satisfaction or Patient
Experience ? Forrester: Outside In, 2013 Forrester: Outside In
Measurement Approaches: ACSI versus Cxi, 2014 Measurement
Approaches: ACSI versus Cxi TED: Simon Sinek, Start With Why, 2009
TED: Simon Sinek, Start With Why Snow and Yanovich, Unleashing
Excellence, 2010 Snow and Yanovich, Unleashing Excellence Bennekom,
Customer Surveying, 2002 Bennekom, Customer Surveying The Wonderful
World of Customer Service at Disney, 2009 The Wonderful World of
Customer Service at Disney 17 Slide 18 Desired Outcome: Classic
Customer Service Pyramid We Crafted a Simple Framework 18 Adapted
from Forrester Research Slide 19 Reinvented the Customer Service
Advocates Mission What: A transformational change Role: Executive
leadership in establishing and managing innovative programs and
strategies to lead and transform the ATO toward continually
improving levels of service to internal and external customers and
stakeholders How: The Customer Service Executive utilizes
directors, managers and staff members from professional and
technical disciplines 19 Slide 20 Crafted a Clear Customer Service
Roadmap 20 Slide 21 TED Talks Fred Lee video TEDx: Fred Lee,
"Patient Satisfaction or Patient Experience ?" TEDx: Fred Lee,
"Patient Satisfaction or Patient Experience ?" 21 Slide 22
Executing Our Plan for Success Year-over-year Annual Cycle Key
Stakeholder/VP Interviews Customer Valuation Card Face-to-Face
Event: MSYER Management Services Year End Review Customer Service
Surveys Action Improvement Plans Tools we tried along the way 22
Slide 23 Strategic Direction: Customer Values Card Robust
face-to-face interaction: AJG G20 & customers Feedback: Seeing
through our customer's lens Action Improvement Plans Created
Cyclical Measurement 23 Slide 24 FYI: Internal Communication: What
is Asked in a Service Valuation Interview? A Consistent Question
Set is Used Year over Year in order to make accurate progress
assessments.. The first step in exceeding your customers
expectation is to know those expectations Roy H. Williams Questions
AskedPerformance CategoryQuestion Intent and Customer Assessment
Values Please discuss specific MS offers /deliverables that are
important to your organizations effectiveness and success; focus
your expectations in your top three areas of importance. Offer
ClarityTo calibrate and confirm the service promise. Identifies
specific customer expectations; determines if gap exists between
customer expectation and MS deliverable. Customer assessment:
Assign evaluation A - F Please discuss how well the Quality and
Accuracy of services provided meet your expectations; focus on
specific examples. Execution/Quality/PerformanceTo determine if
customer needs are being met. Is desired / required work completed
consistent with customer expectations. Key in identifying
performance /process issues and strengths. Key element in
establishing MS value to the customer. Customer assessment: Assign
evaluation A - F How do you valuate the direction, focus and
professionalism of the MS organization and its employees? Do you
sense alignment? Relationship Management/Leadership To determine if
the focus, activities and flavor of MS interactions provide a
feeling of consistent high quality performance, easy to work with,
peace of mind, wow. Customer assessment: Assign evaluation A - F
Share your general perception regarding whether or not MS employees
act in your best interest? Do you feel that MS employees get you,
get your organization? Relationship Management/AttitudeTo determine
if the focus, activities and flavor of MS interactions provide a
feeling of consistent high quality performance, easy to work with,
peace of mind, wow. Customer assessment: Assign evaluation A - F
What improvements have you seen in Management Services? Overall
PerceptionsTo identify specific areas (of customer satisfaction)
that can serve as leverage points and areas to build-on for
continued customer service progress. 24 Slide 25 I want a
collaborative working relationship where I and my team are kept in
the service delivery loop. I want to understand exactly what
support, in specific areas, I can expect; what MS will do to meet
those expectations; and what our role as a good customer should be
to ensure MS can meet those expectations. I want MS to do what it
is supposed to do, when it is supposed to. I expect MS to interact
with any/all appropriate members of my team in an easy to do
business professional manner. I want to understand MS processes
sufficiently to allow me to support MS service delivery efforts. I
want to feel as if somebody in MS cares about me. Directly connect
with key customers Assess & strengthen customer relationship
management. Calibrate customer expectations with the org. servicing
activities Are we meeting needs? Identify the org.s areas of
performance strength and areas requiring service delivery recovery
efforts. Establish a performance baseline for the org. based on
direct customer input/expectations. Ultimate Outcome: Work is
customer service centric. Service Valuation Interview goals:
1.Relationships Does the org. get me; get my team? 2.Offer Clarity
Do I know what the org. is supposed to do for me? (broken down by
functional activity) 3.Execution/Performance Does the org. work
meet my quality standards? 4.MS Mission/Purpose Do I know why the
org. exists and what it is supposed to do? 5.Transparent Business
Processes Do I understand how the org. operates? *in priority order
Whats Next? Cascaded face to face customer dialogs to further see
through the lens of the customer. Action plans with specific
commitments. Key senior customer Hot Buttons on service delivery *
Service success through the lens of senior customers FYI : Internal
Communication Conducted on FY13 Service Valuation Interviews Top 3
offers for senior customer success/effectiveness : Support Type #1
and #5 * Inconsistent, cumbersome processes * Lack of competency;
less than helpful attitude; minimal regarding relationship
development. * Execution, follow-through is often weak Feedback
same as FY12 Support Type #6, #2, #7 * Growing and good focus on
relationship development * The new Board heightens awareness and
sensitivity to organizations business needs * Understood and
consistent requirements Feedback improved over FY12 Support Type #3
and #4 * Poor communication of requirements (on both ends) * Poor
understanding / callousness to business needs * Minimal/weak
relationship development - Buddy support is non-existent or
inconsistent for several areas Feedback deteriorated over FY12 25
Slide 26 Making it Memorable: Customer Values Card Customer Values
AJG Customers Speak How You Can Adapt Your Service Communication
Practices Keep me informed. Let me know what to expect next.
Discuss with your customer the best format and frequency for
providing information. Let customers know what to expect in each
step of your process. No news is not good news. Routinely share
status updates, especially if the news adversely impacts your
customer. Business Understanding Understand what I need to run my
business. Talk with your customers to understand how their business
works. Attend customers staff meetings to understand their issues.
Identify how to support their business without hindering their
work. Alignment Come to me with a unified approach. Talk with other
AJG employees who support your customer. Coordinate your activities
to present the full picture to your customer. Understand what
information other AJG employees may need from you to best complete
their work. Customer Focus Map my experience through my lens. Know
what is important to your customer. Find solutions that will meet
your customer expectations. Understand what the customer has to go
through to obtain your services. Effectiveness Make it easy for me.
Work as your customers advocate to help them accomplish their
goals. Treat their needs with a sense of importance. Offer useful
options, suggestions and alternatives before you are asked. 26
Slide 27 27 Face-to-FaceRound 1 Slide 28 Customer Experience Survey
28 Q1 Have you conducted business with the AJG-xx Group within the
last 12 Months? Q2 When working with people in this organization
they keep me informed in ways that work for me Q3 When working with
people in this organization they proactively let me know what to
expect next Q4 When working with people in this organization they
understand my business needs Q5 When working with people in this
organization they know what is important to me Q6 When working with
people in this organization they take ownership for getting things
done Q7 When working with people in this organization they find
timely solutions that meet my expectations Q8 When working with
people in this organization they do what they say they will Q9
Thinking about your recent interactions with this organization, how
effective were they in "meeting your needs"? Q10 Thinking about
your recent interactions with this organization, how "easy" were
they to do business with? Q11 Thinking about your recent
interactions with this organization, how "enjoyable" were they to
do business with? Q12 Overall my satisfaction with this service
provider is Q13 Do you have any feedback for AJG-xx Group? Q14 How
frequently do you conduct business with this organization? Q15 What
is your 3 character organization code? (Examples: AJE, AJW, AHR,
etc Slide 29 Sample Survey Group Report 29 Slide 30 Service Plan
Template Customer Value Supported Driver (s) Engaged SMART
ActionMeasure Who Due Date SSpecific: Who, what, when, where and
how? What do we want to achieve? MMeasureable: How can we measure
this? How will we know if we are successful? AActionable: Is it
realistic and attainable? Who will do it? RRelevant: Is the action
important to your customers? Does this match our other efforts or
needs? TTimely: What are the milestones? What is the deadline? 30
Slide 31 Customer Service Experience Mapping Template 31 Workshop
Exercise: Customer Experience Mapping Slide 32 What Customers Value
Most Personnel Processing Finance Contracts How Customer Values are
Impacted Communication Practices Business Understanding Alignment
Internal AJG Budget Prioritization 2 External Customer Values 1
Integrated Work-Out (IWO) Initiatives Impact on Strategic Work Plan
Initiatives Interdependence between AJG & ATO SUs Demonstrated
Customer Focus Return on Investment (ROI) Level of Effort (LOE)
resources, cost avoidance, expenditure Time to
Implement/Realization of Outcomes Visibility - political
Implications Viability - likelihood of success, risk Performance
Metrics Uniqueness of Service Offering 1 Annual Customer Valuation
Interviews 8 ATO VPs 2 Operational Effectiveness A product of the
AJG Customer Advocate, June 2013 Solving Problems Exercise Right
things Right way Right Things Right Wa y Right Things Wrong Way
Right Way Wrong Things Wrong Way Wrong Things Customer Focus
Effectiveness 32 Slide 33 Self-Service Resources: AJG Web 33 Slide
34 How We Are Succeeding Realistic Planning Off Stage Execution On
Stage Cant Argue with That methodology Sensible Flexibilitywithin
the Framework Gentle Perseverance 34 Slide 35 35 Customer Service
Delivery Service Environment Processes Off-Stage Customer: look at
everything through the lens of the customer Delivery:find small
ways to create service wows Environment:pay attention to detail
because everything speaks Processes:effective processes set you up
to be a service hero On- Stage How We Are Succeeding: Realistic
Planning and Execution Slide 36 Created a transparent shared
knowledge repository Project Planning Skills Processes MorePlanning
and Execution 36 Slide 37 Cant Argue with That Break down the
barriers by taking incremental steps Show small successes Find
early adopters Promote success Show the value of success 1 + 1 = 2
Always! 37 Slide 38 Sensible Flexibility Know the difference
between a battle and the war Strategically pick your battles Align
allies before the battle starts Know the answers before the
questions are asked Hard battles are easier to win once some
victories have been achieved Timing is everything 38 Slide 39
Gentle Perseverance Credibility We Live Here Build Strategic
Linkages Stick to the Plan, Work to the Plan It is a Way of
Thinking and Acting Responsibility for constructive confrontation
39 Slide 40 Internal Customer Service Whats in It for You? Improved
Morale Increased Productivity Less Rework Shorter Processing Times
Greater Employee Retention Reduced Employee Absenteeism and
Turnover Higher Performing Teams Increased Customer Confidence
Increased Trust and Responsibility 40 Slide 41 You Know Youre
Succeeding When People stopped swearing People start using
classroom language in everyday conversation People post your
handouts and tools People seek your help Customers tell your boss
how valuable you are 41 Slide 42 Questions? 42