| As you deliberately set out to create a culture of | | | | Give them examples of what your customers expect, |
| service excellence in your organization, you may find | | | | use actual comments from customer feedback and |
| yourself encountering resistance. Your employees' | | | | spell out specifically how employees should respond. |
| ability and desire to change is vital to the success of | | | | Listen to your employees, as well. Your front-line |
| your organization; they are the ones with the closest | | | | employees have first-hand knowledge of customer |
| contact with your customers on a daily basis. | | | | reactions. They should feel comfortable letting you |
| Change can be difficult and many people are opposed | | | | know if an expected response doesn't ring true with |
| to any change that takes them out of their comfort | | | | customers. |
| zone. They have a stake in the status quo - it gives | | | | But listening to your employees' feedback doesn't |
| them a sense of security, and they take comfort in | | | | mean letting them minimize or even dismiss the push |
| knowing the routine. If not managed well, they are likely | | | | toward a positive culture. They should be held |
| to challenge any culture change as "just another | | | | accountable to the standards of behavior that support |
| administrative program" and feel as if they're being | | | | a culture of excellence. In addition they should have the |
| minimized for preferring to do things the way they | | | | opportunity to suggest changes to processes that will |
| have always been done. | | | | result in a better experience for customers. Employees |
| Hardwiring culture change into your organization must | | | | who continue to scorn the culture to their customers or |
| include hardwiring that change in your front line | | | | co-workers should be coached for improvement and |
| employees. They can make or break an organization's | | | | disciplined if necessary. Other employees should be |
| culture. Engaging them in that culture starts with | | | | able to see that in a culture of excellence, everyone is |
| showing that you CARE. | | | | held accountable. |
| C = Communication | | | | R = Rewards and Recognition |
| In the absence of concrete information; rumors abound | | | | As you work to instill your culture in all levels of the |
| and negative thought leaders are allowed to run amok. | | | | organization, it is vital to recognize that it's not easy for |
| It's not surprising that most of the communication on | | | | everyone. For those front-line employees who prefer |
| the front lines consists of, "Did you hear this?" or "I | | | | to cling to the way things have always been, |
| can't believe that!" | | | | acknowledge that change is difficult. Recognize those |
| Communication can make or break an organization's | | | | who are visibly working to incorporate the |
| culture, especially during times of change. Front line | | | | organization's culture into their daily work. Spotlight their |
| employees are frequently suspicious of change and | | | | efforts and publicly thank them. |
| often resort to the rumor mill for reassurance. | | | | There is an endless array of tactics that you can use |
| Therefore, communication is the number one key to | | | | to reward those front-line employees who are living |
| creating an unbreakable connection between | | | | the culture. It's not important how you choose to |
| employees and the organization's culture. | | | | reward and recognize your employees; it's only |
| Communication begins with reiterating your | | | | important that you do it. When you recognize those on |
| organization's mission and vision. You can't repeat | | | | the front line in a visible and public way, you |
| these cultural cornerstones enough. By saying it, you | | | | demonstrate to their peers that the culture is an |
| reinforce it in your own mind and ultimately become it. | | | | important organizational priority. |
| Your front line employees take reassurance in the fact | | | | E = Environment of Innovation |
| that the vision isn't some "flavor of the month" program | | | | One of the most effective tactics to help front line |
| and begin to believe in its possibilities. | | | | employees feel connected to the organizational culture |
| But communication is a two-way street. Listening is | | | | is through leadership embracing an environment of |
| even more important that your outbound messages. In | | | | innovation. You know that your front line employees |
| order to build credibility, you must be willing to operate | | | | are the ones who are most closely connected to |
| in an environment of transparency and be open to | | | | customers. Front line employees see what frustrates |
| listening to stakeholder input. Hold employee forums at | | | | customers during transactions. |
| times and locations that are the most convenient for | | | | Encourage these front line employees to speak up on |
| your employees and encourage front line employees | | | | behalf of their customers and offer their ideas for |
| to ask the tough questions. Be prepared to give open, | | | | process improvement. Supporting their efforts at |
| honest answers. | | | | innovation is actually another form of public recognition |
| Open the lines of communication to each department | | | | and is one the strongest indicators to front line |
| through their informal thought leaders. Influential front | | | | employees that their contributions are an essential part |
| line employees can be great assets in linking their | | | | of shaping the culture. |
| co-workers to the organizational culture, but only if | | | | Many organizations implement an idea solicitation |
| they feel part of the change and understand how it will | | | | program where employees submit process |
| benefit them. | | | | improvement ideas based on their interactions with |
| A = Accountability | | | | customers or their observations of organizational |
| In order to really move the culture, everyone must be | | | | processes. Those employees who make the |
| accountable for his or her behavior. And as a leader, | | | | suggestions are subsequently involved in implementing |
| you have to be prepared to hold your staff | | | | the solutions. Employees who submit suggestions |
| accountable for behaving in accordance with the | | | | receive public acknowledgement of their ideas. Their |
| mission and vision. Consistency is the key to | | | | co-workers see this as reinforcement of the culture. |
| accountability. Many of us have worked with someone | | | | The more employees who become involved in |
| who has a victim mentality and feels put upon and as | | | | innovation programs, the more your culture will spread |
| if life isn't fair. If these types of employees see that | | | | among front line staff. |
| everyone (from the janitor to the CEO) is held to the | | | | Front line employees perform the bulk of the service. |
| same standards, it reinforces the permanence of the | | | | Oftentimes, they unconsciously set the cultural tone for |
| culture change. | | | | the organization and get caught up in the status quo. |
| To ensure culture accountability, begin again with | | | | Encouraging them to deliberately change the culture or |
| communication. Clearly communicate expectations for | | | | enhance it in a new direction is challenging and may be |
| all employees at all levels. Translate how a culture | | | | met with resistance. But if you take care in developing |
| standard applies to the day-to-day job. Verify that | | | | that culture of service excellence among those front |
| employees understand their role in bringing the culture | | | | line employees, in the long run it will prove to be the |
| to life. | | | | most essential component to transforming the culture |
| Once you've verified what is expected, you can coach | | | | of your entire organization. |
| your employees to become more a part of the culture. | | | | |