Think of the last time you sat down with your team and discussed the processes that are followed and implemented within the organisation. Were there best practices that not everyone from the team applies? What were the solutions for challenges? In this article, we will share the values that when taken all together, can help form a solid foundation for flawless, seamless internal processes that can and will only result to better customer service and organisation growth.
1. Right the First Time
Overlooked errors come with significant costs – it can be time, money, or a company’s reputation. These factors put gravity into the importance of doing tasks right the first time.
Right the First Time or RFT is a practice on being thorough with the every step taken at work in producing an output. It is also about being mindful of mistakes, making sure that if there were any made, those holes have been patched and corrected before a product or service is provided.
Quality Control and Quality Assurance play big roles in RFT. Through multiple checking and evaluation of work, an organisation can be more confident that they are doing their processes right the first time, every time.
2. 99.9% Perfect
When speaking of errors, two of the most common that occur in most aspects of the corporate world are human errors and system errors.
Though the advancement of technology has undoubtedly made life a lot easier for most of us, it did not come with a promise that a 100% error-free output will consistently be provided. Even systems can crash time and again, and that leaves us with duty of proper implementation of tasks that will help lessen, if not totally eliminate the chances of system errors to occur.
And while human error is the more commonly committed type between the two, through practice of balancing workload, avoiding last minute details, and accountability, human error can be lessened.
By acknowledging the possibility that errors can happen, an organisation can already prepare solutions for possible mistakes. However, an organisation should also keep a conservative window for error and have processes backed up with detailed, error-free procedures that employees can follow.
3. Consistently High Quality
Does excellence work alone or does it come with a partner? If your answer is the latter, then you are correct.
Excellence is always glued together with consistency. Doing something that is of high quality with consistency is what forms excellence at work. As Aristotle once said, “We are what we repeatedly do. Excellence then is not an act, but a habit.”
This tells us that unless a specific task is consistently done the correct way all the time, then excellence is not showcased. By sharpening one’s own performance through constant feedback and evaluation, constant application of best practices and self-training, and by being aware of what the implications of low quality work are, consistently being excellent should become an easier practice.
4. Work = Best Outcome With Commitment
When Larry Paige and Sergey Brin founded Google, they had a clear vision of what they wanted to happen and had a plan on how to get there. They knew in order to create the most powerful search engine, they need to focus and work hard. And now Google is one of the biggest and most widely used search engines in the world.
Bringing passion, energy, and focus on your work can only promise positive results to your organisation. Often, what are lacking in an organisation are not competent employees, but committed employees. The key is to make sure that you share the same vision as your company and that the goal of a task is clear to you.
5. Delight Internal Customers
According to the Real Service book authored by Dr. Peter Cheng, “Internal Customers” refer to your colleagues, your peers, your bosses or direct reports, and basically anybody working within your organisation. In order to provide delightful service to customers, delightful service must first be shared within the organisation.
Accountability, keenness with details, trustworthiness are some of the key behaviours one must demonstrate. To realise that one wrong step taken can have a great impact to interdependent processes within an organisation is key in keeping in mind that you are accountable for how others can effectively work as well.
6. Delight External Customers
Who are the people in an organisation responsible for providing excellent customer service? Who should aim to create customer delight in every transaction? The answer is EVERYONE WITHIN THE ORGANISATION.
Striving for customer satisfaction and promoting customer service that is above and beyond customer expectations prove your dedication and commitment to making sure your organisation goals are met. The importance of aiming to delight customers does not only apply to front-liners who are face-to-face with the customers, but also to those who work in the background making sure that the internal processes are sound and smooth that nothing can hinder the organisation from providing delightful customer service.
If you found these points helpful, then do not forget to watch out for our next newsletter and learn more about excellence at work. You can also visit our website www.pace-od.com and subscribe to our mailing list!