Joseph Michelli – Speaks on Customer Service and Leadership
Joseph A. Michelli, Ph.D., is an internationally sought-after speaker, author, and organizational consultant who transfers his knowledge of exceptional business practices in ways that develop joyful and productive workplaces with a focus on the total customer experience. His insights encourage leaders and frontline workers to grow and invest passionately in all aspects of their lives. He is the author of The Zappos Experience: 5 Principles to Inspire, Engage, and WOW, and Prescription for Excellence: Leadership Lessons for Creating a World-Class Customer Experience.
The 7 Rules of Service Leadership with Ron Kaufman
One of the most essential elements in building a superior and sustainable service culture is the role of leadership. In our work with organizations in a wide range of industries, sizes, and cultures all over the world, we have identified specific behaviors of successful leaders who bring their organizations to a higher level of service performance, and build a culture that keeps service strong over time. We call these behavior The Seven Rules of Service Leadership.
Ron Kaufman is the New York Times bestselling author of “UPLIFTING SERVICE: The Proven Path to Delighting Your Customers, Colleagues and Everyone Else You Meet”, and is the founder of UP! Your Service.
“Award-winning Harvard Business School professor Frances Frei and global thought leader Anne Morriss, both of whom specialize in building outstanding service companies, reading from their new book Uncommon Service: How to Win by Putting Customers at the Core of Your Business.
Most companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. Then service gets to make a brief appearance for as long as it takes to calm the customer down and fix whatever foul-up jeopardized the relationship.
In Uncommon Service, Frances Frei and Anne Morriss show how, in a volatile economy where the old rules of strategic advantage no longer hold true, service must become a competitive weapon, not a damage-control function. That means weaving service tightly into every core decision your company makes.
The authors reveal a transformed view of service, presenting an operating model built on tough choices organizations must make:
- How do customers define excellence” in your offering? Is it convenience? Friendliness? Flexible choices? Price?
- How will you get paid for that excellence? Will you charge customers more? Get them to handle more service tasks themselves?
- How will you empower your employees to deliver excellence? What will your recruiting, selection, training, and job design practices look like? What about your organizational culture?
- How will you get your customers to behave? For example, what do you need to do to get them to treat your employees with respect? Do you need to make it easier for them to use new technology?