customer service 101 the principles fire department
TRANSCRIPT
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Customer Service 101The Principles
Fire Department
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What's happening on the inside?CHANGE!
• More & more unpredictable
• faster (lots)
• murders sacred cows
• “white water” change
• dreaded by most insider
• lots of stress
• Is an process vs. a event
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The Effects on Organizational Life
• More complicated
• more political
• standards of correctness/ fear
• special interest groups
• more screwballs (on and off duties)
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Other Issues
• Huge financial reviews
• bigger risk/ bigger opportunities
• risk adverse managers
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Fire Service Change
• Many times – we are “dumb” on the front end.– we get “smart” in the back end.
We tend to change at the last moment!
We sometimes mistake opportunities for threats!
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Where have we been?Our basic mission keeps us going!
• 250 years old
• simple, clear mission
• lots of maybes
• empowering-inspiring
• highly accepted
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Our Basic Mission
• Respond quickly
• solve the problem
• be nice
• go home as the same way you left home! (sitting up)
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How do we deliver those basics?
• Hardware
• Software
• Liveware
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Hardware
• Tools
• equipment
• apparatus
…..(Stuff).
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Software
• Systems
• regulations
• guidelines
• …….SOPs \more stuff
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Liveware
• Humans
• Firefighters
• ……(people).
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Service Delivery (1990s)
• Customer service focus:– new character: Mrs... Smith– new routine: be nice– new focus: her needs– new mgmt: inside approach determines
outside services
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Labels,labels and more labels
• What are labels?
• How do they effect us?
• How do they effect our customer?
• Do they become self fulfilling?
• What impact do they make on the emergency scene?
• Who are we to judge?
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Where should we focus our efforts to improve?
• Which part of your system will Mrs... Smith remember?
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We’ve Always Done Customer Service!
What’s New?
• Customer’s expect high quality service.• Growing competition (internally
/externally).• It is the majority of our job. • It’s the right thing to do.• A new Fire Service direction.• If we don’t, somebody else will!• The circle of influence concept.• It’s the mint on the pillow approach.
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The problem is we’re playing “Catch up”
• Traditional hardware being used in non traditional ways.
• We take everything we have everywhere we go.
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Customer must fit the system….
• In some cases, we call their use of our resources “system abuse”
• a major part of that “system abuse” definition involves using traditional vehicles in non-traditional ways.
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Time to “Catch Up”
• Our system must reinvent itself to match current/actual service delivery
• ……simply, our system must be designed to fit the customer’s needs-----not the reverse.
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Who Is the Customer?Customer==any Person You Provide
Service to That Could Have a Effect on Your Ability to Continue to Deliver That
Service!
• Internal• External• Special customer
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Customer service areas
• Locations
• People
• Conditioning
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Human Relations• What is your opinion of
Labels and the effect they have on group interactions?
• One size does not fit all.• The changing
workforce’s effect on customer
loyalty.
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Customers Interactions• Sworn vs. Civilian• Other city departments.• The media and you!• Fire and life safety programs.• Inspections.• Speaking engagements.• Station tours.• Public places.• The Emergency scene.
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Customer service 101tactical priorities
When dealing with customers have a plan!
•Locate•Inform•Assist
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Group Exercise #2
Your Perspectives!What will you be doing for Mrs... Smith in
10 years?
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Our Competitive Future
• Inside competition• External competition
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Concepts!
• The goal is make yourself so important to outside customers, that you avoid or minimize the internal politics.
• The key to getting what you want, is giving enough people what they want!
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Real Life• Open discussion on customer
service issues! (War stories)• The changing paradigm.• Practices vs. Principles.
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How do we make a difference?
• Circle of influence concept?• Remember Mrs. Smith• Set-out to make a difference!
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Customer Service Manual
• Our essential mission and number one priority is to deliver the best possible service to our customer.
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Customer Service Manual
• Always be nice--treat everyone with respect, kindness, patience, and consideration.
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Customer Service Manual
• Always attempt to execute a standard problem-solving outcome: Quick/effective/skillful/safe/caring/managed.
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Customer Service Manual
• Regard everyone as a customer.
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Customer Service Manual
• Consider how you and what you are doing looks to other.
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Customer Service Manual
• Don’t disqualify the customer with your qualifications.
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Customer Service Manual
• Basic organization behavior must become customer-centered.
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Customer Service Manual
• We must continually improve our customer service performance.
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The Future (Change)
• Must emerge out of today– ……where else will it come from:
• hard for us to make big systems “skip” into the future
• huge momentum in the status quo:– institutional budget– mgmt. Commitment– the “weight” of our inventory
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Fire ServiceChange Timetable
• Minor hardware 1-2 yrs
• major hardware 3-5 yrs
• major liveware habits 3-5 yrs
• major culture 10 yrs