The concept of readiness-to-serve is very simple: have the capability to respond to reasonably unexpected requirements from customers or external situations. The bottom line is equally simple: more loyal customers, more revenue, and higher profits.

So, why is it that so many companies are happy to frustrate their customers rather than investing in readiness-to-serve ability?

The Process Conundrum

A cursory reading of Deming’s and/or Balridge’s work will lead one to the conclusion that having the right processes is the best way to ensure output quality.

Unfortunately, today’s businesses have decided that process is the only thing that matters. The underlying assumption is that any process that can be flowcharted can be enacted. Today’s technology allows us to hand off work to other people on the next shift or another country.

The logical extension of this belief is that we can resource (mostly people, but capital as well) based on the assumption that the actual implementation will run flawlessly. The result, any hiccup immediately diminishes the intended outcome; ultimately reducing customer satisfaction.

The Ball Rolls Downhill

The individuals actually running the process are being measured on their results (as they should be). So, when a hiccup arises they need to make it up either on that engagement or ones in the future. Quality suffers in either case.

We have all experienced the customer service person that loses patience with us because we don’t understand what’s being said or the “planned” response isn’t fixing the problem. A few years ago the only response I could get from Dell Computers was to wipe out my hard drive and start again. This “advice” came after 3-4 minutes of “diagnosis” of my problem. I did it once and it took me 32 hours to get everything back up and running. Calling in again with the same problem, I got the same response. I tried one more time to talk with their experts and got the same response. If I was going to wipe and reload, it was not going to be on a Dell!

The Comparison – Apple Computer

My wife and I recently visited our local Apple store to buy new iMacs; her’s to support her art business and mine for my photography hobby. We had many, many questions. The associate was patient, understanding, and appeared to have no time constraint. It took us well over an hour to understand our options. We probably spent close to double the cost of comparable PCs. Both iMacs are up and running and we’re thrilled with the result.

By the way, while setting up mine, I ran into two problems: (1) connecting to one on my HP printers, and (2) connecting my extended Logitech keyboard. I called Apple Care. THEY walked me though the trouble shooting even though the problem was on another company’s product. No pressure at all. Her only goal was to fix my problem. Conclusion, both needed a software upgrade.

HP is supposed to do that automatically (the flowcharted process). But it didn’t. I went to their web site as instructed by their automated phone system (the flowcharted process). The download won’t install (the hiccup). After searching their web site again, I can’t find a way to reach a human. I used the work around suggested by Apple Care to get the printer to respond. HP’s competitors will be in consideration when I need my next printer.

Logitech had a human to talk to. Apparently, I am an idiot since I was unable to find the download file as I was looking at the download page on their web site instead of the product page. It was clear that he had to get off my call. While the solution worked, their flowcharted process was clearly lacking.

Leadership and Rewards

The leadership issue here is setting the philosophy that process flowcharts need to anticipate the hiccups and resource for dealing with them. Leaders need to fund the hiccup response.

The reward system also needs to reflect the problem resolution focus. A great example is Fidelity Investments. They manage our investments. Before signing up with them I wanted to know how my representative was rewarded (bonuses and career). It turns out that all the customer facing personnel are measured by the results of carefully crafted customer surveys focusing on service levels (not financial returns). The net result is phenomenal responsiveness across the board, backed up by exceptional advice.

Practical Takeaway

Every Leader needs to establish their personal, business philosophy. I believe readiness-to-serve needs to be one of the philosophy’s few core principles. The Leader’s role is to protect the core principles, to find other ways to meet short-term objectives rather than sacrifice those principles. I know it’s not easy, but the benefits to the organization and you, personally, will far outpace the extra effort to do what’s right.

The reward system also needs to reflect the problem resolution focus. A great example is Fidelity Investments. They manage our investments. Before signing up with them I wanted to know how my representative was rewarded (bonuses and career). It turns out that all the customer facing personnel are measured by the results of carefully crafted customer surveys focusing on service levels (not financial returns). The net result is phenomenal responsiveness across the board, backed up by exceptional advice.