Here's the basic message: if you're in the service business, you essentially don't know which people are on your team, when they're showing up, and what they're going to do once they get there. And so you need a plan for managing this uncertainty.
Related Quotes
Uncommon Service - Frances Frei and Anne Morris
Introduction: If This Is a Service Economy, Why Am I Still on Hold?
“Here's what we've learned: uncommon service is not born from attitude and effort, but from design choices made in the very blueprints of a business model. It's easy to throw service into a mission statement and periodically do whatever it takes to make a customer happy. What's hard is designing a service model that allows average employees — not just the exceptional ones — to produce service excellence as an everyday routine. Outstanding service organizations create offerings, funding strategies, systems, and cultures that set their people up to excel casually.
In short, the average employee is drowning in complexity. And the outstanding employee, the one who has a chance of keeping up, is a much scarcer resource than many managers are willing to acknowledge. We're designing jobs for superhumans, and it turns out our people are flesh and blood.
Here's the basic message: if you're in the service business, you essentially don't know which people are on your team, when they're showing up, and what they're going to do once they get there. And so you need a plan for managing this uncertainty.
Uncommon Service - Frances Frei and Anne Morris
Introduction: If This Is a Service Economy, Why Am I Still on Hold?
“Here's what we've learned: uncommon service is not born from attitude and effort, but from design choices made in the very blueprints of a business model. It's easy to throw service into a mission statement and periodically do whatever it takes to make a customer happy. What's hard is designing a service model that allows average employees — not just the exceptional ones — to produce service excellence as an everyday routine. Outstanding service organizations create offerings, funding strategies, systems, and cultures that set their people up to excel casually.
In short, the average employee is drowning in complexity. And the outstanding employee, the one who has a chance of keeping up, is a much scarcer resource than many managers are willing to acknowledge. We're designing jobs for superhumans, and it turns out our people are flesh and blood.