The key is to remember that imagined choices don’t actually exist, because they’re not actionable. We’re not trying to live a fantasy life; we’re trying to design a real and livable life. If we burdened ourselves with knowing everything about our decisions and discovering every option possible (which, of course, you should do if you’re going to make “the best choice”), we’d never decide. In life design we know that there are countless possibilities but aren’t stymied by that fact. We revel in exploring a few possibilities, then taking action by starting with a choice.

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.

Here's a common pattern: You're new. You're scrappy. You'll do whatever it takes to meet the needs of your clients, which means growth by any means necessary. If a customer wants to give your standard offering a slightly different spin, sure, you'll give it a try. Your effort is also known as customizing your product or service. At this point, there's such a premium on developing customer relationships that you're not thinking about how to pull this off in a profitable way. Instead, you're thinking about survival. If you can keep a growing number of customers happy, then good things are more likely to happen.

Conclusion

“People ask us all the time where they should begin. Our advice is to first believe in an alternate reality, where ordinary people create extraordinary value for customers ready to take on the world. Like Rodriguez-Pastor, you must believe in the possibility, and then look fearlessly at your distance from it.

Here's a common pattern: You're new. You're scrappy. You'll do whatever it takes to meet the needs of your clients, which means growth by any means necessary. If a customer wants to give your standard offering a slightly different spin, sure, you'll give it a try. Your effort is also known as customizing your product or service. At this point, there's such a premium on developing customer relationships that you're not thinking about how to pull this off in a profitable way. Instead, you're thinking about survival. If you can keep a growing number of customers happy, then good things are more likely to happen.