Club A, has employees in security who believe they are in customer relations. And whose Managers & employees are engaged in servicing customers, but who also feel they are part of the security operation.
Club B’s security employees believe that they are there to look after behaviour problems. Management believes security is an expensive, necessary evil and other employees think they are muscle heads who get in the way of great customer service.
Neither of these are unique – there are clubs populating both categories.
Which is likely to have the best customer relations? Which is most likely to have better security, at a lower cost? Which club is likely to have the best image in the community?
Where does your club fit? Closer to Club A or Club B … or somewhere in between?
How does Club A achieve this?
Firstly, there is a recognition and acceptance that customer service and security are not mutually exclusive. They are dependent on each other.
From that point, it is pretty simple really – although not necessarily easy. Like anything worthwhile, some effort and investment is required. Especially in:
- Education & Training
- Policy Documentation & Implementation
- Building stronger links between operational teams & security.
Education & Training
Have key customer service personnel – team leaders, section leaders, duty managers – undertake security training. This gives an extra dimension to the customer service relationship. It can lead to many potential escalations being “nipped in the bud” before developing into a problem.
Importantly, the type of training likely to produce the best results are those that engage the trainee at the level of their own ambition. For example: How security enhances their leadership potential.
For many, the policies of the company are its Rule Book. Without doubt, some aspects of business require a hard & fast maintenance of the rules.
But one of the hallmarks of great customer service can be how to break rules, to enhance customer perceptions without damaging the company.
Whilever there is interaction between humans, rule books will not be sufficient to cover the myriad of permutations and combinations that are possible to emerge.
This fact doesn’t render policies useless … in fact it makes them more important. Not so much from a “Thou shalt not … “ perspective. Documented policies give the company, and its staff, direction and support.
Understanding the direction and culture of the organisation is vital in making decisions at moments of truth.
Build Stronger Relationships between security & other teams.
Whether your security team is in-house or from an external provider, your customer doesn’t care.
For all intents and purposes they represent you, your business, how you run your business, and what you think of them (your customers).
It makes no sense at all to keep security “out of the loop” and every sense to keep them close to the action when it comes to planning and discussion on anything at all that effects your customer.
What are the returns?
Staff confidence is a vital ingredient for great customer service. This is especially true when the pressure is on …
And when the pressure is on, is when great customer service can turn your customers into raving fans.
It is also when you are the most vulnerable to risk.
If your staff are:
- conscious and observant of signposts for potential risks
- are able to respond confidently and appropriately to those signposts
- and are working cooperatively & collaboratively across functions
you are well on the way to having dynamic customer service.
And now … a 30 sec ad break!
The Advanced Conflict Resolution & Leadership program run by Exact Security aims at exactly this space. Fore more information go to Exact Security – Training.