Ever wonder why customer service is so great in one environment, but so poor in another?

When you think about it, hospitals are pretty similar in their reasons for being. Everyone, regardless of geography, strives to provide high-quality, cost-effective care, and be the provider of choice as well as the employer of choice. If so many have the same goal, then why is the experience often so different?

What makes one hospital’s service effort more credible than another’s?

The bottom line: If Leadership says it’s important and actually models the desired behavior, others in the organization will follow suit. It stands to reason that if a leader doesn’t practice what they preach, they’ll have no credibility nor will others feel compelled to readily do what’s asked.

Credibility is so important to a customer service effort because being committed to living the ideals of the environment is highly dependent upon how much the key customers of the organization (employees, patients and physicians) believe that Leadership is living by the same set of standards, and will be there for them when the going gets tough.

Service standards are all the rage in customer service today. They’ve been created to serve as tangible behaviors that demonstrate customer service. Now, think about the leader who introduces a service standard that says that all staff will escort a lost customer to the place they’re looking for—yet, the standard doesn’t apply to the leader because she’s too busy or isn’t out enough in the organization to even see a customer!

Scenarios like this one don’t build credibility at all for the leader. In fact, a primary reason service efforts fail is that the leader hasn’t credibly demonstrated their commitment to customer service.

Walk the Talk, Give Credit Where It’s Due

If you’re serious about customer service, it must apply to everyone at all levels in the organization, including Leadership. Whether you’re implementing a new effort or supporting an existing one, the leader must decide what they’re willing to do every day. A leader builds credibility by not asking people to do something they wouldn’t do themselves.

No one ever says they receive enough recognition. Interestingly, however, when asked about the recognition desired, most employees say that a simple thank you will do just fine. The good feelings that come from noticing when someone’s “done it right” versus what they’ve missed reinforces a service culture that cares for its employees—and guarantees that the behavior will be repeated.

Credibility also comes from providing necessary resources. If the leader says the service effort is important, but cuts the training budget just when refresher training is due, credibility takes a serious hit. It’s important to look at the bigger picture and the message being sent when those tough decisions are being made.

The actions taken to build credibility regarding the leader’s commitment to service are critical for any major success. Attention to doing so will ensure that the service effort thrives.

Catherine Baumgardner is an associate with Corporate Health Group, a national healthcare consulting firm, and is based in Pennsylvania. For additional information, please call 1-888-334-2500 or contact us via the Web.

To print this page select the print button from your browser window or click here.