While many people complain about the work ethic of the younger generation, in world-class customer service companies, I see the exact opposite. They have cult-like cultures where their employees, many between 17 and 25, make ridiculous sacrifices ensuring co-workers and customers receive the experienced promised. Why do a few companies have these employees, while so many other companies are constantly turning over this same age group? Yes, one answer is that they select better candidates. However, I truly believe there is only a small fraction of people who burn with the service DNA to serve people. The rest are grown by great companies and their cultures.
Think about who are the most selfless, most sacrificing people you have ever come across. You will probably agree that it is anyone who has anything to do with the following groups: volunteers, charities, campaigns or high school or collegiate athletes. OK, next question: What do these groups and the people that make them up have in common? They make little or no money, and it is highly unlikely they can ever make any big money in this field, but they are part of a cause, part of something bigger. They are focused on their direct impact, and they have an abundance of pride and loyalty to their team, which is a special fraternity that they are willing to fight for. Many times, this is the same age group of young adults who we can’t get to show up for work on time. Now think of the great service businesses that have totally disrupted stale industries with a completely new model, energized by a work force on a mission to fulfill the experience promised: Southwest Airlines, Apple, Starbucks, Chick-fil-A, and Nordstrom to name a few. They created the same sense of purpose that volunteer groups, charities, political campaigns and scholastic sports have. However, they do one thing better: They pay their team members. A purpose and a paycheck.
A few years ago, my middle son, Cal, who was 11 at the time, read a book about a politician and became a huge fan and supporter. He asked if he could work on this politician’s Northeast Ohio campaign committee. I said I doubted the campaign would allow a minor to work for it, but that didn’t stop Cal. He called and called and finally got the NEO campaign director to meet with him to discuss how he could contribute. Shortly after, he was attending meetings every night, making phone calls to registered voters and knocking door to door. The local newspaper even ran a story about a youth’s rare commitment to a political campaign. His candidate ended up winning, and Cal is convinced he was the reason why. But think about his sense of purpose, his commitment and devotion for a cause — a vision. That is the type of thing I want out of my employees toward our Customer Service Vision and non-negotiable standards.
John DiJulius III is the author of “Secret Service: Hidden Systems that Deliver Unforgettable Customer Service” and “What’s the Secret.” He is also president of the DiJulius Group. Reach him at [email protected].
