In the early part of this year, I read Joel’s 7 Steps to remarkable customer service. The piece resonated with me, and it was one of the reasons that I applied to the SMTP program. Customer service in the world of technology is, generally speaking, an embarrassing and dehumanizing process. Here was a person who believed that there was a better way to do it.
Shortly after joining the company, I asked the question “Why do we give this information away freely? Aren’t we concerned that our competitors are bound to read it, see the wisdom of it, and emulate it?” At that point, I had about 4 weeks of customer service duty under my belt and was confident that this model could be scaled and replicated. Now, after 6 months and lots of conversations with customers, I understand why it is to our advantage to let people know that this is the way we do things.
It is hard work.
Real customer service is emotional labor. You have to dance between being truly empathetic to a frustrated customer’s problem and self preserving as a customer, pushed beyond the limits of human endurance, takes out their frustrations on you directly. The former is the norm and the latter the exception, but both efforts take a lot of energy. Add to that the fact that the problems I am asked to solve are frequently subtly complex technical issues, and I am spent at the end of the day. The payback comes in the form of a tremendous sense of satisfaction from seeing Joel’s suggestions work to make not just satisfied but fanatical customers.
The problem is, I honestly don’t think most of the people that apply for customer service jobs could do it. Either they don’t have the people skills, but are excellent technically, or they don’t have the technical skills. This is not to say that I am a phenom, by any means. It is proof positive of the draw of the promised career advancement once the customer service stint is over. I am willing and motivated to work hard because these are the same customers that I hope to be serving as I move on to QA and Marketing and, eventually, to management. Understanding them, and their needs, gives me the information I need to make decisions and trades-offs about the products on which they rely. If you ask most customer service people what they do, I bet they would say “I answer email and telephone calls”. Customer advocacy is my job. It is the best way to keep customers happy and continue to increase our revenue
You have to get the environment right.
To get people motivated and give them the tools they need to do the job of customer management takes real effort. While Joel’s steps are conveniently broken up to make them more understandable, combined they create the environment necessary to make my daily efforts possible. The entire company is oriented toward the customer. We are constantly evaluating how what we do and what we say will affect our customers.
This is hard to believe for some customers because they have been asking for this one feature (or that one) for 2 years, and we haven’t implemented it. Although it is easy to imagine us in our ivory tower laughing with scorn at your feature request, I can honestly say that we agonize over our decisions as to which features to implement when. We honestly feel badly about not getting to your suggestion, but we can’t cloister ourselves for 10 years writing the next version, so we need to choose.
Our incredibly lenient return policy allows me the freedom to say to someone “Try it, if you don’t like it you get your money back immediately, no questions asked” and “I can’t recommend that you buy FogBugz because it isn’t going to do everything you want” and “I am really sorry that we couldn’t get you connected, here is your money back and a free pass for your next connection”. All of this is intended to show that the second reason we aren’t at risk is that it is almost impossible to replicate this environment without tremendous effort, and true belief that it is worth it.
By telling customers that this is how we do business, and actually sticking to it, we make our customers confident in our ability to make them happy. We get more risk takers and advocates that push our products into markets where they might otherwise go unnoticed. And my life is better because when customers call or email, they (mostly) treat me like a human being that wants to help them, instead of their worst enemy.
We aren’t at risk at all; we have a distinct advantage, a differentiator. While other service organizations understand that these are good ideas, they aren’t able to implement them (the environment isn’t right) or they won’t implement them (don’t want to do the hard work). In the rare cases that I come across one that is able and willing, dealing with the company is such a pleasant departure that I find myself liking them, even if they are one of our competitors.
