Customer Service - Jim Clemmer

Customer Service

A Customer Culture is Built on a Service Ethic
Technomanagers are leaders who focus first on technology and management systems, before focusing on their customers and internal/external partners. They must discover the key "servant leadership" principle — success comes through serving others. More
Blame Management for Poor Service
Several issues facing declining service levels and find 'what' rather than 'who' went wrong. More
Blocks to Customer Focus
Several considerations for an effective customer service program as part of core strategy to serve customers well. More
Casual, Moderate, and Intense Levels of Customer/Partner Focus
To make our teams or organizations into high performers, we need to "intensify" our service/quality levels. This can begin with management team exercises and comparing ratings from customers and/or internal partners. More
Customer Intimacy and Empathy are Keys to Innovation
Through living in and empathizing with our customers' world, our innovation leaders focus the organization's development capabilities on solving problems or meeting needs that our customers may not realize could be done. More
Customer Satisfaction is a Reflection of Employee Satisfaction
A company's external customer service is only as strong as the company's internal leadership, and the culture of commitment that this leadership creates. More
Don't Promise Too Much
Promise a little and deliver a lot, and ensure expectations match your delivery capabilities. Service reputation keeps customers coming back. More
Getting it Together: Integrating Customer Focus, Involvement, and Horizontal Management
Change direction from internal to customer focus, functional to horizontal management and management-centeredness to total involvement. More
Innovation and Organizational Learning Pathways and Pitfalls (Part 1)
Discover the Innovation and Organizational Learning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success. More
Innovation and Organizational Learning Pathways and Pitfalls (Part 2)
Discover the Innovation and Organizational Learning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success. More
Innovation and Organizational Learning Pathways and Pitfalls (Part 3)
Discover the Innovation and Organizational Learning approaches that can help you to avoid the pitfalls and pave your organization's pathway to success. More
Innovation Means Looking Beyond What is to What Could Be
We need to manage the paradox of paying close attention to closing today's customer and partner performance gaps while we explore, search, and create tomorrow's new markets, customers, and partners. More
More is Said Than Done About Improving Customer Service
"Customer demands are getting harder and harder to meet. That's great because it's getting tougher for our competition to survive." — Comment from the CEO of a very successful company Effective teams More
Organization Structure Limits or Liberates High Performance
Improvement planning, process management, teams, skill development, and the like are either constrained or boosted by our organization's structure and support systems. If we are unhappy with the behavior of people on our team or in our organization, we need to take a closer look at the system and structure they're working in. More
That Empower Word Again
We can't build a team or organization that's different from us. Successful team or organization leadership begins with successful self-leadership. The first step in improving my team or organization is improving me. More
The View from the Front Line
Customer focused organizations build internal communication processes around the valuable players that deal directly with the public. More
Three Basic Steps to Focus on Customers and Partners
We have found that customer and partner focus can be boiled down to these three broad steps: Identify current customers and partners, prioritize expectations, and gap analysis. More
Why Smart Managers Master the Art of Listening Well
Being market driven and customer focused relies heavily on the ability to listen effectively to customers, and front-line employees. More

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"Ratings were almost exclusively 5/5 on two scales for his delivery and content. The lowest score was a few 4s and others added ++ and 6s to the scale." ---Cheryl Groves, Coordinator of LeanSigma/KPO Exchange in Roanoke, VA

"Balances his practical experience with extensive and rigorous research energized with Jim's enthusiastic and engaging presentation skills." ---Jack Zenger, co-founder Zenger Miller

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3.25 Copyright (C) 2007 Alain Georgette / Copyright (C) 2006 Frantisek Hliva. All rights reserved."