Thought Leadership

In this video, Institute CEO, Jo Causon, discuss what we have learnt from lockdown

Organisations must take the time to gain absolute clarity over who they are serving and how they are serving them – and use this as a central pillar around which to rebuild.

Increasing numbers of consumers are becoming more careful over what they spend, showing more discernment, taking a less is more approach, and valuing most of all a sense of experience rather than a mere transaction.

As the COVID-19 crisis evolves, organisations need to be agile and responsive to the changing environment, act quickly and communicate clearly with employees and customers. Many organisations have had to change the way they deliver service to customers, or offer reduced levels of service.

As we tackle the intractable challenges ahead, it is the job of leaders to remain focused – and ensure that in dealing with short-term decisions, they do not lose sight of their long-term purpose.

We have been inviting our network to share examples of great and inspiring customer service against the odds.

Coronavirus has taught all of us that commercial imperatives cannot be all that drives our decision making. Evidence shows that where the board takes responsibility for customer experience, employee engagement increases and levels of customer satisfaction rise. Ultimately in the longer-term higher levels of performance emerge.

During the COVID-19 crisis many organisations have understandably been reluctant to run customer satisfaction surveys or research. Completing a satisfaction survey is probably not the priority for most customers at this time. By pressing ahead with a survey, organisations worry about appearing to be insensitive or out of touch. Or, if organisations have been unable to maintain accustomed service levels as a consequence of COVID-19, there is a concern that customer feedback only reflects the current context rather than the organisation’s broader service performance. However, as it becomes increasingly clear that measures to combat COVID-19 are likely to evolve but will be with us for some time, organisations need to recalibrate how they will gather and act on customer feedback.

Transport for Greater Manchester have shared some examples of great and inspiring customer service against the odds. Here are some inspiring stories submitted to us showcasing these examples of really going above and beyond or of service being delivered differently.

Drawing on The Institute of Customer Service’s Academy ServiceManagement training and our research into leadership and employee engagement in a service context, we’ve put together recommended practices and tips to help you lead and engage your team.

The importance of customer service has been thrust into the forefront by this crisis. I think the results reflect that brands may have been benefiting from a period of tolerance from customers, but this may diminish as time goes on.

To adapt successfully to the next Covid-19 phase, businesses need to take stock of what they have learnt over the past weeks – and provide a clear framework for what should be taken forward, and what should be discarded.