ISO noise produces isomorphism
Here it is often the case that the customer expectations are not the benchmark for the services of a company but the functioning according to ISO.
It is, it seems, many a manager's healthy understanding of humanity. And worse, ISO produces isomorphism. This means that everything is more and more the same. But only the special, fascinating, remarkable has a future.
The greatest idiot
"You can come up with the biggest nonsense," writes service expert Vinzenz Baldus indignantly, "for example, lifejackets made of concrete. In this case, all you need to do is document exactly how your guidelines and implementation steps are, as with any good product and process, and market the steps in how you make this particular service, and maintain them through dedicated customer service. U
Then the representatives of the TÜV or the DEKRA will come to you, paralyze the company for four weeks - and if the specified concrete density is verifiable then you will receive your certificate .... You can really come up with the biggest nonsense - the main thing is to make it regular and verifiable - then you will also receive your post-certification. "
Rigid standards transform employees into marionettes
Of course, securing a base quality is right and in some cases even vital. However, anyone who creates another rule every time a problem arises and invents a form for each process is obsessed with the process and breeds mental cripples. He makes his organization slow and stupid.
And if fixing a new rule does not delete a rule elsewhere, then the workload gets more and more each time. In the end, the straitjacket of rigid norms transforms employees into puppets who willingly bend themselves to the stupidest instructions and impose their industrialized service processes on customers ("That's our policy!"). Like dolls, they talk to one on the phone or at the counter in the fast food restaurant.
On the meeting agenda: Kill a stupid rule!
The responsibility for customer-happy-making must no longer be passed on to thick tomes. It must be directly with the customer-oriented employees. The first step? "Defy" you! Add the following agenda item to your meeting agenda: Kill a stupid rule! Or in German: From what stupid rules and what administrative nonsense can we separate this week? Two key questions have to be asked:
What does that want? Company? This results in the basic standards and the "non-negotiable" standards, which act as guidelines. Because employees and customers need absolute clarity about what works - and what can not be tolerated. This marks the zero line of customer satisfaction.
What does the customer want?
What does the customer want? This creates opportunities for customers, who can be exhausted by the employees in situ. Of course, it also needs a few game rules and boundary lines, but the playing field itself should be as large as possible. It is only above the zero line of customer satisfaction, that is, where flexibility, individualization and improvisational talents show, enthusiasm is apt.
What can be done above the zero line? Ask the customers! Ask, above all, the employees close to the customer! They are the closest and have the most brilliant ideas, if one could only make them more often times.
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