Good Politics and Customer Service

In my previous post I commented at length about the harsh realities of today’s organizational politics and the childish interactions that result… but I did say there was hope… or at least I hinted at as much.

Hope comes in the form of internal customer service and the good will it generates – that good will begets good politics.

Much is made – and rightfully so – about the need to effectively service our external clients. But what about our ‘internal’ customers, should they be held to less of a service standard than their (typically) paying counterparts?

When I’m asked to speak on this subject, invariably this question arises: “Should our commitment to internal service, match our commitment to external customer care?”

 The answer: OF COURSE!

Would you talk to your Mother like that?

Customer service requires constant attention to the end-user client. Constant action. Sometimes clients are demanding, too demanding. Sometimes they want too much, need too much, ask too many questions, are slow on the uptake, need help with everything, interrupt your ‘real work’ etc. etc.

But still, even with all of the effort that is required to keep them happy, everyone reading this knows, you never:

• Swear at a customer, or speak disparagingly
• Sigh after they make a request, or ask a question – no matter how annoying it may be
• Forget basic manners, such as: please and thank you
• Attend a planned meeting late, or forget about it altogether

These things are simply ‘no-no’s” in the world of customer service… Correct?

What if that customer is a colleague from Sales, Marketing, Operations, HR or Finance? Do these simple ‘rules’ still apply? If they do, you are well on your way to creating a team that has the internal support to effectively interact with an increasingly complex external customer… if those rules do not apply to your colleagues – why not?

It’s just math.

As far as I’m concerned, without a positive (internal) focus on any group that is tasked with delivering (external) customer excellence, the result will always be a ‘mixed bag’ of client service interactions. Any organization, department or team that fails to care for its internal customer, is counting exclusively on the intrinsic motivation of the individual contributor to drive results.

As a business owner… that is simply terrifying. The math I mean.

• Happy staff = Happy clients.
• Unhappy staff = Customer service pinned to a wish and a prayer.

There are no guarantees in life, but I’ll take my chances with a high functioning, engaged and recognized staff member interacting with my clients, over a disengaged and disgruntled employee that I hope will put the customer’s needs above their own.

It’s just good politics.

Leadership is Fear

Take a moment to reflect back.

Reflect on those moments in time where you were most uncomfortable, most afraid of unknown situations in your life. What did you do? How did you handle them? Were you paralyzed with fear, unable to move past insecurities and doubt? Or were you able to fight through the situation and learn from the experience?

We all have had feelings of uncertainty at times. Moments where we hold ourselves back from speaking up at work for something we believe in or trusting our gut instincts to make the right choices within our personal lives.

We all feel fear.

That is why it is so important to face fear. Look at it straight in the eye and overcome any obstacles it may present. If you want to be that leader, you must take those opportunities others are fearful of.

There are a few things to consider…

Understand who you are.

When it comes to tasks, take some time to think about which competencies are your strengths and where you would like to improve. Are you a “results-only” driven individual who could not care about soft skills? Or are you a “people-person” striving to build growth in your professional environment? Are you action-oriented or extremely lazy? Do you tend to be the first one to discuss change or prefer that someone else take on the responsibility? Or do you have a mix of everything? Recognizing your abilities will help you understand what you are fearful of and provide a clearer picture on the type of leader you want to become.

Understand why you are this way.

You’ve acknowledged that you’re a pretty easygoing individual, who doesn’t know what to do in life but does want to make a million bucks eventually by getting that amazing job without actually attaining the skills needed to qualify.  Maybe you think the complete opposite.

Our past experiences and learning have a huge impact on the way we perceive ourselves. Which of those experiences have shaped your thought process and guided you over the years? What has prevented you from overcoming obstacles? Feeling afraid before starting a task is ok and sometimes necessary. Use that feeling as motivation and constantly remind yourself of the positive development you are about to achieve. The ability to self-reflect is critical to your learning when overcoming any fears.

Understand Leadership is a journey.

The continued practice of self-reflection – understanding yourself – will help focus your thoughts in an analytical manner, giving you the ability to personally and professionally develop. Remember, we all feel fear, so it’s important not to ignore its impact. However, don’t give fear so much value! Great leaders acknowledge fear. They understand its importance in their continued journey for success. Most importantly, leaders live fear and are not terrified of tackling opportunities they are most afraid of.

“Courage is not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.” – Nelson Mandela.

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Shakeel Malik has over 9 years of experience as a training leader within customer service, client experience, sales, technology and support initiatives. Within his role at Pathways, he manages client relationships, leads training projects and provides strategic leadership direction.  Shakeel’s past projects have included fostering leadership development, building strategic competencies, improving employee morale and developing evaluation tools within Adult Education.  He is also a volunteer Commissioner of a Basketball League, where he leads and facilitates all league operations including marketing, finance, sponsorship, digital technology and training sessions.

He holds certificates in Adult Education from Brock University and Dispute Resolution from York University, and is currently a candidate for a Bachelor of Education in Adult Education.