Seth Godin made a recent post about hotel night clerks. He noted that while they often have the highest number of customer interactions, especially with those that may be experiencing a degree of distress, the clerks are generally not empowered with the authority and training to respond effectively. Management probably isn’t soliciting feedback about the comments and complaints they are getting. Nor may the clerks be paid enough to care.
It’s the night clerks that have the most customer interaction–in fact, they’re almost certainly the highest leveraged, most insightful marketing cohort in your organization.
They have information, and if we give them agency, they could transform the customer experience.
Alas, our systems rarely help. Many night clerks are underpaid and underappreciated, and systems around them push them not to care.
When your organization gets stuck, don’t blame them. Instead, find a way to help them become the contribution they’re capable of being.
Some useful questions you might not be asking:
How much does the information we’re not collecting cost us?
What is the customer service cost and brand dilution of depriving our people the freedom to take action?
The same questions apply to front of house staff for arts and cultural organizations. Whether they are paid or volunteer, have people been trained and empowered to address issues and concerns that arise? If they don’t have the experience or consistency to effect a solution, are they able to summon someone who can help? And can they see that issuing that summons results in a satisfying solution for the customer?
This can be extended to all staff that may encounter customers be it maintenance staff passing through with a ladder or marketing staff returning from a meeting. Is there an organizational culture that rewards people for noticing someone may be lost or have questions and offering to help?
Because we certainly don’t want people feeling like they checked into the Hotel California.
