Read Online The Apple Experience: Secrets to Building Insanely Great Customer Loyalty by Carmine Gallo - Free Book Online
Authors: Carmine Gallo
Tags: General, Business & Economics, marketing, Customer Relations, Business & Economics/customer relations, Business & Economics/industries/computer industry, Business & Economics/marketing/general, Business & Economics/industries/retailing, Business & Economics/management, Business & Economics/leadership
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was feedback he needed to hear.
An employee also needs to trust a manager enough to be open. A specialist on a busy Apple floor might have to say, “I’m overwhelmed in this section right now.” The manager can replace that person in the section, move the person to another section, or give the person the right tools or resources needed to serve the customer better. But if the employee doesn’t trust the manager, the employee might stew about it and get frustrated, which could lead to deteriorating customer interactions. You will learn more about developing an effective feedback loop, which is a result of established trust, in Chapter 5 .
Right Wrongs
Managers who right wrongs apologize quickly. They don’t let pride get in the way of doing the right thing. Everything in an Apple Store is about creating “promoters,” customers who are so happy they will recommend Apple products to their friends. Anything that gets in the way of that relationship must be addressed quickly. If a manager mistakenly criticizes an employee or, because he’s human, is having a bad day, it’s up to the manager to clear his head and apologize for his behavior. Righting a wrong quickly and authentically will restore trust among the team and even add a reservoir of trust that could benefit a supervisor in the future.
Show Loyalty
Loyal managers freely give credit to others and acknowledge the contribution of others. If they promise something, they follow through. They don’t break the trust. I spoke to the CEO of Griffin Hospital in Derby, Connecticut. Griffin is consistently ranked as one of the best places to work in the country. The hospital has committed itself to open and honest communications between management and staff. That commitment was put to the test in November 2001, when the first victim of what would become a deadly,nationwide anthrax attack was brought to the hospital. The governor of the state called the CEO, Patrick Charmel, and urged him to keep it quiet. Charmel had scheduled a staff meeting where he had planned to disclose the information. Despite admonitions from politicians and even the FBI, Charmel told his staff. He trusted them to keep the news confidential until it was made public. Charmel’s staff honors his loyalty every day by maintaining the highest standards of customer satisfaction in the healthcare industry.
Deliver Results
A manager who delivers results accomplishes what he is hired to do. He makes things happen. If he should fail to meet a deadline or make a goal, he doesn’t blame his team. The buck stops with him and he takes the hit. After a disheartening loss for the San Francisco 49ers in the 2011 season, new coach Jim Harbaugh told the assembled press that the blame rested with him. He didn’t blame the players or the conditions. He had not prepared them enough for the defense they would face. In the first nine games of the year, Harbaugh had built a tremendous reservoir of trust and respect among his players. He wasn’t going to deplete that reservoir by assigning blame to anyone but himself. The 49ers reached the playoffs that season for the first time since 2002, losing the NFC title game in overtime. Many of the players said that Harbaugh was the most inspiring coach they had played for. In sports and in business, players need to trust their leader.
Get Better
Managers who get better are constantly soliciting feedback, reading books, and learning new skills to keep up with the pace of change in today’s world. When Apple sends out a customer survey, its stores are “growing.” When an Apple Store manager asks employees for feedback, he’s growing. Apple managers are urged to tackle the sixty-seven leadership competencies discussed in the Korn/Ferry book,
FYI: For Your Improvement
. Some Apple Stores have several copies of the book available for their staff. No one expectsan employee to master all sixty-seven competencies, but they are encouraged to improve in one
An employee also needs to trust a manager enough to be open. A specialist on a busy Apple floor might have to say, “I’m overwhelmed in this section right now.” The manager can replace that person in the section, move the person to another section, or give the person the right tools or resources needed to serve the customer better. But if the employee doesn’t trust the manager, the employee might stew about it and get frustrated, which could lead to deteriorating customer interactions. You will learn more about developing an effective feedback loop, which is a result of established trust, in Chapter 5 .
Right Wrongs
Managers who right wrongs apologize quickly. They don’t let pride get in the way of doing the right thing. Everything in an Apple Store is about creating “promoters,” customers who are so happy they will recommend Apple products to their friends. Anything that gets in the way of that relationship must be addressed quickly. If a manager mistakenly criticizes an employee or, because he’s human, is having a bad day, it’s up to the manager to clear his head and apologize for his behavior. Righting a wrong quickly and authentically will restore trust among the team and even add a reservoir of trust that could benefit a supervisor in the future.
Show Loyalty
Loyal managers freely give credit to others and acknowledge the contribution of others. If they promise something, they follow through. They don’t break the trust. I spoke to the CEO of Griffin Hospital in Derby, Connecticut. Griffin is consistently ranked as one of the best places to work in the country. The hospital has committed itself to open and honest communications between management and staff. That commitment was put to the test in November 2001, when the first victim of what would become a deadly,nationwide anthrax attack was brought to the hospital. The governor of the state called the CEO, Patrick Charmel, and urged him to keep it quiet. Charmel had scheduled a staff meeting where he had planned to disclose the information. Despite admonitions from politicians and even the FBI, Charmel told his staff. He trusted them to keep the news confidential until it was made public. Charmel’s staff honors his loyalty every day by maintaining the highest standards of customer satisfaction in the healthcare industry.
Deliver Results
A manager who delivers results accomplishes what he is hired to do. He makes things happen. If he should fail to meet a deadline or make a goal, he doesn’t blame his team. The buck stops with him and he takes the hit. After a disheartening loss for the San Francisco 49ers in the 2011 season, new coach Jim Harbaugh told the assembled press that the blame rested with him. He didn’t blame the players or the conditions. He had not prepared them enough for the defense they would face. In the first nine games of the year, Harbaugh had built a tremendous reservoir of trust and respect among his players. He wasn’t going to deplete that reservoir by assigning blame to anyone but himself. The 49ers reached the playoffs that season for the first time since 2002, losing the NFC title game in overtime. Many of the players said that Harbaugh was the most inspiring coach they had played for. In sports and in business, players need to trust their leader.
Get Better
Managers who get better are constantly soliciting feedback, reading books, and learning new skills to keep up with the pace of change in today’s world. When Apple sends out a customer survey, its stores are “growing.” When an Apple Store manager asks employees for feedback, he’s growing. Apple managers are urged to tackle the sixty-seven leadership competencies discussed in the Korn/Ferry book,
FYI: For Your Improvement
. Some Apple Stores have several copies of the book available for their staff. No one expectsan employee to master all sixty-seven competencies, but they are encouraged to improve in one
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