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In his recent book, Change or Die, author Alan Deutschman claims that although we have the ability to change our behavior, we rarely do. In fact, the odds are nine-to-one that when faced with a dire need to change, we won’t. Most smokers who are presented with a wealth of scientific data on the dangers of tobacco do not quit smoking. Our beliefs are what we feel in our gut and those beliefs are hard to change; we spent a lifetime developing and defending them. This explains why providing information rarely changes how people think or act.
You have an inventory to take, a phone call to make, and a report to write. But instead of diving in and getting the tasks completed, you put them off. “I’ll get to them soon,” you tell yourself. But your definition of “soon” and Webster’s definition have little in common. Can you relate to these situations…or perhaps other recurring situations of similar thought and behavior?
Instead of repeating the same customer service behaviors over and over with customers who have their unique characteristics and preferences, every employee must learn how to adjust their customer service style from one customer to the next. If we do not do this, some customers are left disappointed, even when the customer service standards have been met.