Paying attention

Find out how paying attention to your customers can pay.

How to take your customers from deluded to devoted

When it comes to customer service we’re deluded. 80% of employees say they give superior service yet only 8% of their customers agree.

Even when presented with the facts about customer dissatisfaction, employees are twice as likely to blame the rest of the organisation as to take responsibility themselves. This creates a big problem for company bosses.

The business case for paying attention to customers is unequivocal. For each one point difference in the American Customer Satisfaction Index (ACSI), a typical Business Week 1000 firm will increase cash flow by $55 million.

For the complete story on how to engage your frontline employees to give customers the attention they deserve, you can download the white paper.

Just enter your details and– so long as your email address is correct – you will receive an automated message with a link to download the paper.

If you are a candidate, please request whitepapers here.

What we think

Why it pays to pay attention
When it comes to customer service, we’re deluded. 80% of organisations believe they deliver excellent customer service, but only 8% of their customers agree.
Would you like some feedback?
Thought not. And if you got some, would you listen? Giving feedback is an occupational hazard. It’s usually subjective – based on managers own preferred ways of working. And it often falls on deaf ears. When feedback happens infrequently and formally, it activates psychological triggers in our brain that mean we quickly revert to defend and protect mode. The receiver...
Are you paying attention
When someone asks, ‘would you like some feedback?’, our brain switches to ‘defend’ mode. Lavish praise turns all advice into white noise. Saving comments for formal reviews dents performance by up to 27%. A lot of feedback is high risk and has limited upside.
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