Once upon a time, there was an insurance company that courted a family for its business. “We’re guided by values,” the company said. “We’re grounded in outstanding service, financial expertise, high morals, and genuine concern for your well-being.” The family was charmed and the two enjoyed a lovely relationship for several generations.
After a long and happy life, one of the family members passed away and his descendants contacted the company, which offered its deepest condolences and immediately processed all of the accounts except one. A family member reached out about that last issue and spoke with a very nice gentleman, who sent forms that were filled out according to his direction and submitted … and returned to the family three weeks later for a technical mistake.
Now, this technical problem ran contrary to what the man on the phone had said and didn’t make a whole lot of sense, so a member of the family called again, was told the original form was the wrong one, and that a new form would come by mail. That form, sadly, never arrived, and so the family member called again.
Believe it or not, she called seven different times, spoke with seven different people, and got seven different answers as to what she should do about the policy-in-limbo; one of the answers was, “I don’t even know why they sent you to me—I don’t work in that department.” None of these answers had anything to do with a second form.
Finally, the family member lost her patience and called a higher-up at the company, who gave her yet another answer—this one involving jumping through several flaming hoops that no one else had mentioned. The family member voiced her frustration and suggested perhaps more training or a better manual was warranted in the service department, as eight different answers to eight different calls on one question seemed excessive.
“We don’t have a training problem,” huffed the director. So the family member shook her head, thanked the director for her time, hung up, and called back to speak with someone one step up the corporate ladder, who didn’t return calls for two days. That led to a call to someone just one rung beneath the very top of the company’s pyramid. That person was (finally) both authorized to take action on the initial problem (the ninth time being the charm, of course) and surprised her customer service people, through no fault of their own, couldn’t do their jobs. No one, she said, had ever reached out to tell her.
The moral of the story: Customer service training really matters. Are you sure yours is working?