Training – Part I, First Day

As I mentioned in my last post, training in a retail environment should be an ongoing endeavor. It helps your employees grow their sales, technical and product knowledge which in turn enhances their confidence and ability to serve your customers and meet their needs. While training should be an ongoing process, this post will focus on training new hires. We will look at the most common areas that are must-haves in any training regimen and begin to take a look at the overall training process. I also mentioned in my last post that while most of the retailers I have worked with start their training program for new employees with POS (register) and technical training, I would posit there is a more constructive, interesting and effective way to go. Start with ensuring each employee understands how important their role is in the success of the business and how they can begin contributing on day one – even if they feel like they don’t know anything. The lesson has to be that the single most important thing they do in their new job is interact with and help customers.

What should an employee know on their first day on the job? First and foremost, if they are going to be on the sales floor they must know how to interact with customers – even if they feel utterly incapable of offering any kind of meaningful assistance. One of the most important guiding principles I embraced a long time ago while onboarding and training new employees is that being new in a job is rough. This is what makes training so indispensable and it has to start on day one. We’ve all been new in a job at one point or another in our lives. How does it feel (especially in a role that has direct customer interaction) to know absolutely nothing? In a word, it’s pretty tough. It is uncomfortable and disconcerting not being able to answer the seemingly simplest of questions, “Where is…?” New employees should be able and instructed to greet all customers, smile and make eye contact. They should be taught the beginnings of what the dialog with any customer should sound like. New employees on the sales floor should generally be with their trainer or an experienced employee who can take over assisting the customer as the new employee observes. A new employee who finds themselves on their own with a customer should be taught to go through the basics – smile, greet and be friendly. If the customer asks a question the new employee cannot answer, let the new employee know that it is perfectly OK to tell the customer they are new and they don’t know the answer to the customer’s question, but they will get someone more knowledgeable to assist them – and then do so in short order. The message that ignoring a customer or saying, “I don’t know,” and leaving it at that, are totally unacceptable. The first rule I always teach any new employee is – just be nice, be pleasant and as helpful as you are able and you will be fine.

This is where the idea of accountability should also be introduced to the new employee. If a new employee is observed not greeting or being attentive and friendly with customers, it should be brought to their attention that this is not OK. A new employee should know their behavior as well as their demeanor does matter. Friendly, constructive feedback and using any customer interaction as a learning experience is a great start on a new employee’s first day. I will address giving feedback and holding employees accountable in a future post when I get to the section of managing the customer service experience. Customers approaching while training a new employee should never be treated or thought of as a nuisance or an interruption. Prepare the new employee for such an event and let them know they should look upon it as a learning experience and should pay close attention to how their trainer handles the situation – and of course the trainer must know to model spot-on customer service behaviors.

Chances are your employees will have a myriad of tasks as part of their job responsibilities, from assisting customers on the sales floor to working the cash register, merchandising, restocking, straightening and on and on. This is what makes working in retail fun and interesting, but it also makes training challenging. This is when having a training outline and checklist are indispensable. Training – setting an employee up for success – should be thoughtful and comprehensive. The order in which things are trained, how they are trained, who is doing the training (and their training to train) and ensuring that the new employee has as many of the tools as you can give them in their first few days or weeks on the job is of critical importance. Help the new employee understand that it takes time to learn all of the things they will need to know in their new role and that is to be expected. The non-negotiables, as I have mentioned are demonstrating a willingness to smile, greet everyone and be friendly. In my experience, customers are willing to give a new employee the benefit of the doubt if they are welcoming, friendly and as helpful as possible – and – demonstrate a sense of urgency in getting the customer the assistance they need. However, customers will not be understanding if an employee ignores them or does not go out of their way to get them what they need, even if that is just a more experienced employee to help them.

In helping an employee feel like they have the tools they need to do their job well, technical training is indispensable. There is nothing more frustrating for a customer or an employee than not being able to ring a sale quickly and error free or to competently and confidently check inventory to see if you have a specific item a customer is looking for. Technical training is not more important than learning how to serve customers, but it is a close second. Keeping training interesting is also important. Use your training outline and checklist to ensure that you are breaking lessons into to bite-size pieces and employing a variety of training techniques (which we will delve into in a future post). Mix it up as much as makes sense. Keep it fresh and fun, don’t be afraid to revise and improve your training outline and checklist as your trainers gain experience and see what works and what doesn’t work. The most important thing to convey to a new employees in the first few days and weeks, particularly that very first day, is how important each player on the team is to the success of the business, how invested you are as an employer in helping each new employee be successful and last but by no means last – the customer always comes first!

Roman Schreiner

October, 2017

 

Building a Customer-Focused Organization

We have laid the groundwork – it starts with envisioning and then articulating the kind of experience you want your customers to have when they walk into your business. Getting your thoughts on paper helps to ensure that everyone is on the same page. Then comes setting your expectations for how you want the customer experience to progress once a customer has crossed your threshold. What kind of dialog would you like to hear between your employees and customers? Do you want more of a self-service shopping environment with sales people there mostly to answer questions, or (more likely) do you want them to engage customers, determine their needs and then suggest complementary items? Being genuine and authentic are critical, from the first contact with a customer through (hopefully) thanking them for their purchase and inviting them to return. Once you have defined what kind of customer experience you want your employees to provide to your customers, hiring the right people to provide that experience is key. Friendly, genuine, self-motivated and customer-focused employees will make it happen – you can’t be there for every customer who walks into your store. Investing the time and effort in hiring the right people is definitely worth the trouble. Trust your instincts.

Once you have determined what you want the customer experience to look and sound like, then hired the best qualified individuals to provide that experience, you must train them. And then train them more. Training in a retail environment should be an ongoing endeavor. Investing time, money and effort in training demonstrates to your employees your commitment to their success by helping them gain the skills and tools they will need to be successful. I have mentioned “employee engagement” in another post, it’s about how employees feel about their work place and the people they work for, among other things that directly impact employee morale. There are many factors which influence employee engagement and I will dedicate more posts specifically to that topic. Certainly one of the most important factors is whether employees feel that they have been provided the training and tools they need to be confident with customers and do the best job possible. Poor training leads not only to poor service but it can have a significant impact on morale and employee engagement. As I have said before, if your employees are unhappy, trust me, your customers won’t be happy either.

Training an employee starts with articulating first your “vision” for the kind of experience you want your customers to have, then getting more specific on what that will actually look and sound like. Specificity is a must, your employees should never have to guess what is expected of them. Of course, telling your employees how you want them to interact with your customers is only the first step. Training should come in a variety of forms depending on the experience level of your employees and the size of your business. It is an often repeated adage that people remember 10% of what they read, 20% of what they hear, 30% of what they see, 50% of what they see and hear, 70% of what they say and write and 90% of what they do. Those numbers may not be exact, but when considering a training plan, this is a good starting point. Training must incorporate not just talking, but demonstrating, role playing and checking for understanding. Just as I warn against not investing enough time in picking the right people to work in your store, the next cardinal rule is that you must invest enough time in training. Training is not just telling an employee that you want them to make a “genuine” and “authentic” connection with everyone who walks into your business. To get an employee started for example, especially one with little or no customer service experience, you have to help them find the words to make that genuine and authentic connection. That might start with actually creating a script for them to use until they are comfortable, but employees must be encouraged to find their own words, their own way of connecting with customers. Cookie cutter approaches are not a long-term solution – repeating the same words over and over will in short order become stale and will definitely not sound genuine or authentic. Modeling behavior and role playing are two of the most effective training techniques to help your employees learn the ropes.

Many retailers start their training of a new employee with POS (register) and other technical functions, e.g. using an inventory system to check stock. I think that is the wrong approach. In helping an employee feel like they have the tools they need to do their job well, technical training is indispensable. There is nothing more frustrating for a customer – OR – an employee than not being able to ring a sale quickly and error free or to competently and confidently check inventory to see if you have a specific item a customer is looking for. But if you want to communicate what your priorities are as a proprietor, I think mixing it up a bit and including the customer experience and your employees’ role in delivering that experience early on in the training process is paramount. I have had perfectly competent cashiers ring me up quite efficiently but never once make eye contact, greet me or even thank me for my purchase. It is critical to your store’s success that your employees clearly and unambiguously understand what their priorities are. They need to understand that there is nothing more important than the customer(s) standing in front of them – even say, if they are with another customer. A key lesson in the training process is developing the ability to acknowledge and welcome a customer even when they are already engaged with another customer – it literally takes seconds to look up, make eye contact, smile and say hello, I will be right with you. Done well – with training – it should not detract from the experience of the customer they are presently with. This is the kind of thing that is not necessarily intuitive for everyone, however obvious it may seem.

The best retailers I have worked with have at least one person designated to train new employees. This will depend obviously on the size of your business. This person will almost certainly have other responsibilities beyond training, but if we are trying to deliver a consistent experience to all customers, the training should be consistent for all employees. Smart and effective training should include training the person or people who conduct the training to ensure everyone is being trained to the same standard. A checklist and/or training guide is also indispensable to ensure all bases are covered with all employees. In the next post, I will get into more specifics about the training process and effective tools and methods I have employed to set my employees up for success to deliver the best possible service to customers.

Roman Schreiner

October 2017

Genuine and Authentic

I just made a fast run to the grocery store to pick up a few items for tonight’s dinner and I have my next post! I picked out what I needed, was thrilled to find an unoccupied cashier, who I greeted as I set my basket on the conveyer belt. I always love being the first to greet an employee when I am a customer. Not only was the cashier not the first to offer a sincere greeting, she offered me none – not even in response to my greeting! And then as she finished ringing up my purchase, she asked me if I could place my basket in the return rack about 10’ away from the wrap stand. I was not particularly paying attention so I had to ask her to repeat what she had just said. She repeated it, “Could you put your basket over there with the other baskets.” No please, but she did say thank you after I had returned the basket. There were other more pleasant ways to ask me to deal with my own basket, and I usually try to, just out of courtesy. But to be asked – without the nicety of a please and obviously no thought given to what she was asking or the tone in which she asked, surprised me. Not only that, there was another employee standing two feet away from me bagging my groceries, who she could easily have asked – it really did take only two seconds. To cap it off, as I said, “thank you,” to her when she handed me my change, a deeply in-grained Midwestern-ism I cannot stop for the life of me, she did not say, “thank you,” which is the most appropriate response or even, “you’re welcome,” one of the least appropriate (but frequent) responses in this situation. She said, “Have a good day.” I was unconvinced that it was an authentic expression of a genuine wish that I actually have a good day. I will just add, at no point in the interaction did she make eye contact.

Your employees telegraph so much to your customers through not only their words, but their body language and tone, in even what seems like the most innocuous give and take.   This cashier conveyed to me that she lacked any enthusiasm for her work, that she was not interested in making any kind of connection with me even on a very basic, human level and she really didn’t care how I felt about the experience. I am sure that in her mind it was quite inconsequential. And to be honest it was. It was a quick grocery run. But I recount the story because I want to illustrate that whether you are selling $2000 handbags, or a $7.00 jar of spaghetti sauce, making that initial, sincere connection is not only important, it’s also actually pretty easy. The subtitle of this blog is, “and Civility in the 21st Century.” The lack of desire or interest in making even the briefest of interactions with a customer who has driven to your store to spend their money pleasant and friendly is mirrored in the behavior I see regularly in some of the new tenants (mostly NYU students) who have taken apartments in my building in New York City. I have always made it a point to greet with at least a hello any fellow tenant I come across in the hallway or stairs of my building. The new tenants, the ones with earbuds stuffed in their ears, do not feel any imperative to smile, nod or make eye contact, much less return my greeting. It’s as if the earbuds shut off the social part of their brain, or they feel like they are so encapsulated in their own world, their thoughts, their music, etc. that they are no longer obligated to interact with anyone. This demonstrates an absence of basic social skills and a lack of desire to extend themselves and make a real, however insignificant connection with another human being. These are small things to be sure, but important in the overall scheme of life in a big (or not so big) city, with our harried lifestyles and stress from managing impossible deadlines, never-ending projects, etc. A simple hello and smile can actually make the person who says it feel better, not to mention the person they say it to. Also in a retail context, these initial interactions as an employee greets and tries to connect with a customer become critical. Delivered without sincerity, they can kill any chance of an authentic and genuine connection at the first point of contact with one of your employees.

The past few posts have been about creating a vision for what you want your customers to experience when they enter your business, then identifying the behaviors or personality traits you want to look for that would increase your odds of the people you hire actually being able to deliver said experience. Creating the expectation that establishing a genuine and authentic connection with your customers is a pretty basic requirement in any retail environment. Some basic qualities to look for that might be indicative of the ability to do so would be: smiling and making and sustaining eye contact, being able to articulate reasonable answers to your questions even though the applicant might be very nervous and one of the questions I find most telling is the very basic, “Why do you want to work here?” Someone who stumbles along answering that question has not put enough thought into why they applied or to the interview process. I also like to ask someone who is interviewing for a service or sales position to give me a real-life example of a time they had a great customer service experience as a customer and what made it great, specifically.

Some other tips include asking the candidates for the same position the same questions (you may decide to ask other questions for other positions if they have different necessary skill sets) and you should familiarize yourself on what is legal and appropriate to ask in an interview. Last but certainly not least is to not underrate your intuition. If someone looks like a spectacular candidate on paper but is not a great interview, maybe they are just not a good fit. Otherwise, consider calling them back for a second interview, either with you or someone in your organization whose judgement you trust. With a few decades of interviewing under my belt, I can tell you, ignore your gut instinct at your own peril.

Hiring is a skill that you develop over time. You will make hiring mistakes – it’s an art not a science. As long as you are prepared to manage those mistakes before they damage your business, that’s all you can do. The single most important advice I can offer on hiring staff is that you invest the thought and time it deserves. You know when a customer walks into your store, they will more often than not form a lasting impression of your store from the first interactions they have with the people you hire. Your employees are your business.

Roman Schreiner

September 2017

Homework

I promised in my last post titled, “In the Beginning…,” that my next post would be about what needs to happen before your first customer walks in the door. You must hire the right people. I also spoke to the idea that the customer experience starts the minute a customer enters your business, and perhaps even a few seconds before.

Employees will not greet customers if the expectation that they do so has not been clearly articulated to them and they have been trained to do so. Often they will not even then – if they are working unsupervised. So when I write “It Starts at the Beginning…” I am not just talking about when a customer first steps foot into a store, I am also talking about ensuring the people who you hire to work in your store are the kind of people who will look up and offer a genuine, friendly smile and greeting regardless of whether their supervisor is in the vicinity.

But really, before you even start considering staffing your business or filling an opening in an existing business, you have to very seriously think through the kind of experience you want your customers to have when they walk into your store. This will of course inform what qualities and/or personality traits you are looking for in the people you hire to drive your business. Working with a client a few years ago, I helped them think through, then put into words and finally put together a power-point presentation for top leadership and ultimately to use as a training tool, articulating in fairly specific terms what kind of experience they wanted their customers to have when they walked into their shop. The experience you want your customers to have may vary greatly depending on any number of factors, from what you are selling, your location and your expectation and vision for how you want to grow your business. Although the client I mentioned above would be considered a luxury brand, most with whom I have worked in the past have been upscale, but not luxury. Regardless of what you are selling some vary common themes come through again and again.

I was directed by a friend to the website of Martin Shanker, www.shankerinc.com. Martin is a veteran of helping best in class retail brands grow their business through developing their people. He offers some great info on making the interaction between customers and your sales people as productive as possible, presented in a very knowledgeable, nuanced and sophisticated way. The key words I took away from the white paper available for download on the site were “genuine” “authentic” and the term “authentic communication.” I think this gives us a great place to start in building a vision for what we want our customer experience to look, sound and feel like – no matter what you are selling.

Questions to ask yourself:

Do I want immediate and attentive assistance the minute a customer walks through the door – or just a sincere greeting and allowing the customer to acclimate and browse? What does that look like?

If “genuine” and “authentic” are critical elements in the interaction between employee and customer, what does that sound like? I think you have to start with something as simple and basic as setting a standard that every customer must be greeted within a certain amount of time with a genuine greeting, eye contact and an authentic smile. First impressions do count.

What are your expectation for your employees “building the basket” or suggesting additional items that would complement what the customer has already picked out? Is clienteling a part of your expectation? That definitely requires a genuine rapport and a level of trust for the sales person to ask the customer if they would like to be added to their customer database, and for the customer to give out their private information.

Building a friendly, genuine rapport with customers is really the key. It’s not that customers are looking for any excuse to be turned off or put off by sales help, but most customers are in a hurry – they have also been conditioned to expect indifferent customer service as the norm, and consequently are extremely sensitive to any semblance of a sales person “just going through the motions” and not demonstrating a genuine interest in them and what their needs are.

Whatever you decide are your expectations for the experience you want your customers to have when they enter your business must be clearly articulated and then taught to your employees – and then of course managed. In the end, whatever your expectations, keep them as simple and basic as possible. When I was doing research on “mystery shopping” a tactic some retailers use to evaluate how well they are doing delivering “good” customer service, I found established retailers with 8 to 9 pages of instructions for the mystery shopper for what to look for and/or listen for when actually doing a shop. No kidding. By making our expectations too complicated and not just focusing on the basics – at least in the beginning – we are putting a stumbling block squarely in front of our sales people who we expect to establish a genuine, friendly and comfortable rapport with our customers.

So it seems that hiring the right people for your business is fairly complicated and starts with first doing some homework on what your expectations are for the kind of experience you want for your customers when they enter your business and then deciding what qualities you need to look for when interviewing candidates that will (hopefully) get you to your expectation. Hiring is complicated, but so, so many retailers give it so little attention. We will continue to explore this topic in upcoming posts.

Roman Schreiner

September 2017

In the Beginning…

I recently managed to lock myself out of my apartment in Manhattan as I have done more than once, and had to go get keys from my husband.  Luckily, his office is only a 10-minute walk from our apartment. He had the genius idea to get copies of the keys made, just so we would have an extra set…just in case. So when I got back to the neighborhood where we live, I stopped off at the locksmith across the street from our apartment. The door to the small shop had been propped open as it was a lovely, warm summer day. As I entered the shop and approached the counter, I saw a gentleman standing about 10 – 15 feet behind the counter absorbed in taking care of some paper work. I greeted him as I got to the counter with a genuine, “Hi, how ya doing?” His response took me aback, he did not even look up, but responded, “Yeah, I’ll be with you in a minute.” Despite knowing better, I could not help but respond, “I was only saying Hi.” Ignoring me for another full minute, he then walked over to the counter to help me. He ended up being actually very pleasant, greeting me, asking me what I needed and then proceeded to make the copies of the keys I needed.

I am quite sure the gentleman at the locksmith saw absolutely nothing wrong with our encounter. But in reference to the title of this post, “In the Beginning…” the customer experience begins the minute your customer enters your business (or you answer the phone). As someone once told me, “You only have once chance to make a first impression.” My first impression walking into this shop was that the paperwork the gentleman was working on was more important than me. That would be wrong. My impression, when I offered the employee (or proprietor for all I know) a genuine, friendly greeting and was essentially rebuffed, could ultimately be a factor in deciding if I return to that shop or visit another locksmith a few blocks up the street the next time I need a set of keys made. Because you know what? There is another locksmith a few blocks up the street, offering exactly the same service at exactly the same price.

How many times have you walked into a shop or store and the first sales person you saw was leaning against the counter staring at their cell phone? How long did it take for the sales person to acknowledge your presence? I have waited while a sales person finished the text they were writing before even looking up at me, and (perhaps – but not necessarily) greeting me. We have all been watching the slow, painful demise of the shopping mall over the years as consumer shopping patterns have shifted and malls fell out of favor as a preferred shopping destination. I recently walked through a largely desolate mall, with more empty store fronts than I cared to count, just observing the employees working in the stores that have managed to keep their doors open. I acknowledge there was very little customer foot traffic in the mall at the time and most of the stores were completely devoid of any other human beings other than the poor soul stuck working in them. Having worked in retail, I know how painful the boredom can become when customer traffic is non-existent. Cell phones are all too tempting with the ability they offer to reach out to a friend or loved one, catch a sporting event live on your phone or even shop!

But if you are hired to work in a retail establishment and the sole or at least certainly primary expectation of your job is to take care of customers; provide them with a positive experience and sell as much to them as you possibly can, would that not begin the minute they enter your store? I won’t even bother to contemplate the impression an obviously bored employee, leaning against a counter, staring intently at their cell phone makes on someone who has paused while walking through the mall to glance into and quickly evaluate whether they even want to enter a store. Let’s just start at the point a customer crosses the lease line. The customer should instantly and spontaneously become the sole focus of the employee(s) in the store. As a manager in retail for many years and as a customer myself, it is shocking that more often than not customers are not greeted by employees as they enter a shop or walk through a larger store browsing, regardless of how many other customers are in the store.

There are many factors at play here, all of which I will address in future posts. Employees will not greet customers if the expectation that they do so has not been clearly articulated to them and they have been trained to do so. Often they will not even then – if they are working unsupervised. So when I write “It Starts at the Beginning…” I am not just talking about when a customer first steps foot into a store, I am also talking about ensuring the people who you hire to work in your store are the kind of people who will look up and offer a genuine, friendly smile and greeting regardless of whether their supervisor is in the vicinity. It really starts for the retailer with making sure you are hiring the right people. Hiring the right people…the subject of my next post.

Roman Schreiner

September 2017

Why Customer Service Can Make the Difference

Business for traditional bricks-and-mortar retailers is becoming increasingly challenging as consumer shopping habits evolve and people spend more and more with online retailers. Many retailers are seeing fewer footsteps coming through their doors, making it difficult if not impossible to grow their business. If you are not getting more footsteps coming through your front door it stands to reason you would want to make the most of the customers who have taken the time and made the effort to come into your establishment.

One of the more underrated measures of how well a retailer is doing is measuring conversion. Conversion is about “converting” someone who walks into a business from a browser into someone who makes a purchase. E.g., if you have 500 potential customers walk through your doors in a given week and 200 of them make a purchase, your conversion rate would be 40%. Of course there are many factors that impact conversion, but one of the most important is customer service. If friendly, knowledgeable customer service is important in not only increasing conversion, but also selling more to each customer and building a loyal and dedicated customer base, why is most of the customer service we experience generally so bad?

I don’t think it is a coincidence that the oft-noted decline of common courtesy and public civility mirrors what most of us see as the generally deplorable state of customer service — be it retail, e-commerce, the cable company or your landscaper. If you ask anyone to relate a less than great customer service experience, most of us have a library of examples from which to choose. On the other hand, people are usually more challenged to come up with a shopping experience that was great specifically because of the customer service. While this blog will focus primarily on bricks-and-mortar retail, the basic principles of good customer service apply across a broad spectrum of retail and service industries.

Creating a customer-focused environment is challenging under any circumstances. Your focus and goals must be clearly articulated and managed.  What makes it perhaps more complex, as I mentioned in a previous entry, is that a customer-focused environment must also be employee-centric. If we take care of our employees, the people on the front-line, and those who support them, they will care about and provide positive and rewarding experiences to our customers.

Roman Schreiner

August 2017

Customer Service and Civility

It should seem pretty obvious why good customer service would be a prerequisite for running a successful retail business, but with all the really bad or just indifferent customer service we all encounter on a regular basis it appears that it is worth examining.  In the course of this blog I will distinguish between “external” customer service and “internal” customer service.  External customer service is about taking care of the people who pay our salary – our actual customers.  Internal customer service is about how we treat those we work with.  It is a reflection of a business’ “culture.”  Internal and external customer service are inextricably intertwined.

I hope to demonstrate in the course of writing this blog that internal customer service or what is known in corporate-speak as “employee engagement” is a critical component in delivering a customer-focused environment. Employee engagement is how employees feel about the company they work for, the person or people they work with, their pay and benefits and their opportunities to succeed and advance, et al.  People want to feel good about where they work and the people they work with.  Many people spend much of their day at work and when they come home they talk about work.  If your employees are unhappy, trust me, your customers won’t be happy either.

Delivering good customer service consistently is not unlike driving many other metrics in business.  It requires a multi-faceted strategy that includes enormous effort, focus, good communication skills and a plan that will encompass some very basic tactics and often some rather sophisticated ones.  In the end, good customer service – internal and external — is smart business.  It drives revenue, reduces costs by increasing employee retention and helps grow your business.

The other premise I want to touch upon just briefly for now has to do with the sub-title of this blog, “Civility in the 21st Century.”  Having spent the past 30 years in New York City as a transplanted Midwesterner I can say it feels as if the closer you get to any urban center the general level of civility starts to drop.  This is not universally the case perhaps, but it has a strong ring of truth to it.  Manhattan, at least at times, feels like the epicenter for just plain rudeness.  Sometimes it is someone talking too loudly on their phone in a restaurant or someone texting as they ever so slowly climb the stairs in a busy rush hour subway station, totally oblivious to the hundreds of harried commuters behind them trying to get work (or home.)

I will leave the specific reasons for such behavior to sociologists and psychiatrists.  I do strongly believe that the pervasive lack of good or even adequate customer service and the rudeness and lack of civility that has become a part of our daily lives are all part and parcel of what some have called the “culture of me.”  I am going to do my best to lay out a plan, a course of action, to create a positive, customer-focused environment as an essential component to any successful business, but society’s lack of common civility is unfortunately a bigger task than I can address.  I believe though that having a good grasp of why so many people just do not care about those around them is an important and perhaps essential component in addressing customer service in any business.

Roman Schreiner

August 2017