Your Customers Must Come Second

Fortune Magazine recently released their annual list of the 100 Best Companies To Work For.  Here are some of the well-known names that earned their way on to the list:

• Wegman’s Food Markets – #3
• Zappos – #6
• Mercedes Benz USA – #15
• Stew Leonard’s – #18
• Whole Foods Market – #24
• Four Seasons Hotels – #53
• Publix Super Markets – #67
• Nordstrom’s – #74
• Men’s Warehouse - #87
• Starbucks – #98

Do you see what I see?  Not only are these ten companies on the list of Best 100 Companies To Work For, but each of these organizations have a strong reputation for providing outstanding customer service as well as sustained financial success. Coincidence?  I don’t think so.

In the book “The Customer Comes Second“, authors Hal Rosenbluth and Diane Peters discuss the philosophy of putting your people first.

“This is a formula that has worked for more than two decades, and has transformed his company from a small family business into a global industry leader, grossing over $6  billion.  In this classic on counterintuitive management practice, the entrepreneurial genius and visionary leader of Rosenbluth International shows you how to use exceptional service to win in any industry.” – Tom Peters

As I wrote in an earlier post, companies that say they’re “focused” on customer service are a dime-a-dozen.  Sadly, some companies “focus” on customer service at the expense of their own associates.  These organizations beat the drum of customer service while reducing staffing levels, cutting commissions and benefits and piling on extra workload all the while telling their people “you count” – as the associates add, under their breath, “for nothing”.

Does “The Customer Comes Second” philosophy mean companies need to give their employees heaps of perks and benefits? Definitely not.  You can hold off on constructing the new gym with the indoor swimming pool and free daycare for your associate’s kids.  That’s not how you create a “customers come second” working environment.   The true foundation of an outstanding work environment is high employee engagement.

The folks at Gallup have done extensive research on employee engagement.

“The world’s top-performing organizations understand that employee engagement is a force that drives business outcomes. Research shows that engaged employees are more productive employees. They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave the organization. In the best organizations, employee engagement transcends a human resources initiative — it is the way they do business.”

Through their research, Gallup has identified 12 key statements that best predict employee and workgroup engagement:

1. I know what’s expected of me at work.
2. I have the materials and equipment to do my work right.
3. At work, I have the opportunity to do what I do best every day.
4. In the last seven days, I have received praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work that encourages my development.
7. At work, my opinions seem to count.
8. The mission or purpose of my organization makes me feel my job is important.
9. My associates, or fellow employees, are committed to doing quality work.
10. I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12. This last year, I have had opportunities at work to learn and grow.

What?  No game rooms or smoothy bars?  Nope!  Do some of the companies on the top 100 list have some of those perks?  Yes, they do, but that is in addition to creating a work environment with very high employee engagement.  So what is the “moral” to this story? It’s simple; create an environment with high employee engagement and you will be well on your way to a place on the Top 100 list.  The moral is simple.  Making it happen?  Not so much.