We regularly work with CEOs and senior leaders to help them build uplifting service cultures and improve service performance. Most leaders understand their roles and are eager to provide direction and support to transform their culture.

However, given their intensive schedules and responsibilities, it’s unreasonable to expect high-level leaders to know the details of all service improvement and culture-building initiatives. While they meet to review initiatives periodically, the Ultimate Question 1.0 can significantly leverage their time and commitment every day.

Ultimate Question 1.0: What is your team’s best idea to improve service today?

The largest financial services providers in the world are concerned that their younger customers don’t really like them. The number of dissatisfied customers is increasing as even the older generations adopt new technologies and models of interaction.

This is not about building an online presence to respond to your younger customers. You need to be at the cutting edge of wherever your customers will be, anticipate expectations and concerns, understand what they value and proactively take actions to increase loyalty.

You need to be young again – curious, passionate and fast.

An excellent blog post from Tony Schwartz on Harvard Business Review encouraged us to write about successful leaders in organizations that are building a service culture.

Leaders must inspire action. Building a service culture is a strategic, long-term initiative that requires sustained focus and commitment. We apply Tony’s list of four “great capacities” of leadership to describe the actions service leaders must take to achieve great results.

Improving Customer Experience (CEX) is vital for success. While the term is common, maturity in this area is not.

We classify an organization’s attitude and actions from Version 1.0 to 6.0. Where are you and your organization today?