Articles
First Class Service Every Time
I had the opportunity, because of my gold card status, to upgrade to first class on a recent flight from Minneapolis to Chicago and back.
For years I have said flight attendants in first class on U.S. airlines would be fired within 24 hours at any upscale restaurant for poor performance. The carriers should change the description from “first class” to “bigger seats.” It’s an exception to ever see first class service in first class. If I had to pay for an upgrade on a U.S. flight I would really be upset.
I was the first passenger on the plane to Chicago. The two attendants at the front of the plane were busy talking to each other. I interrupted their conversation to see if they could take my overcoat and suit cost. One of them did. I was on the plane for at least 20 minutes before departing from the gate. Sixty minutes after I boarded the plane, the flight attendant asked if I would like a drink.
Would you wait 60 minutes after being seated at an upscale restaurant before being asked if you would like something to drink? How long would you wait before leaving? Would you go back?
When you are 36,000 feet in the air, you don’t leave. It’s a long way down.
On my 7 a.m. return flight, it took another 60 minutes before I was asked if I wanted a drink. Breakfast was a cookie. While writing this segment, and 15 minutes before landing in Minneapolis, the flight attendant asked if I wanted something else to drink. With 16 passengers in first class, it was easy to see that the flight attendant was very busy.
Let’s see what can be learned from my experience.
First, teach employees social customer service skills so they feel comfortable greeting customers and calling them by name.
Second, repetitively teach employees that they are in the service business. Flight attendants on some airlines believe they are in the transportation business. They don’t realize that passengers are “customers.”
Third, teach employees the necessary service skills so when you have 16 high paying, high volume customers, you treat them like royalty. If everyone in economy class were also treated as royalty, many would become loyal customers and spend a ton of money with you.
Service leaders continually train all of their employees on the art of service, using new material every year.
Intellectually, all your employees know service is important. Without repetition and constant reinforcement, however, you will not see consistent superior performance.
The service strategy is all about keeping customers.
John Tschohl, President of the Service Quality Institute, is the best-selling author of Achieving Excellence Through Customer Service and The Customer Is Boss.
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