Service, though, seems to mean different things to different people and the talk of it is frequently at variance from the act of it. Can employees be told to “give good service” by a supervisor or manager who curses the staff? Will employees “give good service” when they work in an atmosphere of intimidation? In order for any strategy to be effective, there must be common understanding and appreciation of its driving factors. A service strategy will only lead to profitability when there is agreement on what is “service.”

Webster’s dictionary defines service as; work done by one person or group that benefits another. Such a technical definition though, is incomplete and does not render justice to the act of service. To derive the essence of service, it would be beneficial to stand in the view of those involved in its delivery.

At one time, the work of service was thought to be the sole domain of the servant. As such, service was deemed to be servile work and performed with not much delight. So unfortunately, Dromio of Ephesus was not speaking figuratively when in Shakespeare’s Comedy of Errors, he laments, “I am an ass, indeed; you may prove it by my long ears. I have served him from the hour of my nativity to this instant, and have nothing at his hands for my service but blows.” How many employees in the service industry feel that they receive nothing for their service but “blows?” As Dromio’s lamentation continues, it becomes clear that when people are continuously experiencing ill treatment, they come to expect and maybe even ask for it.

“When I am cold, he heats me with beating; when I am warm, he cools me with beating; I am waked with it when I sleep; raised with it when I sit; driven out of doors with it when I go from home; welcomed home with it when I return; nay, I bear it on my shoulders, as a beggar wont her brat; and, I think when he hath lamed me, I shall beg with it from door to door.”

What attitude of mind or understanding of service creates such situations?

Typically service representatives can be found on the frontline of any business throughout most industries. Among them are the waiters and waitresses, bank tellers, cashiers and store clerks; people who serve us on a daily basis. Although they are in effect the face of a business, for the most part these people are the least paid in their organizations. While this in and of itself may not be of particular significance, management’s view of the value of their job is. I once heard a business owner say with utmost disdain and to the appreciation of his peers, “Who you think really wants to be a waiter?” If this characterizes his opinion of the job, then his opinion of the jobholder becomes obvious. Service, although touted as being the focus of the business, now becomes something done by certain people. It is at this point that service becomes skewed.

Paul J. Meyer, founder of Leadership Management International (LMI), writes, “What is the true role of a leader? It is none other than that of a servant. When leaders are operating in their true role, you will also find lower turnover, higher profits, greater creativity, a happier working atmosphere, and stronger unity.” Service, you see, is first the premise of the leader, in fact the essence of leadership itself. The act of service becoming that, which not only brings satisfaction to the receiver, but in turn, both develop and profits the giver.

A business cannot succeed other than for its customers. A service strategy then, makes good business sense. However, like any other business strategy, it can only be successful when there is understanding of its driving factors.

A lecturer once said to me, if you know what a thing is, you know two things, what a thing is and what it is not. Service is, mutually gratifying and rewarding work not servitude.

Lorraine Villaroel is Marketing Manager, Quality Service of IBB Ltd.
Email her at quality@ibbglobal.com 
IBB is licensed by Leadership Management International and The Service Quality Institute for the Caribbean region