First Word
SCOTT PATON

newSCOTT

Unhappy Employees and Unhappy Customers

Unhappy customers will lead to unhappy employees.

Quality Digest columnist Jim Harrington's column in our June 1998 issue explored the correlation between employee happiness and customer satisfaction. He concluded that he couldn't find enough data to support the hypothesis that happy employees lead to happy customers. This month he follows up with another look at happy employees.

Jim's column made me think about the correlation between unhappy customers and unhappy employees. We've all seen the irate passenger at the airline ticket counter spewing obscenities at some hapless reservation agent who has absolutely nothing to do with the fog that has closed the airport, or the mechanical failure that has delayed the flight for six hours, or the overbooking that caused the passenger to get bumped. From time to time, every organization will have unhappy customers, particularly in the service industry.

It's my hypothesis that unhappy customers will lead to unhappy employees unless the organization establishes systems and procedures to minimize unhappy customers.

Obviously, the organization should begin by providing a quality product or service, which will reduce the number of unhappy customers. It should then provide a work environment that promotes employee satisfaction so that when employees must face unhappy customers, it's easier to deal with.

Anyone who flew on Continental Airlines in the 1980s must have noticed a whole lot of unhappy employees and unhappy customers. Then, it was a common sight on Continental flights to see flight attendants wearing a button with their CEO's name covered by a circle and a slash. Today's Continental has a reputation for friendly employees and high customer satisfaction due in large part to the airline's conscious effort to empower Continental employees to satisfy customers.

Organizations also must train employees how to handle difficult customers. Employees need to know how to react to difficult customers, whom they can call on for support and exactly how they can satisfy the customer.

One commuter flight I took a few years ago had a difficult passenger who attempted to board with a huge elk rack, which wouldn't fit through the doorway of the small, 19-seat aircraft. The passenger grew increasingly irate as the flight attendant patiently explained that the doorway wouldn't accommodate the large antlers. She offered several alternatives: rebooking him on another flight, shipping the rack separately, etc.

After five minutes of heated exchange, the flight attendant called the pilot. He also tried to explain the situation. The passenger grew increasingly upset. Then the pilot called for a baggage handler, who also calmly explained why the rack wouldn't fit.

Finally, the baggage handler firmly told the gentleman to either take his seat or exit the aircraft, or she would physically remove him. The passenger quickly exited the aircraft, and the 15 remaining passengers gave a round of applause to their professional flight crew. Despite one unhappy customer, the airline was left with 15 very happy customers.

I'm interested to know your thoughts on unhappy customers and unhappy employees. How does your organization handle unhappy customers and/or unhappy employees? E-mail your ideas to spaton@qualitydigest.com .

 

[QD Online] [Software] [Books] [First Word] [Letters] [Applications] [SPC]

Copyright 1999 QCI International. All rights reserved. Quality Digest can be reached by phone at (530) 893-4095. E-mail: Click Here