The Amazement Revolution _ Chapter Two _ How Do We Get There

Question 1

Criteria #1 Your Organization Has A Culture (3 Categories)

Answer 1

YOUR ORGANIZATION HAS A CULTURE

Your organization’s culture falls into one of the following categories:
It is at the level of amazement, and people are striving to stay at that level.
It is moving toward the level of amazement, and people are eager to reach that level.
It is stagnant, and people are, as a group, indifferent about whether or not the level of amazement is ever reached (or they are uncertain about what amazement is).

Question 2

CRITICAL POINT #2:

Answer 2

YOUR ORGANIZATIONAL VOCABULARY MUST CHANGE

When we change our vocabulary, we can change our thinking.

Question 3

CRITICAL POINT #3:

Answer 3

YOUR ORGANIZATION NEEDS ROLE MODELS

Question 4

The seven Amazement Strategies are:

Answer 4

1. Provide membership. We think of customers as members who deserve a superior level of service.
2. Have Serious FUN. We embrace fulfillment, uniqueness, and anticipation of what’s next as internal operating principles.
3. Cultivate partnership. We deliver a level of service and create a confidence so compelling that customers might consider us a partner, not just a vendor or supplier.
4. Hire right. We hire the right people, and we look for the right personality for the job even before we look for technical skills.
5. Create a memorable after-experience. We deliver a powerful after-experience that reminds our customers how much they enjoy and appreciate doing business with us.
6. Build community. We create and support communities of loyal customers and employees, also known as evangelists.
7. Walk the walk. We operate under a clear, shared set of values that everyone throughout the entire organization understands and follows.

Question 5

Moment of Magic

Answer 5

Moment of Magic: This is my take on Jan Carlzon’s moments of truth concept: “Anytime a customer comes into contact with any aspect of a business, however remote, that customer has the opportunity to form an impression.”2 These touch points can be good, bad, or average, and they can be experienced by both internal and external customers. Positive moments of truth are what I call Moments of Magic. Even though I use the word “magic,” that doesn’t mean the touch points are always “wow” experiences. Just as we saw in the definition of amazement, these may simply be above-average person-to-person interactions. There’s an old saying that a journey of a thousand miles begins with a single step. The journey toward amazement begins with a Moment of Magic!

Question 6

Moment of Misery

Answer 6

Moment of Misery: This is the phrase I use to describe negative moments of truth, such as a manager criticizing an employee in public during a team meeting, or an employee failing to assume accountability for a problem reported by a customer. Note: Any moment of truth, even a Moment of Misery, can be transformed into a Moment of Magic! (And vice versa!)

Hyken, Shep. The Amazement Revolution: Seven Customer Service Strategies to Create an Amazing Customer (and Employee) Experience (p. 14). Greenleaf Book Group. Kindle Edition.

Question 7

CRITICAL POINT #3:

Answer 7

YOUR ORGANIZATION NEEDS ROLE MODELS

Question 8

Employee Golden Rule,

Answer 8

I believe the best way to change the culture of an organization that’s currently operating within the cult of uncertainty is to start treating employees the way you’d like customers to be treated—maybe even better.