Interview Questions & Answers
Ron is an animated guest for interviews on television, radio and for articles in print. You are welcome to ask any questions you wish on any topic related to customers, service, management and training. You are also welcome to ask questions about Ron's unique background and passionate commitment to service.
Ron also welcomes the "tougher" questions that you may wish to ask. For example:
For a local audience in Singapore:
Why did you write this book, UP Your Service!®?
This book has been percolating inside me since 1990 when I moved to Asia. Over the years I have worked with hundreds of clients in industry, associations and government to help them achieve superior service, increase customer loyalty, build strong partnerships and create winning service teams.
While the expectations of customer service are different in each industry, I found the fundamentals for delivering outstanding service are very much the same. I wrote this book to share my experience and make it easy for everyone to understand - and apply - the key principles for achieving superior service.
Who should read this book?
How is the book going to help the reader? Business managers and frontline staff should both read this book. A good manager will understand the key steps and will learn from the more than two hundred examples describing how other organizations have achieved great service. Frontline staff will find the "action steps" at the end of each chapter especially useful - real things to do that will improve your service right away.
People who are not in business will also find this book beneficial because it will make you a more informed and discerning customer. "UP Your Service!" will help you understand what excellent service is all about, and what you can do as a customer to get it.
UP Your Service? is a pretty provocative name? Why did you choose it?
Improving service is not a new topic. But with all the training, campaigns and slogans - there are still a lot of people out there who don't get the message. (If one of them served YOU this month you know exactly what I mean.)
How are we going to reach "the rest of the world" and get this essential message through? It's not going to come from more talking and training. And it's not going to come from a nice book called "How to Deliver Wonderful Service"
That's just not bold enough. It's not shocking enough. It's not enough to wake the dinosaurs from their bureaucratic stupor and PROVOKE them to improve. THAT's why the title is so audacious, to grab attention and pull readers into the book.
How are your training sessions different from other trainers?
My style of training is to educate and encourage, and also to challenge and provoke. I use entertaining stories to get key points across - and then hit hard with a direct challenge to create action steps for improvement. I always conclude with a connection to the job and to your personal responsibility for making things better for your customer, for your organization, and for you.
I appreciate good theories, but only teach them when they can be connected to practical application. Theory for its own sake is entirely valid in an academic environment, but I am much more application focused. I want people and companies make noticeable improvements, and feel good about the improvements they make.
I thrive on getting people involved so my sessions are participatory from the beginning to the end. And I am an energetic guy. It shows in my educational events.
Who benefit most from your presentations, managers or frontline staff?
The person who benefits most is the customer! Managers appreciate the examples and insights I bring from companies all over the world. Staff find my style of presentation refreshing. Both seem to get real value from the chance to ask questions and gain a new perspective on how to delight customers, work more effectively together and build long term partnerships into the future.
Where and who have you taught before?
I've been teaching all over the world since graduating from Brown University in 1979. I've now taught in more than 80 countries, with clients in every area of business, society and government service.
My clients include many of the Fortune 500 and leading industry associations. I also enjoy working with government employees. Many civil servants have lost the passion for making a contribution which motivated them to join in the first place. My sessions help rekindle the embers of enthusiasm and give directions for rebuilding a fire.
When did you start your career in this area? How did the experiences build up to what you are doing now?
When I graduated from Brown I taught Frisbee professionally worldwide for ten years. It's a unique and highly cooperative sport. The mood of the participants is instantly reflected in the game. I learned to work with large groups - - up to 65,000 in the Rose Bowl - while keeping the focus on everyone learning new skills.
I sold my international Frisbee mail order business in 1985 and worked full-time organizing citizen diplomacy tours for Americans to China and the Soviet Union. Diminishing fear and creating cross-cultural understanding was the primary objective. Again, it's a matter of people respecting, appreciating and getting along with other people.
I started consulting in the late 1980's. My expertise in designing large educational events was valued for corporate conferences, congresses and conventions. My interest in people getting along with other people made me a natural for the field of customer interaction.
In 1990, representatives of Singapore Airlines asked me to come to Singapore to help create and launch the Service Quality Centre. At first my contribution was in the design of training games and activities, and then in training the local trainers. Over time I developed a finer appreciation for the business fundamentals of truly superior service.
From Frisbee to citizen diplomacy to delighting customers - I can see a clear thread of connection - people learning to appreciate and get along while taking care of other people.
Where are the books sold?
In leading bookstores, at my website - www.UpYourService.com - and at Amazon.com.
Besides individuals, clients are also able to purchase multiple copies of the book for use in their training programs and staff conferences.
Customization of "UP Your Service!" is also available. When we designed the book, I made provisions so that any organization can have a "special edition" just for their staff, customers, suppliers and other partners. The book cover can be customized with the organization's name. And inside there are twenty pages (one facing each new chapter) that can be specially printed with the organization's service vision, service standards, letters of compliment from customers, photographs of staff, facilities or service award winners . . . anything to help personalize the UP Your Service! message and inspire team members to new heights of quality service.
Can reading the book replace attending a session? Why and why not?
Reading the book gives more time to reflect and consider each of the key learning points. It also allows the reader to go back over a topic area at their own pace, or move quickly from one related topic to another.
Attending a session allows for interaction with the instructor, and with your colleagues. If you are keen to develop group action plans, attending a session together can be a highly effective catalyst. If you are interested in learning more about the field of service and thoroughly understanding what it takes to be amongst the best, "UP Your Service!" is a great place to focus.
Of course it's not really a question of which is better or worse. Books and live sessions should support each other towards the common objectives of learning, improvement and commitment. The live sessions I conduct and videos I have produced are already very strong. Now the book provides additional depth and support for ongoing learning.
I have attended some of these motivational talks and they don't work, what makes you think this book is going to make a difference?
Motivational talks can work for generating short-term enthusiasm, but not for fundamental education nor for long-term change. Educational presentations can support learning, but may not be enough on their own to bring about a change in attitude or any new constructive actions.
My presentations, and this book, provide a strong blend of education (key learning points, case studies, specific examples) and motivation (inspirational quotes and photographs, recommended action steps).
But if an organization wants lasting, positive change, then books and presentations alone will not "make the difference". An organizational culture must be developed to consistently clarify and reinforce desired behaviors. This involves much more than books and talks. There are fifteen critical elements in a company that must work together to form a strong culture. The entire fourth chapter of my book (26 pages) explains what these fifteen elements are, and gives examples of how to make them stronger.
What's the motivation for writing the book, what's in it for you?
As a consulting professional I speak, teach, write newsletters and articles, and facilitate educational events. Writing the book is a natural "next step" to put the experience I have gained over the years into written form. Writing the book also forced me to consolidate and organize my thinking into a coherent body of knowledge. The rigor required to organize each chapter and articulate each page has improved my own thinking, and my ability to serve my clients.
Printed books are one of the most accessible form of knowledge for the general public both in availability, and cost. I see "UP Your Service!" as one contribution to improving service skills and awareness of people everywhere.
Finally, I do hope that readers and companies find this book practical, enjoyable and effective.
What makes you think your book's going to sell given that many people don't like to read thick books?
Many people don't enjoy wading through thick tomes of running text. I designed the book so that every two-page spread is self-contained with a complete message. A reader can open the book to any page and learn something useful without having to find the beginning of the chapter or figure out where the paragraph begins.
The large number of photographs (over 100) and company examples (over 200) make it easy for readers to find something enjoyable to view - and relevant to read - quite quickly.
My theme in designing the book layout was this: "Keep the pages turning and keep the reader learning." Feedback from readers indicates that this approach has succeeded. Reading a book doesn't need to be a chore - it can and should be fun!
Given the focus on your book don't you think your price tag is too expensive for those who actually need it?
The book is priced so that the cost would not be in the way of anyone at the bookstore. Bookstore managers recommended a price of S$34.95 - $38.95, which is reasonable given the number of pages, quality of paper and enormous amount of effort and expense committed to the interior pages of the book. But the book is priced at S$24.95, ten dollars below the bookstore's recommendations. (Their comment to me was, "You're giving it away!")
In a sense they are right. I enjoy working with large groups of "common folks" as well as high level executive teams. The book is accessible to everyone - in content, in presentation, and in price.
Many companies have found that training fails, and are now moving toward Human Performance Technology and balance scorecard system, does your book address any of these issues?
"UP Your Service!" has a very clear purpose: to help people improve the quality of service they provide to their customers and to their internal and external service partners. This book is completely focused on what it takes to make your organization one of the best in the world for quality customer service.
How can a company improve their service without paying their staff more? Don't you think money is the key incentive?
Money is important. It's a "hygiene" issue that needs to be handled well to keep good staff from leaving simply to earn more money. But motivation to give customers good service doesn't come only from financial rewards. There needs to be personal satisfaction and group acknowledgement that accompanies delivering great service. That's why building a service culture is so essential.
It starts with hiring people with an "UP Your Service!" mindset. (The second chapter of the book highlights six essential characteristics.) Then the people need effective tools to get their service jobs done right. (The third chapter details eight mandatory items in the toolset.) And, as I mentioned earlier, these must be held together with an "UP Your Service!" culture that reinforces the right behavior every single day.
Why did you choose Singapore?
Initially, Singapore chose me. I was invited to Singapore in 1990 to help create and launch the Service Quality Centre and the SQCentre's "Bootcamp". SIA and NPB (the SQCentre's founding partners) scoured the world for innovative approaches to service. My expertise is in adult educational design - with a flair for getting high-energy participation.
They asked me to come to Singapore for one week, then asked me to stay another week, then another month, then for seven months. I became project manager for the international curriculum design team. Then I helped to select and train the local trainers.
Once enough local trainers were on-board, the international development specialists went home. The SQCentre Chairman (and SIA VP) asked me to stay on longer. He said my style of energizing education was particularly effective with the local population and I could make a substantial contribution here.
Five factors made me decide to stay in Singapore:
- The country is very ambitious, constantly improving, upgrading, studying and learning how to do better. Talent rises to the top. This is a genuine meritocracy. As an educator and entrepreneur, this is both satisfying and rewarding. The government and business community are fair, transparent and pragmatic. You don't find much of the "victim mentality" in Singapore.
- The racial, religious and ethnic mix is intriguing. The level of social respect and harmony is impressive. I have lived outside the United States for more than 20 years. I have worked in more than 80 countries. Singapore is an effective model for getting along with one another. I wish other countries could understand and follow this model.
- I've been vegetarian for more than 20 years, and Singapore is a great country to be a vegetarian! Indian, Malay, Chinese, Thai - you never go hungry here!
- The region is exotic. I travel a lot for work, and always (well, mostly) enjoy the journeys to other countries and cultures nearby.(In the USA I would be traveling to Houston, Boston, Atlanta, Chicago, Los Angeles....not as much variety!)
What are your impressions of Singapore? I don't mean to sound overboard, but I deeply admire and appreciate this country. Singapore has been very good to me, and I am grateful for the many opportunities I have to give back: working with government agencies, local teachers, writing for the newspaper, speaking on the radio, doing community work with local organizations, etc.
I think the current generation of Singaporeans are going through a challenging time of change. The entire paradigm of "study hard, harder!, and learn the right answers" is being turned on its head. Now risk, mistakes, new ideas, off-the-wall experiments are what's needed to thrive in the global economy. My style innovative education helps people step out of their old molds and try something new.
Personally, I find Singapore an inspiring and motivating place to work, but not a terribly conducive place to rest and relax!
What are your opinions about the service performance in Singapore?
Service in Singapore CAN become great, but a major change of mindset is required. The country is fast, efficient, relatively cost-effective. But it can also be quite 'kiasu', petty and committed to a left-over "entitlement" mentality. This should change and change NOW.
Instead of saying "that's not our policy" and "by right, you're only entitled to...", we should be building a culture here of giving customers a little MORE when they do their business in Singapore. After all, we have an excellent government, infrastructure, education, medicine, etc. What are people waiting for? We must get across the message that giving someone a little bit MORE (care, generosity, time, compassion, etc) does not mean that you are left with anything LESS! In fact, when you give MORE of yourself, you end up getting more back.
Having said that, service in Singapore has improved since I came here in 1990. There has been an enormous amount of service training delivered in the country. The government has embraced quality service in a big way.
This helps everyone.
Copyright, Ron Kaufman. All rights reserved.
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