Although independent surveys find us to be among the highest in customer satisfaction in the industry, we have breakdowns in communication or processes that result in an un-satisfactory result. So we have systems in place to review areas of dissatisfaction and modify procedures or conduct training to resolve issues and improve service.
Just what are those systems? We’re glad you asked!
Strategic Planning & Progress Reviews
Every year, Roscoe follows a strategic planning process that typically starts in June with its senior leadership team meeting to discuss 3-5 year corporate goals. The process culminates toward the end of the year with managers and supervisors from all functional areas of the company meeting to discuss the upcoming year’s corporate initiatives and developing action plans that support our goals.
Early in the annual planning process, each department also completes planning worksheets identifying the current year’s achievements and disappointments as well as each department’s strengths and weaknesses. Teams then focus on the upcoming year’s opportunities and develop departmental goals and action plans that feed into the corporate goals. The same process is used by individuals in developing personal annual goals that feed into departmental goals, which support our corporate initiatives.
Throughout the year, progress meetings are held every 4-6 weeks with team leaders and team members within each department to discuss primary job responsibilities, action plans and goals. Roscoe utilizes KeyneLink to facilitate and record these meetings, which is a performance management and strategy execution software that integrates our organization’s initiatives with the daily activities of team members.
CMI & Stoopid Games
We have followed this planning process for over two decades, utilizing Bruce Hodes from CMI in Oak Park, IL, as our strategic business planning facilitator and coach. Bruce also helps with team building by presenting “stoopid games,” in which team members participate to illustrate how we interact with each other in tackling real life challenges faced in the everyday business world. Finally, Bruce recommends provocative reading materials during the planning process that stimulate out-of-the-box thinking. A book recommended and read by our Strategic Planning Team a few years ago was The 4 Disciplines of Execution (4DX) by Chris McChesney, Sean Covey and Jim Huling.
The book focuses on stepping out of the “whirlwind” of urgent activity required to keep things running day-to-day, which can often devour all the time and energy needed to invest in executing your strategy for tomorrow. The book provides a formula for focusing on the Wildly Important Goals (“WIG”), identifying leading indicators that measure performance, keeping a compelling scoreboard and creating a culture of accountability.
As a result of following 4DX, our leadership team has a weekly WIG meeting focused on the Wildly Important Goal of customer satisfaction and retention that exceeds most company standards in our industry. Each week we review calls received from customers that are categorized and referenced as service indicators, a lead measure that helps predict customer satisfaction and retention. While we jump on issues immediately to resolve them, the WIG meeting focuses on the root cause of the problem and implementing measures that prevent it from happening again at that customer or any other customer.
This process falls into alignment with our ISO 9001:2008 certification and helps keep our most Widely Important Goal, customer satisfaction and retention, at the forefront of everything we do.