Customer Service in Member Based Associations

You and your staff deal with members every day. But each member may deal with you only once or twice a year. Often they will make a decision to renew or not based on a couple of interactions with your frontline staff.

For example: A member calls the association and the receptionist has had a busy day. The call is a little rushed. Nothing inappropriate was said but the member feels like she has intruded. A little later in the year she visits the website and the page she needs won’t load properly. She sends an email to the address on the site to let them know as she requires the information urgently. She doesn’t get any reply because it has gone to the webmaster and not the association. When her renewal notice comes in she decides that it’s not worth the money.

In contrast: A member calls the association and the receptionist answers with a smile. The receptionist answers her query and (after looking in the record and seeing that the member has previously indicated an interest in XYZ topic) lets the member know that there is an upcoming seminar on that topic. The member decides to attend the seminar (attendance fee to the association) – which she enjoys. A little later in the year she visits the website. She not only downloads the page that she wants but there is a link on that page to a related book at Amazon.com. She links through and buys the book (commission to the association). She sends an email to say how great it was to find the information. Within a couple of hours she gets an email back saying that she’s welcome and the association appreciates the feedback. When her renewal notice comes in what do you think she is going to do?

Every call you get from a member or a prospective member is a moment of truth. It is a time when they are testing to see if the organisation is living up to their service promises. Every person in your organisation should be aware that members will be making a decision to renew or not based on their interactions with staff today. Every call counts. Anything less than exceptional customer service is costing you members.

In any organisation that relies on a good relationship with members to ensure its survival, exceptional service should be a mantra – and lack of good customer service skills by staff not tolerated.

What is good customer service?

Good customer service is understanding that, in most cases, people don’t set out to be difficult. When someone calls you they are generally motivated to do so because they have a problem that needs to be solved. They are looking for a solution. If staff react to a callers’ tone of voice or emotional words they will achieve nothing. Good customer service recognises that listening to what the person is saying and trying to understand their problem is the first step. The next step is to carefully clarify with the member that you actually do understand their problem and have not incorrectly assumed anything. Finally, good customer service is taking responsibility for the problem and solving it.

Staff will find that the more problems they solve, the more respected they will become within your membership base. That reflects very well on your organisation. Train your staff to be expert problem solvers.

How can you encourage good customer service?

Getting staff to give good customer service is a combination of a number of factors. 11 tips to assist good service in your organisation are:

Set customer service standards – Let people know what is considered good service. For example, instigate a policy that phones must be answered within three rings, and that all staff are to ensure that the organisation adheres to the policy, it is not the sole responsibility of the receptionist.

Provide staff with information – give staff the information they need to answer questions. Create a common resource base (whether through computer network or filing cabinets) where information is kept. Keep a manual with the answers to frequently asked questions.

Empower staff to provide solutions – ensure staff have the authority to provide solutions. Give them guidelines so that they know of any boundaries.

Train staff – have staff attend customer service training, or bring in customer service speakers reasonably regularly to keep customer service top of mind and to keep staff motivated. Staff will gain skills and also realise that customer service is a key priority of the association.

Pass on feedback – when good feedback on customer services levels is received from members pass it around and congratulate staff on a good job.

Mystery shop – have someone mystery shop the organisation occasionally to gauge customer service levels. Let staff know that this will happen from time to time. Reward staff who perform well in these mystery shops.

Reduce distractions – From a flickering overhead light to cheap toilet paper there are quite often annoying or inconvenient things in an office environment that could be fixed reasonably cheaply. Find out what things are frustrating your staff and have them fixed. Reducing distracting annoyances can create a more productive working environment.

Build satisfaction – Happy and motivated people are more likely to provide higher standards of customer service. By creating a good working environment you are fostering customer service. This environment can be created through showing staff that you care about them as people, involving them in the organisation and showing them that their opinions can make a difference, showing appreciation for a job well done and only ever criticizing staff behind closed doors. Create an atmosphere that people will enjoy being in each day.

Recognise the role of each staff member – Ensure staff are aware of the importance of their role in the association. Everyone in the association – from the receptionist to the executive director – has a valuable part to play in the smooth running of the organisation.

Foster communication – Encourage your staff to express themselves. Staff are at the coalface of the organisation. They may have opinions and ideas that could make the association a fortune – or save a fortune. They may just be reluctant to share their ideas. Foster an environment where staff feel comfortable expressing ideas – safe in the knowledge their ideas will be listened to, considered and, if implemented, they will be acknowledged for their contribution.

Recognise the role of senior management – The role of senior management is to lead by example and to motivate and encourage exceptional customer service. Staff will take their lead from the top. So people at the top should act as they wish their staff to behave.

It is not hard to foster a good customer service environment in your organisation. All it takes is the desire to change, leadership and lots of enthusiasm!

Belinda Busoli is a partner is the Association Marketing Network, a member-based organisation that provides consultancy services and training for member-based organisations throughout Australia.

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