It is clear that organisational culture, training and management practices and systems contribute greatly to the quality of an organisation’s customer service.
Unfortunately however, over time, even the most motivated, resilient and helpful people can lose the will to deliver excellent service if an organisation fails to champion, encourage and reward employees who prioritise customer satisfaction.
Likewise, no amount of direction, support, incentivisation or motivational speeches will lead to excellent service provision, if the jobs are filled with people who don’t have the natural inclination or the personality to make customers happy.
People can learn the right way to do things and can be empowered to make decisions that will meet each customer’s needs. But having an instinctive feeling for what will help, a knack for tuning into the needs and perspectives of all kinds of customer and a drive to keep working out solutions are most likely to be instinctive and enduring traits that can take years to develop, if at all.
The characteristics that makes one customer service provider outshine another are almost always related to their personality, values and attitudes and it means that some people are naturally better suited to customer service roles.
Customer Service Psychology 