Defining a service mindset and the value it offers

- Speak to a representative, representative. We've all been there. You're frustrated, annoyed, and you just want to speak to a human being. And the reality is this interaction is becoming increasingly more common. This is where a service mindset comes in. Many organizations try to convey a service mindset through AI tools, but a real service mindset is uniquely human, uniquely personal. A service mindset is an approach to human interaction that puts the other person's needs first. A person with a service mindset always looks to help others achieve their goals. It's a unique and powerful approach, and can be a differentiator with customers, partners and colleagues. Many organizations might expect you to demonstrate a service mindset as a means of finding solutions to customer problems beyond the products themselves. In fact, having a service mindset might seem like standard operating procedure. It's something every employee is expected to have, and you'll always be recognized for it, right? Maybe not. Having a service orientation can be a competitive differentiator, but it comes at a price. For example, if they're hiring for empathy and the ability to anticipate the needs of others, that means they might not be hiring for, say, great quantitative skills or ability to follow directions. Great service takes time to listen to customers and to read their needs. So this can limit the number of customers an employee can serve. Organizations that prioritize service usually make it a key part of their brand. They've given up other benefits and focused on service as key to their success. They know their target customer values this relationship and is willing to pay a premium for it. After all, the cost of great service has to be passed on to the customer. So there's a final important distinction when it comes to adopting a service mindset. Do you work for an organization that needs a service mindset or one that relies on other strengths? The reality is that some organizations just don't need great service. If you work at an organization with the protection of a patent like a pharmaceutical company, you don't need great service. People will buy the drugs if they're lifesaving. If you work somewhere with a geographical advantage like the last gas station for 100 miles, it doesn't matter how nice you are, people are buying from you. And if you have a regulatory advantage like working for the one airline that serves a small regional airport, then again, great service doesn't need to be a differentiator. Pharmaceutical companies, gas stations and airlines often have competitive advantage based on their unique offering. But if you work in an organization or industry that has a lot of competitive alternatives and you can't compete on price alone, your organization might need to invest in developing a service mindset. As we get into the nitty gritty of how to implement and refine a service mindset, be thinking about whether your organization prioritizes service. Not every organization does.