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customer service at Nordstrom José Alejandro Maldonado…

- - - - – “Hero stories” of exceptional service
      - – Employee of Month, VIP Club, Pacesetter recognition
    - - – Meetings, stories, sharing success examples
      - – Sincere, authentic appreciation
    - - – Living values daily, not just in training
      - – Reinforcement through leadership actions
    - - – Refreshing culture to avoid stagnation
      - – Adapting to market / technology changes
      - – Onboarding new employees into the culture
- - - - – Leaders must walk the talk
      - – Be available, back up employees
    - - – Open dialogue across layers
      - – Share customer stories, feedback, metrics
    - - – Supporting one another across functions
      - – Internal service culture mirrors external
    - - – Track service outcomes, customer feedback
      - – Use metrics to guide cultivation (not to stifle)
- - - - – Senior employees mentor juniors
      - – Role playing, skits, peer learning
    - - – Sales techniques, customer relations, product knowledge
      - – Soft skills (listening, empathy, adaptability)
    - - – Internal promotion (start on floor, become manager)
      - – Path to growth reinforces loyalty
    - - – Performance reviews, one-on-one feedback
      - – Peer-to-peer feedback
      - – Real-time feedback from customers or supervisors
- - - - – Allow employees to make judgment calls in favor of the customer
      - – “If in doubt, err on the side of doing too much.”
    - - – Accept occasional errors rather than stifling initiative
      - – Support from management when decisions go wrong
    - - – Clear guidelines, but minimal rigid rules
      - – Training on “how far you can go”
    - - – From upper levels to frontline
      - – Encourage “thinking like an owner”