Delivering Consistent Customer Service

There's more to accessibility than assistive technologies (AT), such as screen readers and alternative inputs. Companies that want to create inclusive and accessible experiences need to think beyond AT. Examples: - Processes - Motion - Verification options - Communication options - Alerts - Colors - Text formatting Processes refer to interactions with customers. Tech support entered a chat with me. They asked for a phone number in case we got disconnected. I explained I'm deaf and that's not a good option. I suggested they offer choices of an email address or a phone number. The next time I contacted them, they gave me a choice of providing an email address or a phone number. Such a simple change made a huge difference. Another example. I was watching a video from a company that wanted my feedback on captions. I could barely tolerate the video with a lot of fast motion. It's a problem for many folks with and without disabilities. Some have an animated GIF in their email signatures. Every time I open the email, repetitive motion plays endlessly. I can't stop it. Though I have reduced motion turned on, it won't work for this. It also makes the email file size bigger, which affects performance. If the animated GIF is important, then you can work around it by creating a YouTube or Vimeo video and linking to it. It gives people control. Verification options refer to calling someone to verify their identity. Often, the only option is a phone call. Texting needs to be an option. Emailing needs to be an option as not everyone has a phone. It's OK to require verification as long as we have choices. Communication options refer to giving us choices in how we communicate. Often, a company's contact information only lists a phone number. We need another option. Many folks don't like phone calls, not just those who are deaf or hard of hearing. Why can't we sit next to each other and text each other in a noisy room? I've had an entire conversation on an airplane using pen and paper. Sometimes the initial communication may be accessible, but it changes later. For example, I chatted with support. They said they needed to escalate the ticket to a team that only does phone calls. Sometimes, tech support will suggest I have someone call for me. I'm a capable adult. Besides the person who helps me shouldn't have access to my private information. It's a privacy issue. Alerts are how we get notified. Offer options. Android and iPhones do a great job of offering many custom notification options. I still run into hotel rooms with no visual fire alarm. What other ways do we need to consider accessibility aside from keyboards, switches, other inputs, assistive devices, and assistive technologies? Color contrast and text formatting make or break the experience. 🔔 Tap the profile bell 👉 Follow #MerylMots for more ✉️ Want to work together? Contact me. #Accessibility Image: Chase verification form with a choice of being texted or called.

A boarding announcement followed the procedure perfectly, and yet passengers felt frustrated. Correct information. Correct sequence. Correct format. But the announcement was delivered quickly, in a flat tone, with no acknowledgement of the passengers waiting. At another station, a different agent made the same announcement — but spoke clearly, at a measured pace, and acknowledged the long travel day many passengers were completing. The content was identical. The experience was not. The first announcement met the SOP. The second met the standard. A procedure is a sequence of steps. A standard is a level of quality. Procedures tell employees what to do. Standards define how well they must do it. An employee can follow a complaint-handling procedure step by step and still leave the customer feeling dismissed, unheard, or disrespected. The procedure was met. The standard was not. In complex operational environments, procedures can break down. Employees who understand the standard — who know what they are trying to achieve and why — can adapt better than others. Their character holds because it is not tied to following a script. I would love to hear other examples from you on the gap between procedures and standards. #OperationalStandards #FrontlineLeadership #CustomerExperience #ServiceExcellence

Luxury service is not about performance. It is about consistency. Many brands invest heavily in training teams to deliver impressive moments, memorable gestures, and polished interactions. While these efforts matter, inconsistency quickly erodes their impact. Clients value reliability more than occasional excellence. McKinsey research shows that consistency is a stronger driver of customer satisfaction than isolated peak experiences. In luxury, where expectations are already high, inconsistency feels like neglect rather than imperfection. True service excellence comes from repeatable behaviors, clear standards, and teams empowered to maintain continuity across visits. When service depends on individual personalities rather than systems, loyalty becomes fragile. Brands that prioritize consistency over spectacle create experiences clients can trust. That trust, not performance, is what sustains long-term relationships and revenue. #LuxuryService #CustomerExperience #Leadership #OperationalExcellence #BrandTrust

Question: If you had a bad experience with a company or product, would you buy from them again? The answer is "no" right? For disabled people, 75-80% of customer experiences are failures. That means that 75-80% of transactions for our community aren't repeated. That's pretty bad right? The impact of a negative experience resonates far beyond a single transaction. It can influence a customer's decision-making process and brand loyalty for the long term. In striving for improvement, businesses must recognise the importance of inclusivity and accessibility. By investing in accessible design, empathetic customer service, and continuous feedback loops, we can create an environment where every customer feels valued and understood. Here are some actionable steps to enhance the customer experience for everyone: * Prioritise accessibility: Ensure your physical and digital spaces are accessible to disabled people. This includes wheelchair ramps, accessible websites, and accommodating customer service practices. * Educate your team: Educate your staff to the diverse needs of customers. Training programmes that emphasise empathy and understanding can go a long way in fostering a positive and inclusive customer experience. * Feedback mechanisms: Establish channels for customers to provide feedback easily. Actively seek input from disabled people to understand our unique challenges and implement necessary improvements. * Adopt universal design: From product packaging to online interfaces, adopt a design philosophy that considers the diverse needs of all customers. Universal design benefits everyone and creates a more positive overall experience. * Transparent communication: Be transparent about your commitment to inclusivity. Communicate the steps you are taking to improve accessibility, both internally and externally. This fosters trust and demonstrates your dedication to positive customer experiences. Remember, creating a truly inclusive business environment not only improves the lives of disabled people but also enhances the overall customer experience for everyone. It's a win-win strategy that builds lasting connections and fosters brand loyalty. #InclusiveBusiness #CustomerExperience #AccessibilityMatters

When flying United Airlines this week, I had an incredible experience that melted my heart. When the flight attendant noticed my "Deaf" hat, she handed me a piece of paper with all the announcements written down. It included emergency information, aircraft type, lavatory locations, and standard details I’ve never been able to fully access before. She even personalized it by adding her name, the number of exits, and the flight duration. As someone who travels often, I’ve never encountered this before, and it moved me deeply. This thoughtful approach isn’t just beneficial for Deaf or hard-of-hearing travelers.. It’s also helpful for anyone who processes information visually or may not speak English as a first language. This simple yet impactful practice is a great model for all industries. Imagine implementing this at events, front desks, help centers, or anywhere human interaction happens. Accessibility can be transformational in ways that resonate far beyond the moment. I’m inspired to incorporate similar practices into our work! 💙✈️

Five-star service is never an individual act. It is the visible outcome of invisible systems done right. We often speak about brand promise, standards, and service excellence. Yet far less attention is given to the internal systems that support the people expected to deliver those standards flawlessly, every day. We ask our frontline teams to demonstrate empathy, precision, and consistency. But those qualities cannot be sustained in environments marked by unclear communication, reactive leadership, siloed departments, or processes that create daily friction. When service quality drops, it is convenient to label it a “training issue.” In reality, more often than not, it is a system issue. If we want our people to deliver five-star experiences, we must first give them five-star internal architecture: clear direction, aligned departments, consistent leadership, and decision-making they can trust. Service culture is not built by slogans on the wall. It is shaped quietly and relentlessly by the conditions people work within every day. And when those systems are thoughtfully designed, something important happens: professional behaviour becomes sustainable, excellence becomes repeatable, and service feels genuine rather than forced. This is also where leadership and ESG intersect. Respecting people’s time, effort, and professionalism is not a soft concept , it is operational discipline and dignity of work. Because sustainable service excellence does not come from demanding more from individuals, but from designing better systems around them. In the end, service consistency is not only a training outcome. It is a system outcome. And system design, whether intentional or not, always sits at the leadership level. #HospitalityLeadership #ServiceCulture #HotelOperations #LuxuryWithPurpose #PeopleFirstLeadership #SystemThinking #InternalExcellence #DignityOfWork Malaysian Association Of Hotels

What Corporate India Can Learn from Max Healthcare. I spent three days at Max Hospital, recently, and I must admit — it felt like witnessing a case study in service excellence and organizational culture. From admission to discharge, every process was seamless. Every staff member — from nursing to housekeeping — carried a genuine smile, greeted warmly, spoke politely, and delivered comfort effortlessly. It reminded me of my Jet Airways days, when we were trained on the fundamentals of world-class service: SGTG(Smile. Greet. Thank. Goodbye) What impressed me most wasn’t just the hospital’s medical care but the discipline, coordination, and consistency in how each department followed their SOPs. Every task, every gesture, every interaction reflected a deep-rooted service mindset. Here are some corporate lessons every organization can take from them: 1. Culture of care breeds excellence. When empathy is lived daily, service becomes exceptional. 2. Training isn’t a one-time event. Continuous refinement keeps people sharp and motivated. 3. SOPs build brand reliability. Consistency creates trust — and trust drives loyalty. 4. Leadership shows up in behavior. You can instantly tell when people love where they work. Max Hospital isn’t just delivering healthcare — they’re delivering an experience of care, comfort, and consistency that rivals international standards. A big shoutout and heartfelt thanks to the incredible team at Max Hospital, Dwarka. You’ve set a new benchmark for what true service excellence looks like in India. #Leadership #CustomerExperience #CorporateCulture #ServiceExcellence #MaxHospitalDwarka #JetAirways #LessonsInLeadership #OperationalExcellence #Gratitude

⏱️ 𝐖𝐡𝐞𝐧 35 𝐒𝐞𝐜𝐨𝐧𝐝𝐬 𝐌𝐚𝐭𝐭𝐞𝐫: 𝐀 𝐋𝐞𝐬𝐬𝐨𝐧 𝐢𝐧 𝐒𝐭𝐚𝐧𝐝𝐚𝐫𝐝𝐬 Japan’s railway operators are globally admired for their precision, accountability, and customer-first mindset. One remarkable example: 𝐉𝐑 𝐂𝐞𝐧𝐭𝐫𝐚𝐥 𝐫𝐞𝐟𝐮𝐧𝐝𝐞𝐝 𝐩𝐚𝐬𝐬𝐞𝐧𝐠𝐞𝐫𝐬 𝐟𝐨𝐫 𝐚 𝐝𝐞𝐥𝐚𝐲 𝐨𝐟 𝐣𝐮𝐬𝐭 35 𝐬𝐞𝐜𝐨𝐧𝐝𝐬. To many, this may seem excessive. In Japan, it reflects something deeper, a culture where responsibility and service excellence are non-negotiable. Across operators like 𝐉𝐑 𝐂𝐞𝐧𝐭𝐫𝐚𝐥, 𝐉𝐑 𝐄𝐚𝐬𝐭, 𝐉𝐑 𝐖𝐞𝐬𝐭, 𝐚𝐧𝐝 𝐉𝐑 𝐊𝐲𝐮𝐬𝐡𝐮, delays are rarely more than a few seconds. And when they happen, they are taken seriously. Not because customers demand it but because standards demand it. Japan’s rail system, including the iconic 𝐒𝐡𝐢𝐧𝐤𝐚𝐧𝐬𝐞𝐧, has become a global benchmark not due to technology alone, but because of: ✅ Relentless attention to detail ✅ Ownership at every level ✅ Respect for customers’ time This level of discipline reminds us that true excellence isn’t about reacting to failure, it’s about preventing it, measuring it, and taking responsibility when it occurs. 𝐖𝐡𝐚𝐭’𝐬 𝐦𝐲 𝐭𝐚𝐤𝐞? 👉 This is a powerful lesson for any industry that serves people at scale. I believe that “going to the extra mile” is to do things that most people won’t choose to do. That’s service excellence!

You don’t build excellence by giving a better speech—you build it by designing better systems. That idea runs against a lot of leadership instincts. We love motivation. We love the rally cry, the offsite, the keynote that gets people fired up. And motivation matters… for about five minutes. But excellence—the kind that lasts, scales, and survives leadership transitions—doesn’t come from hype. It comes from engineering. That’s something Walt Disney understood deeply. Disneyland didn’t become exceptional because Cast Members were more inspired than everyone else. It became exceptional because excellence was intentionally designed into the experience. Here are five practical ways you can engineer excellence—without relying on constant motivation: • Design the Environment to Support the Behavior Disney didn’t just tell Cast Members to be friendly—he designed spaces that made friendliness the default. Clear sightlines. Intentional guest flow. Backstage areas that reduced stress. If your people need constant reminders to do the right thing, that’s not a motivation problem—it’s a design problem. Ask yourself: Does our environment make excellence easier or harder? • Build Standards That Remove Guesswork At Disneyland, excellence isn’t subjective. There are clear standards for cleanliness, guest interaction, safety, and storytelling. People don’t guess what “great” looks like—they’re trained into it. Leaders often say, “I trust my team to figure it out.” Trust is good. Clarity is better. Excellence accelerates when standards are obvious and shared. • Engineer for Consistency, Not Heroics Disney didn’t want great days only when the best Cast Members were on shift. The goal was consistency—every guest, every day. That meant systems, processes, and redundancies. If your organization depends on heroic effort to succeed, you don’t have excellence—you have burnout waiting to happen. Engineer systems that produce good outcomes even on average days. • Train for Judgment, Not Just Tasks Disney training wasn’t only about what to do—it was about why it mattered. Cast Members were taught how to make decisions aligned with the guest experience when the script ran out. Executives often over-index on procedures and under-invest in judgment. Excellence shows up when people know how to think, not just what to execute. • Treat Excellence as a Design Discipline At Disney, excellence was never accidental. It was reviewed, tested, refined, and protected over time. Details were debated. Trade-offs were intentional. Many organizations talk about excellence as a value. Disney treated it as a discipline. The question for leaders isn’t, Do we value excellence? It’s, Have we designed for it? Motivation can spark effort—but only engineering sustains excellence. Where are you still trying to motivate what actually needs to be designed? The Walt Disney Company Disneyland Resort Walt Disney Imagineering Walt Disney World Disney Institute

I’ve seen this more times than I can count. A company puts serious money into making its products and website accessible. The intent is good. The investment is real. And then everything falls apart at the very first customer interaction. A blind customer calls for support. The agent doesn’t know how to help. Confusion. Awkward silence. A lost sale. A lost customer. And probably a story that spreads through their network - family, friends, caregivers, community. 73% of customers switch to a competitor after a few bad experiences, and more than half do it after just one (2025 CX Trends, Zendesk). And when customers feel understood, they reward that trust. 43% of loyal customers spend more (NerdWallet Small Business). The disability community isn’t a small corner of the market. It’s 16% of the global population (World Health Organization). Or 1 in 6 of us. That’s a lot of people and buying power lost if the first point of contact fails. Even worse, ADA complaints can show up, and bad experiences spread fast. What shocked me most? How little guidance exists for training support teams. A business owner or HR lead searching for practical advice finds… not much. A few scattered articles here and there. Nothing that really walks them through it in a practical way. But it doesn’t have to be complicated. There are clear, useful steps that make a big difference: ➡️ Start with language. Teach your team about person-first vs. identity-first language. But more importantly, encourage them to just ask people what they prefer. A little respect goes a long way. ➡️ Show them how to communicate with customers who are deaf, blind, neurodiverse, or have speech differences. That might mean using alternate formats, interpreters, or simply slowing down and writing things out. ➡️ Make sure they actually know your company’s accessibility options, both physical and digital, and can guide customers in using them. ➡️ Don’t stop at slides and checklists. Bring training to life: role-play, real scenarios, feedback from people with disabilities. As you can see, it’s not just about creating a perfect script. It’s about giving your frontline the tools to make every customer feel like they matter. Because they do. I’d love to hear your stories (good, bad, or ugly) about customer service accessibility. Sharing this helps us all learn. #DisabilityInclusion #CustomerExperience #InclusiveCustomerService #AccessibleCX