My wife and I were recently in Annapolis, Maryland for our son's induction into the United States Naval Academy's (USNA) Midshipmen Class of 2018. While visiting #NavalAcademy, we also took time to tour national monuments in nearby Washington, DC. We have done the D.C. tourist thing before; however, this visit took on a special meaning given the path our son is now on.
The Academy's approach to all activities associated with what is known as Induction, or "I- Day" were models of efficiency. Each was designed to meet the needs of the Academy, the incoming class of 2018, parents, and ultimately the entire citizenry of the United States. It is not a far stretch to say this is the "ultimate target market" to satisfy when it comes to delivering an exceptional customer experience.
After returning home and reflecting on the days spent in Annapolis, I was blown away by the degree to which the Naval Academy succeeded in meeting and, on occasion, surpassing expectations. It was evident that Vice Admiral Michael H. Miller, the Academy's Superintendent, and his team clearly understood what it takes to run a successful operation. They also knew how to address the needs, as well as concerns, of their diverse constituencies.
As some may know, I am an admirer of the book Raving Fans by Ken Blanchard (#KenBlanchard) and Sheldon Bowles. I highly recommend and view it as a "must read" in the field of delivering exceptional customer satisfaction.
I am taking the liberty of borrowing a few key concepts from the book, linking them to observations made about the manner in which the Academy approached its business during our visit.
Decide What You Want; Then Create A Vision of Perfection Centered On The Customer
It is comforting to know that our country's Naval Academy has a very clear view of their mission, a keen understanding of its institutional capabilities to accomplish this mission, as well as the expertise and resources required to execute all mission-critical programs. It was evident from every interface I had, that the Academy has a view of what "perfection" looks like when it comes to their day-to-day operations and meeting the needs of it various customers (the United States as a country, Midshipmen students, parents, etc.); furthermore, they recognize what can and cannot be compromised when it comes to meeting these needs.
A clear vision, disciplined execution of supporting programs, combined with clear communications of what customers should expect, ultimately helps ensure overall satisfaction. It also provides a framework within which potential changes in approach can be assessed to determine if these changes might add to or detract from the continual pursuit of service perfection.
In its quest to deliver service excellence, every organization should ensure it has a clear understanding of itself, i.e., "what it wants". The U.S. Naval Academy definitely knows.
Discover What The Customer Wants (Needs)
Information shared by the Academy's leadership team, as well as experiences during our time in Annapolis, proved that the institution consistently seeks out and is in tune with what its customers both need and want.
As concerned parents, the institution understood our need for detailed information regarding the journey our sons and daughters were embarking upon. This need was met in various ways, including detailed communications prior to induction day, induction day tours and briefings, as well as ongoing communications from the Academy via various channels including local parents clubs and social media (e.g. #USNAAlumni; #USNAParentCommunity; USNA Parents Club of Georgia).
The Academy' leadership also made it a point to give Mothers special attention. They understood the assurances all parents, but especially Mothers, want to ensure their children will be okay; therefore, in addition to what activities our sons and daughters would be engaged in over the coming weeks, we were given information on when communications could be expected from our children. This was most welcomed and satisfying indeed.
I found it interesting that while our need for information was being met, the Academy did a very good job of setting expectations. Related to the concept of "Decide What You Want", the Academy clearly articulated limitations imposed on interaction with our children during their summer indoctrination period. This was very much in line with their clear understanding of what is required to accomplish the Academy's mission for all stakeholders.
As in business, we can't be all things to all potential customers. In some cases, the needs of some may be beyond the scope of what can be successfully delivered within the framework of the organization's definedmission.
I am happy to say that as far as I know, the entire U.S. Naval Academy Class of 2018, 1,192 strong, is still whole and no "customers" have been lost due to a misalignment of customer needs and expectations (smile). Kudos to the U.S. Naval Academy for understanding their purpose, understanding its broad customer base, and seeking to always set expectations appropriately.
For multiple reasons, I found it appropriate that the Academy's Induction day and our resulting trip to Annapolis occurred close to the 4th of July holiday. The timing served as a reminder of the service and ultimate sacrifice made by many to afford us an opportunity to pursue our dreams on an individual or collective basis.
It made me think that if we could only keep in mind the service many gave that allows us to exercise our freedoms, pursue prosperity, and help others, we all might do a better job in delivering exceptional customer service to those we seek to serve.
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| USNA Class of 2018 Oath of Office Ceremony |
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