One of the questions that's often discussed and debated in the field is what differentiates an exceptional customer service experience from a mediocre one.

And if the experience involves a live service provider, what separates an outstanding provider from a typical one?

If you've been reading this blog for any length of time, then you already know my thoughts about job function and job essence. This concept seems to make its way into any of my posts that bemoan the prevailing tendency to receive average customer service.

In this post, I'll begin with the difference between job function and job essence (exceptional customer service should always start with this discussion) followed by four other distinctions that separate exceptional customer service from the bland and ordinary service that you and I, as customers, typically receive:

1.   Function vs. essence.

Most employees do not recognize the difference between their job functions (the duties associated with their job roles) and the essence of their jobs, their highest priority (which, for employees at most companies, is to create a delighted customer). There are several reasons for this. Read about them here.

2.   Mandatory vs. optional.

Job functions tend to be transactional. They are also required—employees must perform job functions. This explains why many customer service experiences are described as process-focused and transactional. Delivering exceptional customer is optional. It requires a deliberate choice by the service provider. This explains why you and I, as customers, seldom receive exceptional customer service.

3.   Obligation vs. opportunity.

Employees are obligated to perform job functions that are mandatory. They don't have a choice. It's what they were hired to do. Just read their job descriptions—it's all right there. These same employees, however, have an opportunity to display optional job essence: express genuine interest in customers, convey authentic enthusiasm for serving others, provide pleasant surprises, etc. But these opportunities are most often squandered in the name of operational efficiency or some other management priority.

4.   Results vs. relationships.

Mandatory job functions that employees are obligated to perform yield results that are measured and scrutinized by management. If employees do receive feedback on their job performance, it generally involves these results. Optional job essence that employees have an opportunity to display, develop relationships with customers that inspire loyalty, repeat purchases, and enthusiastic referrals.

5.   Cost vs. (little or) no cost.

Mandatory job functions that employees are obligated to perform in order to achieve certain results require compensation—this is what they're paid to do. Optional job essence that employees elect to display in order to develop relationships with customers cost (little or) nothing. There's no added cost for a service provider to smile, offer a sincere and specific compliment, or share unique knowledge.

A typical manager's routine involves job functions, mandates, obligations, results, and costs. It's no wonder customer service tends to be transactional and uninspired.

What's needed is a different approach—one that reinforces job essence, options, opportunities, relationships, and recognizes that it costs no more to smile and greet customers than it does to ignore them.

I welcome all questions, comments, bouquets, and brickbats.

Steve Curtin is a customer service, training, and public speaking enthusiast based in Denver, CO. 

www.stevecurtin.com