[The following article appears in the May 1995 edition of
_TQM_in_Higher_Education_, pages 2 and 3.]

              PROVIDING LEGENDARY SERVICE

Kathy Cleveland Bull, Associate Director, Housing, Food Service,
and Events Centers, Ohio State U.

     Outstanding service organizations, those known for
"legendary service" - service that consistently exceeds
customers' expectations - share many fundamental approaches to
service issues. However, each organization customizes its
systems, structures, management styles, and employment practices
to reach its strategic goals.
     Legendary Service was developed by Ken Blanchard (author of
The One Minute Manager) and associates at Blanchard Training and
Development in 1989.
     It's an attitude that's based on the concept of exceeding
the expectations your customers have of any of your services or
products.
     The concept also has relevance in higher education. We've
used it in admissions at Ohio State U. When the offices of
admissions and financial aid merged, we trained all employees -
approximately 300 - in a 12-hour program on the 10 fundamentals
of Legendary Service.
     The word of our "little transformation" has spread and the
development office, the alumni association, and others have used
Legendary Service training and concepts as a first step in
introducing total quality to their staffs. One reason: it's
presented in a very logical, easy to understand format-and it's
fun.
     Legendary Service is achieved through the practice of 10
fundamentals. Notice the emphasis on TQM principles.
1) Commitment to Service
     Achieving legendary service means that every employee in the
organization must work to exceed customers' expectations to the
point that those customers are willing to communicate that to
others.
2) Allout Recovery Strategy 
     When customers perceive that the service they've received is
less than they expected, those organizations that make a
"proactive, hassle-free effort" to make it right will communicate
that the organization cares, is sensitive to the customers'
needs, and will stand behind it's product or service-no matter
what.
3) Continuous Improvement
     Effective service is the collective effect of dozens of
small improvements at every level in the organization. Success is
measured by continuous improvement in all areas including
productivity, human resource development and reduced costs 
4) Listening
     Service professionals spend a great deal of time determining
customers' needs and expectations as well as solving their
problems. These individuals are the primary source for developing
and updating specific customer-information systems. 
5) Facilitate the Changing Role of Management
     Most often, frontline staff aren't the roadblock in
improving service. Often these customer service efforts fail
because of management's unwillingness to change systems,
eliminate inflexible policies and procedures, and spend time on
customer-related issues.
6) Define the Playing Field
     It's tough to play the game when you don't know the rules or
how to win. That's why many employees respond uncertainly when
faced with a new problem. Management must clearly define
direction and parameters that outline the limits of
responsibility and decision-making for frontline staff.
7) Provide Autonomy
     Does your institution ask its employees to "park their
brains at the door?" Legendary Service requires that
organizations replace "rules" with the goal of decision-making by
frontline staff within well-established parameters. This requires
trust, information sharing, and a commitment to continuous
improvement.
8) Measure!
     The customer's opinion is the most valid measure of the
quality of the organization's service. Responsibility for
measuring and demonstrating continuous service improvement should
be focused closer to the individual providing the service.
9) Provide Accountability
     Who's responsible for improving customer service at your
institution? And what consequences are there for those who fail
to achieve improvement goals? If all employees were held
responsible for influencing customer perception, then customer
service would not be viewed as just a management fad "du jour."
10) Celebrate!
     Celebrate often and make the celebrations sincere and
spontaneous-not simply the introduction for another productivity
push. Celebrate those who consistently demonstrate improvement.
     Now we all speak the same language and have a common culture
of excellence. People come to work more excited about their jobs,
knowing they have a real role in the show. Most importantly,
however, our customers, students, their parents, and the
university community have noticed our transformation and have
provided us positive feedback.

     For more, contact: Kathy Cleveland Bull, Associate Director,
Housing, Food Services, and Event Centers, 630 Lincoln Tower,
Ohio State U. 1800 Cannon Drive, Columbus, OH 43210; Ph:
614/292-0059, Email: cleveland-bull.1@osu.edu