Sep 20

Exceptional customer service is not complicated.

posted 7:00 AM Sep 20, 2012 by SuperStarSaver under Culture


Some of us have forgotten that what customers really need is service. Simple, great service. A need met, perhaps anticipated, and hopefully exceeded. That is what I believe businesses should consider putting at the top of their priority lists. The simple understanding – particularly for those of us in the service industry – that customer service is about recognizing the basic needs of people, your customers.

Customer service isn’t a strategy. And it certainly is not the sole responsibility of customer facing employees. That includes call centres, operations associates, social media teams and in our case at ING DIRECT, cafes. At the very core, customer service and the experience a customer gets must be a part of the “why” of an organization – and fundamental to its DNA, values and culture. If this is so, then it will filter through all areas of the business and right through to the customer.

As a customer, have you ever been on the receiving end of a disappointing phone call, email or in person visit? We all have. So we know the difference between great and terrible customer service. In many ways we are all experts in this area and this is what I remind all of our employees at ING DIRECT. To have the courage to really listen, to empathize, to make exceptions and especially, to learn – that is what people remember.

So we keep it simple. No scripts. No fancy talk or words people don’t understand. Just associates empowered to genuinely listen to the needs of the customer and provide simple solutions. This also means simple products, easy access to online and mobile platforms and great design. Those are the elements that create a climate where great experiences can happen.

We developed a program for employees who interact with internal and external customers called ‘deliver the wow’. It teaches problem-solving strategies for complex client situations and it imparts insight on how to surpass customer expectations and build long-term loyalty within and outside of the organization. We believe it’s about the customer service experience, from the inside out.

There is little customers talk about more than a pleasant surprise. I know this when I find myself on a call with a customer, or tweeting them back or answering their emails in the evening or on the weekend. It’s a simple thing to do, to acknowledge someone’s concern or question and find ways to help. Those are the interactions – whether you’re a CEO or not – that build enviable brand loyalty.

I’ve been particularly proud of our team in the area of customer service, which is why I was thrilled that JD Power independently reviewed and ranked ING DIRECT as having the highest in customer satisfaction with retail banks in Canada in our segment. It’s a true testament to the magic our culture has which seeps into our products, experience and customer interactions.

Exceptional customer service doesn’t need to be complicated. Here are some insights that have helped ING DIRECT become truly customer-centric:

Empower employees and get out of the way. Once you’ve defined values and aligned employees, distribute power, get out of the way and allow for mistakes to happen.

Involve the customer. Nothing fuels innovation more than having customers involved in defining solutions. Ask for feedback. Get them involved and adapt your products accordingly.

 Keep things simple. Remove all jargon, complexity and confusion. Customers love experiences filled with ease, great design and efficiency.

Remember that we are all human beings. People want to be heard. So be real. Listen. Learn. No two customers are alike.

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Sep 4

A look forward

posted 3:22 PM Sep 4, 2012 by Peter Aceto under Culture, Leadership


As you now know, ING Group reached an agreement to sell ING DIRECT Canada to Scotiabank. You can read the official press  release or watch my interview with BNN for more information.

It has been fascinating to go through this process for the last few months. With so much to consider, of most importance to me, has been the effect this has on our employees and our customers. I have always believed that change is most often a good thing. But I’m aware that change can certainly be frightening for some.

15 years ago, ING DIRECT set out to challenge the way Canadians think about banking and show with action and advocacy the role a bank can play in society. We set out to help Canadians live better lives by providing a different way of banking that would allow us to offer great value for their hard-earned money and a level of service that had not been delivered before. We built a team and a culture that would allow this to continue day after day, month after month and year after year.

That’s the essence that makes ING DIRECT so special, and it has certainly left a mark on a great many Canadians and our impact is increasing daily. We know this because our loyal customers tell us every day – and Scotiabank knows that too. That’s why they have committed to preserving everything that our employees and customers have come to love about ING DIRECT.

I have had the opportunity to have several lengthy discussions with Scotiabank’s senior leadership who clearly indicate that ING DIRECT will operate separately, as a wholly-owned subsidiary, as we do today. Imagine, exchanging one shareholder for another – a swap, one ING Group for one Scotiabank. We will continue to deliver what Canadians have come to expect from us: excellent service, simple, transparent and innovative products, and great value. Same promise as before.

Because ING Group is a global bank, they don’t want anyone else using their name. Other than Donald Trump and Richard Branson’s Virgin name, few companies make a business out of licensing out their name. So, in 18 months our name will need to change. So will our logo. And in as much as I love the color orange, I always had another secret favourite, purple! My point is, it really doesn’t matter what our name is. Ok, it matters to some degree, but what really matters is that we understand what customers want by listening to them, that when we make promises to customers, that we deliver on them. This is what we plan to continue to do and with Scotiabank standing behind us, we think there is a great opportunity to spread the word faster among Canadians and offer a few more ‘orange’ products and features that Canadians have been asking for.

All of the ING DIRECT employees are passionate about what we have been doing for the past 15 years and the team is excited to continue driving the ‘orange’ program forward. When the sale is completed (it is subject to regulatory approvals), the ball will be in the hands of Scotiabank. They however have been quite clear that ING DIRECT won’t change a bit. You will really appreciate this advertisement to all of our customers from Scotiabank which clearly demonstrates how they would like to proceed.

It would be foolish to change a business model that has worked exceptionally well for 15 years and is particularly well suited for the way Canadians will do much of their banking in the future. We are looking forward to what we can provide our customers and our employees now and in the future, to innovate and build on our strengths, while being owned by a strong Canadian parent company that is committed to maintaining what has made ING DIRECT special.

Today is a very exciting day. It’s a day to look forward and to embark on the next chapter of a very exciting future for everyone who has come to love ING DIRECT. Change has an unfavourable reputation at times. But it shouldn’t. Change is necessary, to keep us moving, to keep us growing and to keep us inspired.

Thank you all for your support, always.

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Aug 22

Breaking down the CEO stereotype

posted 7:00 AM Aug 22, 2012 by Peter Aceto under Culture, Leadership


When you hear of CEOs, you’re probably inclined to think of perks and corner offices. You might also consider the adjectives “greedy, aloof, and egocentric”. While in some cases this is warranted, I wonder about how much we like to glorify the role of a CEO.

For centuries we have been intrigued by the idea of power. We see the stereotype portrayed in bestselling books and movies. And countless studies have certainly supported the belief that people in power are created equal. In fact, I just recently tweeted a fascinating infographic about the anatomy of a CEO. Apparently male CEOs are likely to be called Peter, Bob or Jack. Well, thanks mom for the foresight!

Winston Churchill said: the price of greatness is responsibility. That is what I believe is the true essence of a CEO – the responsibility to your employees, customers, community and shareholders. Yes of course, being a CEO gives you the platform to affect change, to make something happen that you otherwise didn’t have the ‘power’ to do before. But it is the responsibility that is of most value. Nothing is pre-conceived and there is in fact a long road to earning that responsibility.

On my very first day as the CEO of ING DIRECT in Canada, I decided to walk around and say hi to everyone. On that day I was wearing a pair of skull and cross bones orange cufflinks, which I thought were very cool, however the reaction I received from a particular colleague, was an eye opener. “Are you here to rape and pillage everyone?” she said. Those were her exact words. Almost five years later, we both still laugh about that encounter. I appreciated her honesty, but I quickly realized that no matter your personality, or fashion sense, people’s natural reaction to the presence of a CEO is often anxiety.

Striking fear was not the way I wanted to lead. So what became of most importance to me was building trust. And of course breaking down the stereotypes. I do not have an office nor does anyone else in our company. There are no walls and anyone can pass by and say hello. I often sit in the call center and take customer calls, I park where there is a spot available and I really enjoy having lunch with whomever is in the cafeteria.

At the office, we are all associates. We lead without titles – in fact you won’t find titles on our business cards. We have fostered a culture that mirrors who we are as a business. How we act on the outside, is exactly who we are on the inside. We are transparent, honest, and approachable and we speak in a language that people can understand. This, in my opinion, is the future of business.

A year into my new role, the fact remained that our employees did not choose me. Being appointed the CEO by a board of directors or shareholder does not make you a leader, but leading is a CEO’s primary responsibility. I wasn’t interested in the glorification of the title – I wanted to be of service and be an agent of change. With my personal values guiding me, I was prepared to leave my position if our employees weren’t inspired by my leadership. So I sent a company-wide email letting employees know that it was now their turn to choose and that I would only stay if they wanted me to. And so they voted!

It was a very important moment for our culture. It solidified my relationship with our employees and inspired me to pursue the type of leadership I believed in. I felt empowered and fueled by the confidence that I had now earned the trust of my colleagues.

Trust plays a crucial role in the success of a business. And Stephen M.R. Covey believed this. He wrote a book called Smart Trust to highlight how leading companies that have built high-trust relationships with their employees and customers, consistently outperformed non high-trust companies up to three times. It was a wonderful compliment to be included in the book, and exceptionally important that he wrote it.

The typical stereotype of a CEO will continue to make headlines. But as the world changes we need to document better examples and inspire other leaders to take themselves off the pedestals, break down the barriers and tip the scale in the other direction. Whether CEOs are born or made has little significance. It is my firm belief that you are measured by the responsibility, honesty and integrity in which you lead.

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Aug 7

Some Thoughts on Recent Developments

posted 9:45 AM Aug 7, 2012 by Peter Aceto under Savings


I have shared numerous thoughts in the past few years through my DIRECT TALK blog, and as you’ve come to expect, I believe in authentic communication. Many of you heard the news that ING Group in Holland is reviewing their strategic options for us here at ING DIRECT Canada.

Please understand that because of various legal and regulatory requirements I am not permitted to say very much beyond what was shared in the press release issued by ING Group. I can tell you that no decisions have been made at this point. However, what remains absolutely the same is our commitment to our clients and employees.

ING DIRECT was created 16 years ago to challenge the way Canadians think about their banking, to help Canadians simplify their financial lives and to be an example of the role a bank can play in society.  We have always stood beside our clients to help them live better lives. Our employees and I are dedicated to this vision and regardless of the choices our shareholder is considering, this will not change. In the meantime, our clients will continue to receive the same great service, great products and great value they have come to expect from us.

On the road to success all businesses need to continuously evaluate where they stand as the world changes around them. The fact of the matter is that our world is constantly changing – things can be unpredictable. I have come to learn that there’s a real power in uncertainty. Although our intellect wants clarity and certainty, it is always uncertainty, change, even anxiety that are a primary source of creativity and from where new opportunities are borne.

Bill Gates once said: “Success is a lousy teacher. It seduces smart people into thinking they can’t lose.” And he’s right. You can’t get comfortable – because innovation peaks when we have the courage to let go of certainty. It is not always the strongest who win, nor the most intelligent. Those who are best able to adapt to change will win in the long run.

As the leader of ING DIRECT in Canada, my commitment to our employees and clients is that as information becomes available and I am able to share it, I certainly will. Thank you all for your support, yesterday, today and tomorrow.

 

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Aug 1

The rise of entrepreneurs

posted 9:00 AM Aug 1, 2012 by Peter Aceto under 221 Yonge



 

If you’ve been climbing the corporate ladder, you might want to stop. Or at least re-examine your approach. With the surge of entrepreneurs and independent contractors, it’s become evident that the road to growth is no longer linear.

Businesses today are created at a much faster rate than ever before. Technology has made it easier to innovate and scale rapidly. There’s also an increase in confidence – that I’m particularly excited about – among individuals who want, even demand, and can actually create a new alternative future for themselves.

Moving down one prescribed path is an old way of thinking. In fact, the days of employees staying with one organization for an extended period of time are long gone. Today we might consider that odd or concerning. Who does that anymore? Wait, I did. Let me explain.

I began my career with ING DIRECT 16 years ago. I was in fact the 8th employee. But in all those years, I have re-invented myself and the roles that I took multiple times. That is why I’m still here. And why many of our employees have decided to stay. We are built with an entrepreneurial mindset that remains part of our DNA 16 years later. It allows us to dream big and take risks. It’s a mindset we fight to keep as our business grows.

Taking risks is crucial. Not just for businesses, but also for individuals. Some of my proudest moments as a CEO are when I have asked our leaders at ING DIRECT to take on roles they never thought they’d succeed at, only to witness them exceed all expectations. It always seems impossible until it’s done – a profound statement by Nelson Mandela that seems to sum up the spirit of entrepreneurs, or anyone who stepped out of their comfort zone and succeeded.

We are often limited by fear. Taking risks is absolutely scary. But without the willingness to stretch, to make mistakes, we will settle for mediocrity. Sure, we might fall, but nothing will allow us to leap forward faster than failure. There is success in failure, and that is learning. I learned this lesson early during my first entrepreneurial venture when a buddy and I decided to start a summer eavestrough cleaning business. We made a ton of mistakes, a little bit of money, learned a great deal and most importantly, we had a lot of fun!

I have always enjoyed variety in my work life. I believe I have a natural entrepreneurial spirit, and I’ve been fortunate to have been able to apply it in the many roles I took on throughout my career.  Many lessons have been learned and I’m looking forward to sharing more thoughts on the topic over the next few weeks in subsequent video blog postings.

Entrepreneurs choose a harder path than most. Instilling this mindset in large organizations is far from easy. But here’s the thing, the rise of entrepreneurs is a trend that’s not going away. You have to be pretty clear about how things work today. While it’s important to have specific skills, I urge and support our employees at ING DIRECT to keep adding to their toolkit, and to collect experiences. I believe in this trend, and I am inspired by the many ideas that we see on a daily basis at Network Orange, our facility in downtown Toronto that we created to support local entrepreneurs.

With an Orange culture that is fuelled by innovation, collaboration and corporate values, we feel these principles drive positive change and make a difference for individuals, communities and the world. This is why we created Network Orange where independent business people from various industries come to work on their ideas as part of a unique community. We have been able to learn, listen and be inspired by the many wonderful ideas that some very smart people create.

As you will see in the video I shared here, I recently met with the team from Raise5 who are part of the Network Orange community to learn more about how they’ve managed to connect the world through philanthropic efforts – an extremely interesting and moving startup idea that has earned them tremendous recognition.

There are many other entrepreneurs at Network Orange who have achieved great success. Some of them are:

HealthAware: created by Nikolai Bratkovski to help anyone find health professionals and book appointments online. Nikolai has made big strides in expanding his reach within subscribers and physicians who use the service.

thirdocean: created by Karim Kanji & Carolyn Van, a social media management agency that have in fact been Network Orange tenants since day one. thirdocean hosts several technology related events and seminars that have elevated their brand within the industry.

Knight Bishop & Queen: created by Emery Bishop is a marketing and web2.0 consulting company that has doubled in size since October 2011. They have in fact purchased a second office close to Network Orange and founded a nonprofit organization under the strength of KBQ’s success.

It’s never been more exciting to be an entrepreneur or to be accepted as one. There are many more wonderful ideas dreamed, created and established by those of us who believe in the possibility of investing in what we love to do. But ultimately, those among us who are determined to see things through are the ones that will set themselves apart from the rest.

 

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