The word "customer" evokes images of an individual standing at
a cash register, ready to fork over cash for a product that
she's just purchased.  This is an example of an "external"
customer.

Because of this perception of what a customer is, many people
working in corporate office jobs don't feel that
they deal with customers.  But almost every job has its
customers.  Coworkers in other departments, management, and
anyone else who you support by your daily work can and should
be considered customers.

They are your "internal customers."  And they want good
service.  They expect to be treated like patrons at a
restaurant, guests at a hotel, shoppers at a store. This
article will give you some service principles that will enable
you to delight your customers when working on a project with
or for them.

Principle #1 - Document & Share Your Action Plan

The first thing you should do when working on a project
involving an internal customer is to communicate, in writing,
what you are going to do and when you will be done.  This
helps customers understand all of the work involved in meeting
their needs and sets their expectations for what constitutes a
timely completion.

Principle #2 - Under-Promise & Over-Deliver

Imagine this:  One pizza shop promised to deliver your pizza
in 30 minutes, but actually delivered it in 40 minutes.
Another pizza shop promised to deliver your pizza in 45
minutes, but actually delivered it in 40 minutes.  Which pizza
shop would you be upset with?  Certainly not the one who
performed better than the expectations that it set.

When you communicate timelines to your customers, under-
promise.  Give them a date that you can not only meet, but
beat.  They'll think you're excellent when you over-deliver
(i.e., perform better than expected).  If you do the opposite
- over-promising and under-delivering - you'll quickly gain a
reputation of incompetence.

Principle #3 - Update Customers Regularly

When there is a significant amount of time between the
communication of your action plan and your completion of your
work, give your customers regular updates of your progress.
Without periodic communication, your customers will fear that
you have forgotten their needs.  Simply sending your customers
a brief weekly email will give them comfort in planning their
work while avoiding any impatient, ill-timed calls to you.

If you follow these three principles from the beginning of a
project and all goes as planned, you've provided excellent
service.  But what if things don't go as planned?  You could
have a customer relations disaster on your hands if you're not
careful.  Here are three more principles to help you handle
adversity when serving an internal customer.

Principle #4 - Express Concerns Immediately

Sometimes it may not look like you're going to meet a
deadline.  Don't avoid speaking with your internal customer,
fearing their wrath and hoping a miracle will turn things
around.  Be honest.  Give them time to plan in case things
don't turn around.  They may be upset that their project is
not on schedule, but their fury will be minor compared to the
anger they would feel if they found out "at the last minute"
as opposed to well in advance.  Assure them that you will
stay on top of the project to try to get it back on track.

Principle #5 - Don't Make Excuses

If something negative happens with the project, accept
responsibility.  Tell your customer what you are going to do
to minimize the impact of the issues.  Don't displace blame by
saying that your supplier is incompetent or that your boss
took too long to review your work.  People don't like to hear
about problems.  They like to hear about solutions.  So take
responsibility for whatever actions are required to satisfy
your internal customer.  Let them know you have something
personal at stake.

Principle #6 - Follow Up

After you've met the project goal, touch base with your
internal customer.  Find out how your work is affecting them
after the fact.  And ask them about your service.  It is
rewarding to hear someone compliment your efforts - it doesn't
happen too often for many of us!  Plus, their words may give
you ideas on how to improve your service for them and other
internal customers in the future. 

Charles Dominick, C.P.M., SPSM is the president of Next 
Level Purchasing, Inc.  Next Level Purchasing administers 
the SPSM Certification Program.  For more information on 
the SPSM Certification Program, please visit 
http://www.NextLevelPurchasing.com/spsm.html