Ask any business unit manager or HR representative who has been exposed to the customer service training and resources, and they’ll tell you a similar story: Teams are focusing better, working harder, and sharing stories — both good and bad — of efforts to deliver what customers need and want. What Buhl started is continuing to expand. “Transformation isn’t an overnight phenomenon,” Harings says. “Since we began the work on the KN Behaviors, we aimed to start a fire, stoke the kindling, and invite others to add to the flame.”
Tatiana Yashina, Export Manager for Seafreight in Jersey City, is a case in point. Seven months after she experienced the customer service training, she worked with Frontier to develop additional custom materials for her team, specifically addressing their needs related to email conversations. The resources they developed together became ready-made templates for operators across the region — and around the world.
“Our days are incredibly busy,” says Yashina. “Knowing we have a resource to turn to, and the permission to turn to them — that makes the change initiative seem real, and worth doing. My team is seeing results in their interactions with customers, and I’m seeing changes in how they interact with each other, too.”
That Yashina works in Seafreight is not a coincidence. Soon after the customer service initiative gained traction in North America, the largest business unit of Kuehne + Nagel began in earnest its own customer service initiative — which means Seafreight managers like Yashina received resources from two directions: HR and the business unit. Yet all of it was powered by the tools of Frontier, and all of it fit together in a mosaic of challenge and support.