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Step Four

Start small. Iterate Fast.

 

With partner, platform, and priority aligned, the question was “How?” How to move the needle on quality customer service? How to inspire a culture around a new set of ideas? How to educate and activate each layer of a massive organization?

To get to the answer, Buhl commissioned his Learning & Development team to work with Frontier to develop a custom training program that would raise the baseline level of customer service across the entire North American region. That’s where Frontier’s portfolio of resources came in. The Frontier Academy team built a custom curriculum focused on customer service behaviors inside Kuehne + Nagel’s context. Frontier’s media team leveraged their production studio to create videos and animations to demonstrate mindset and skill adjustments. Soon thereafter, Frontier’s publishing practice began building guidebooks and story-based resources to support ongoing change.

The common denominator: intense collaboration. Cliff Goodman, Kuehne + Nagel’s National Learning & Development Specialist, jumped in at the beginning of the effort and recalls the back-and-forth dynamic. “We worked together every step,” he says. “I’ve worked with a lot of consulting firms, and the standard mode is often to come in from the outside with vague best practices, abstract models, etc. That’s the opposite of Frontier. We crafted this together. And that’s what made it work.”

 
 
I’ve worked with a lot of consulting firms, and the standard mode is often to come in from the outside with vague best practices, abstract models, etc. That’s the opposite of Frontier. We crafted this together. And that’s what made it work.
 
 

To ensure it would, in fact, work, Buhl’s team coordinated with Frontier to set up a series of pilots — test runs in target offices that would measure the fit and relevance of material to the business. The resulting adjustments, tweaks, and rewrites ensured the final training product had the best chance of sticking.

And stick it did. One office after another. From managers to supervisors to operators. From 100 employees to 200 to 500 to 1,000. From the U.S. to Mexico to Canada. From direct instruction to train-the-trainer to online resources. The training experiences and media elements passed from branch to branch — each instance better than the last.