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By David Taylor, 31 March 2004 14:00

COMMENT In my view, there are ten key features. In order of priority

1. People at the frontline must be able to make the decisions they need to, to delight customers.

Warning sign: somebody in customer service on the phone to seek permission to help a customer, with that customer right in front of them, hearing every word!

2. Everything in your company is geared towards customer service.

You therefore value people, inspiration and motivation very highly – it will be your people’s passion and persona that will determine, in your customers’ eyes, if you are a trusted company.

Beware: especially in shops, overheard discussions about how appalling the company is to work for (and don’t tell people not to do this or they will do it all the more. Motivate them).

3. Company hierarchies must be accompanied by clear ownership statements – 'The buck stops here'. Organisational charts are pointless if there is no indication of who does what.

4. You make fast and true decisions. Put a time limit on the decision, and then take it with the information you have, closing off all other options and possibilities.

5. Everyone in the company knows the big picture, where they fit in and how they play apart in overall success. Know where you are going and what you are about, and share it with everyone, that’s everyone. This is the best way to put an end to ‘us and them.’ And ban terms such as 'back-office'. There is no such thing.

6. Know where the knowledge sits, and moves around. It’s inside people’s heads, and people walk around, and walk away. Do a quick survey of your people; when you want to find something out, who do you go to? You will be amazed by the small number of people who hold all of the knowledge. These people are critical to you and your future.

7. People from head-office spend time on the front line. Tesco do this regularly, and with outstanding results. A senior manager will be a shelf-stacker for two weeks; the HR Director will go on the tills to pack customers’ bags. It is a powerful way to understand what your company actually does, and what is going right and wrong.

8. Use email replies to best advantage. Avoid 'reply to all' as much as you can. Set up a central email depositary to copy to, which can be visited by your peers to see all emails that have been sent.

9. Be as flexible as you can about the needs of your people.

Show understanding after a bereavement, extend maternity leave by the new mother working from home, and be as flexible with working hours as you can. This kind of trust and flexibility will result in people working harder and you will get a massive return for showing you value your people.

10. Understand that you are all totally dispensable

Oh dear – major decision to be made and he/she is on holiday – don’t let it happen. And if you as a manager/supervisor/whatever believe that your true value lies in you being indispensable, consider an alternative. Your true value, your talents and strengths, your success now and in the future, lies within you, not with a job you happen to be doing, right now.

Don't believe me? Fine, make yourself indispensable. These days it’s the fastest way to being dispensable, because people who think they are, and tell others they are, usually aren't.