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One of the challenges when you talk about measuring service is that there are many different methods and survey formats and questions and metrics and assessment scales, but fundamentally, what most of them are asking is this question. “How did we do?” “Are you satisfied, not satisfied, very satisfied?” “Will you come back again?” “Will you refer us to somebody else?” “Will you buy?” In other words, it’s all about evaluating “How did we do?” And so you end up gathering a lot of data and then you look at the trends from this quarter to the next quarter or this month, the next month or this year to next year. But ultimately, what is the purpose of all of that data? It’s to figure out what you should be doing that you’re not yet doing. So, rather than asking the question, “How did we do?” “How did we do?” “How did we do?” from which you have to deduce what to do next, one of the ways that leaders can measure service on an organizational scale is by asking customers the question, “What should we do?” “What could we do?” “What do you want us to do?” “What are we doing now that you absolutely want us to continue?” “What are we doing now that you’d like us to stop?” “What are we not yet doing that you would like us to do and you would value and appreciate if we do it?” So, the first component there in measuring service on an organizational scale is- what are you measuring? Are you actually just tracking what people think about what you’ve already done? Or are you engaging, inviting and accumulating input about what your customers want you to do? Then the second form of measurement is how many new ideas are your people coming up with to actually make that happen? How many of those ideas are actually being implemented? And then what was your customer’s experience? What is their response from the implementation of new actions and new ideas which are dedicated to and designed to create new or added value?