On Mon, 27 May 2013 10:20:50 +0100, Roland Perry put finger to keyboard and
typed:
>In message <0AEot.50952$An5....@fx08.am4>, at 09:12:44 on Mon, 27 May
>2013, Brian Robertson <
br...@nospams.com> remarked:
>>I work in public transport, so I know that the British public get a raw
>>deal, but I also know that it is rarely the fault of front line staff.
>>The negativity shown towards the staff - with descriptions like
>>'gormless guard' and the suggestion that the conductor would have been
>>lynched many times over if he had tried to walk down the train - was
>>deeply unfair and shocking.
>
>The impression that the public have is that the staff are out of their
>depth when things go wrong, and struggle to cope with the situation. If
>articles like this cause the train companies to up their game when
>there's serious disruption, it's a good thing.
Yes, I agree. And even if the on-train staff have no power to make any
significant changes, they can still make a big difference by how they
behave. There is an art in delivering bad news in a way which minimises its
effect, and that particular skill is all too often absent in this kind of
situation.
Also, unexpected situations have a tendency to reveal previously
unconsidered issues that, with the benefit of hindsight, turn out to be
very important. For example, the question of how to provide adequate
ventilation to a train where either the power has failed completely or the
air conditioning itself is faulty.
>The Friday evening of a Bank Holiday weekend on a line like East Coast
>is exactly when the Train Company should have extra staff on duty (not
>just on the train but at stations and at HQ managing the flow of
>information and putting contingencies in place), because if things start
>to go wrong they'll escalate badly if not handled properly.
Indeed. It's something of a truism that the difference between good and bad
customer service is how you handle things which go badly wrong.
Mark
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