Shifting Customer Service Gamification from Competition to Personal Performance, According to She…

In a recent LinkedIn post, Shep Hyken discusses a nuanced approach to gamifying customer service, suggesting a shift from external competition to internal, personal performance improvement. Hyken questions the traditional competitive model of gamification and proposes an alternative that focuses on individual growth and mastery within customer-facing and internal support roles.

Rethinking Gamification in Customer Service

Shep Hyken challenges the conventional wisdom of using leaderboards and inter-employee competition as the primary drivers for gamified customer service. He posits that while competition can be motivating, it may not always be the most effective or inclusive strategy. Instead, Hyken advocates for a gamification model that emphasizes self-improvement and the pursuit of excellence in every customer interaction.

As Hyken notes in his post:

But what if gamifying customer service wasn’t about competition, but instead, about personal performance?

This fundamental question sets the stage for his argument that focusing on individual progress can foster a more sustainable and positive work environment. By shifting the focus inward, employees are encouraged to measure their success against their own previous performance rather than against their colleagues.

The Power of Competing Against Oneself

Hyken elaborates on this concept by suggesting that the true goal of gamification in service should be to help each employee become better at their job with every interaction. This perspective broadens the application of gamification beyond just front-line customer service agents to include sales teams and internal support staff who serve colleagues.

According to Hyken:

What if, instead of competing against others, every employee, whether they are on the phone, the sales floor, or supporting their internal customer (a colleague or fellow employee), simply focused on getting better with every interaction?

This approach, Hyken argues, encourages a culture of continuous learning and development. It allows individuals to set personal goals, track their progress, and celebrate their own achievements, fostering a sense of accomplishment and mastery. This internal motivation can be a powerful tool for enhancing job satisfaction and overall service quality.

Internal vs. External Motivation

Hyken’s perspective highlights a critical distinction between external and internal motivation. While external motivators like competition can yield short-term results, internal motivators, such as the desire to improve and excel, often lead to more profound and lasting engagement. By framing gamification around personal performance, companies can tap into this intrinsic drive.

•Shep Hyken further emphasizes this point by stating:

Instead of competing against others, you compete against yourself.

This reframing can alleviate the potential downsides of competitive environments, such as burnout or resentment, and instead cultivate a supportive atmosphere where individual growth is the primary objective. This strategy, as presented by Hyken, offers a compelling alternative for businesses looking to leverage gamification to enhance their customer service operations and employee development.