How many of us have read a boatload of books, attended countless conferences and listened to a gaggle of gurus in our never ending quest to find the "secret sauce" for great service? Ironically, the answer was as simple (and plain) as the nose on our faces: Great service starts with great people.

But what makes someone great? What are the characteristics that distinguish someone that provides simply good service, from someone that consistently delivers outstanding service? Here's a list of characteristics that I look for (and work to develop) in my service team:

1. Soft skills – Intangibles like listening, validating and taking time with customers
2. Teachers – Wanting to educate the client and empower them with information
3. Communication skills – The ability to simplify and help the client understand
4. Efficient – Eliminates unnecessary and redundant work
5. Proactive – Understands that an ounce of prevention is good for everyone
6. Focused – We all have problems, but the greats can put their personal lives on hold, and "dial-in" to the task at hand

Whether we're looking at a staff of service reps or looking in the mirror, many of these qualities can be developed over time. But there's one characteristic that is difficult (if not impossible) to develop and/or coach, and it's the stuff that MVPs are made of: They care. It's the simple desire to want to help, and it's what separates the good from the great. The contrast is the difference between "what do you want?" and "how can I help?" The former erodes the foundation of any service model, while the latter represents true innovation that never becomes obsolete.

Certainly, technology, systems and tools have their place; but they merely enhance (not replace) great individuals. Innovative service models use technology in unison with exceptional talent to provide a world class customer experience.

This point is wonderfully demonstrated by a story that Marty Traynor, our VP of Voluntary Benefits and Group Products, likes to share.  The Inn at Little Washington, located in Washington, Virginia, has a restaurant with a unique and innovative service strategy. The staff is trained to evaluate a customer's mood when they enter the restaurant and assign a "mood score" ranging from 1 to 10 (1 = a bit grumpy, 10 = extreme contentment). The evaluation is entered into a database so that every staff member is aware of the score. If the mood entered is a 7 or below, every staff member is charged with the task of elevating the customer's mood. The goal is to have every customer leave with a score of 9 or above.

Brilliant in its simplicity. The Inn's approach underscores the point that searching for a silver bullet for innovative service is missing the forest for the trees. At the end of the day, it's back to the future. Innovative service starts with great people.

Lora Thibault is the director of policyowner operations at Mutual of Omaha. She can be reached at [email protected].