When you are the most iconic stadium in Australia, the beating heart of Melbourne, there are many eyes watching you and a weight of expectation. Established in 1853, the Melbourne Cricket Ground (MCG) has over three million visitors every year, from lifelong spectators, members and locals to national and international travellers. It is described on the MCG website as “more than just a sports venue. It’s a place where memories are made and childhood dreams come alive.” In short, it is full of energy, which is why it is my case study for the energy mindset.
When I walked into the venue to meet Donna Price, General Manager of People and Culture at the MCG, I could feel a certain energy in the place, like I was in the presence of greatness amid such a rich history.
Donna explained how customer service became a priority in the business:

In a venue like the MCG there are many things to invest in. Over the years we have invested heavily in physical assets such as WiFi, scoreboards, upgrading facilities such as bars and cafes within the stadium itself. All of which improve the overall customer experience. By making customer service a strategic priority, we were making a conscious decision to turn our attention to the quality of the human interactions of customer service and invest in the people of our business.

Highlighting that the customer is important is the first step in transforming a team’s mindset to be less like a gatekeeper and more like a caretaker.
When something or someone is important enough to you, you look for ways where you can say ‘yes’ to trying new approaches and prioritise their needs. Following the first step of prioritising customers in its strategic plan, the second step for the MCG was to ensure that it had clearly defined what great customer service looks like, so anyone at any level can deliver on this expectation.
Donna explained:

This is a special place for people. For this reason, we not only have over one thousand event staff and a couple of hundred permanent staff, we also have three hundred and sixty volunteers who help us deliver an event. When it came to looking at our decision to become more customer-centric we had to consider various levels of skills across the workforce who come into contact with customers, and how best to educate those who have multiple touch points with the customer, so that’s where CARE was born.

To learn more about how the CARE program at the MCG and how they have influenced a large casual workforce get your copy of Creating a Customer Service Mindset. June Release 
Jaquie Scammell
‘Love Being in Service’

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