Create a Referral Culture: Business culture affects staff as well as customers

There needs to be: 1) an expectation of high levels of referrals from every student and parent; 2) a view that this is a process to be managed, not left to happenstance; 3) an understanding that it is every team member’s job to contribute to stimulating referrals, and; 4) a frequent, constant measurement, to hold self, staff and customers accountable for referrable productivity.

If a customer does not refer, it should be heard as an alarm bell. If a staff person never refers from outside; from family and friends, it’s an alarm bell. From a management perspective, this has to be a high priority given constant attention. You get what you expect. Results that are less than what they should be must be unacceptable to you, and made know as such. Desirable results must be acknowledged and celebrated.

Then there is the culture that your customer is a part of. That expectations of frequent and continuing
referrals are expected. That referrals are recognized, appreciates, and those referring are thanked and
praised. This extends to the physical environment (signage, framed “Customer of the Month” display,
referred by “new student” lists), to newsletter content, to conversations with customers who have referred (intentionally loud enough to be head by other customers), to format incentive and recognition programs and to the customer feeling as if she is a valuable part of your school, part of something significant and helpful to others so that referring is the doing of good deeds.