Cultivating Goodwill Involves More Than Reducing Customer Effort

Is the access to building meaningful relationships with customers merely a matter of improving the customer’s experience of your organisation by making it easy for the customer to do business with you?

The temptation to orient oneself this way and thus the pull of approaching the matter of customer loyalty as an engineer / economist is strong.  With the engineering approach the focus is on: improving access say through digital channels; making it easer for the customer to self-serve; putting in more interaction channels; tweaking and automating business processes; standardising way customer scenarios are handled…. As an economist the focus is on generating / extracting value from the customer and all decisions are about ROI – I give if and only if I am guaranteed to get back more than I gave.

What the engineer and the economist both lack is humanity.  In the worlds of the engineers and economists there is no room for that which lies at the core of human. What am I talking about? Think about a genuine smile. Or an authentic warm greeting. Or generosity. Or the act of touching one another even if it is a hand that touches you lightly either through a handshake or a light tap on your shoulder as an expression of thanks / gratitude ….

What is it that I am getting at here?  Allow me to explicate it by relating a recent true story.

I was working in my study. My wife came in and grabbed hold of file from one the shelves. Then left. A little while later she returned to put the file back on the shelf. In the process she dropped an A4 lever arch file (full) on to the desk. The file landed on my right hand and the keyboard of my MacBook Pro. Both my right hand and the MacBook Pro were damaged.

Noticing that I was more upset at the broken MacBook keys, my wife took it upon herself to get the keys replaced. I forewarned her it would cost her to get the repairs done: the MacBook was outside the warranty period, and in any case the damaged was a result of our actions.  I also pointed out that she should not expect the repair to be cheap; Apple is not in the cheap marketplace.

A few days later she popped into an Apple store to find out what it would take to get the keys replaced. The folks at Apple were friendly and directed her to go online and book a time to get the work done. They also told her the work could be done in the store and in about an hour. So later that day my wife booked an appointment with Apple for when she was next going to be in town.

On the appointed day-time, my wife handed over the MacBook Pro for repair. And hour later, as promised, the MacBook Pro was like new. My wife thanked the helpful Apple employee / engineer and asked: “How much do I owe you?” The answer was that there was nothing to pay, the work had been done free of charge. My wife walked out of that store delighted.  When she came home she told me the story. And then went on to tell me how unusual it is to experience that kind of generosity. She ended up by saying Apple products are not cheap and they are worth every penny.  I find myself in agreement.  So that is my wife’s experience of Apple.

What is my experience? I am also delighted with Apple. Why? Because the folks at Apple treated my wife well. My wife knows nothing about technology. If the folks at Apple had told her the cost was £150 or so, she would have paid that. She was determined to restore my MacBook Pro to its pristine condition; I look after my stuff.  My wife is someone that really matters to me. As such Apple’s generous treatment of my wife occurs (to me) as Apple’s generous treatment of me. And importantly, vindication of my decision to do business with Apple. Paying a premium for Apple products occurs as a good decision. A smart decision. Even a wise decision.

I say to you that the path of customer effort reduction / minimisation will lead you to the customer’s heart. Yet it is your generosity towards your customers that will open up the customer’s heart and allow you place in that heart.  When you/your organisation make life easier for me, I experience an ease of doing business with you. When the folks in your organisation treat me with friendliness-kindness-generosity I experience cared for, even loved.  And that makes all the difference. Let me say that again: there is world of difference between the experience of ease and the experience of being cared for / loved.

When it comes to your work on customer experience and/or customer loyalty you can settle for cultivating the experience of ease or the experience of gratitude / love.  Your choice.  In making that choice I invite you to consider that when my wife recounts her Apple experience, the ease of doing business lies in the background of her story. The friendliness / helpfulness of the folks in the Apple store lies in the foreground. And right in the centre of the foreground is the generosity.

Competency: The Untapped Lever For Improving the Customer Experience And Cultivating Loyalty?

It took me over nine months to get my eldest son to consult Sandra about his shoulder/back pain. It took only one consultation for him to book another four sessions with Sandra. Why? Because Sandra is excellent at what she does.

How does Sandra demonstrate her excellence? In her greeting. In how quickly-easily she spots what the underlying causes are. In how effortlessly she causes the necessary adjustments. In how keen and effective she is to communicate with, inform, and educate the folks that go and see her.  In short Sandra is competent in that which matters.

What are the sources of her competence? This is what I have distinguished. One, she has been doing what she has been doing for forty years. In her early years. Two, she is really into her chosen field and so keeps up to date with the latest research. Three, she is open to learning  – including learning from the folks who are her clients.

I say competency matters. I say that competency can provide powerful access to improving the customer’s experience of you and your organisation, and cultivating meaningful-enduring relationships. And I say that competency is neglected. Why? It occurs to me that the assumption is that folks / processes / technology are competent. Is this assumption valid?

Allow me to give you examples of incompetency that I have come across myself:

Many if not most marketers are incompetent. Some are not adequately skilled in the creative side. Many are not skilled in the data/analytical/digital side of marketing….

Most sales folks are not competent in the craft of selling.  Some lack commercial acumen. Others lack an adequate grasp of their customer’s industry/business. Some lack a through grapes of the product/solution that they are selling. Others lack the ability to focus on the clients/deals that matter. Some suffer from all of these handicaps.

Most of the folks that I have found to be in retail stores are incompetent. Some are not skilled in greeting / welcoming customers. Others simply do not have the requisite product knowledge to answer the customers’ questions. Some cannot work the technology that they need to be able to work quickly-easily to serve customers promptly….

Most of the folks in call-centres are incompetent. Some simply do not have the requisite listening and speaking skills. Others do not have the knowledge-understanding to provide the right answers to customer queries. Some are not adept at working the range of systems that they need to interact with to deal with customer queries. Others lack a sound understanding of the company’s processes.

Most managers are incompetent. Some are incompetent in the task dimension. Most are incompetent when it comes to working effectively with people and calling forth the best from their people.

Many of the IT folks are incompetent. Some do not understand the technologies that they are dealing with. Far more and most are unskilled in dealing effectively with human beings or simply bearing in mind that they IT systems must serve the needs of people if these systems are going to be adopted and used effectively….

Most business processes are incompetent – they are not fit for purpose.  Some are simply out of date. Many are too restrictive – they do not allow folks to respond flexibly to the demands of the situation.  So the folks who find themselves amidst these processes have to find creative ways around these processes. Or stick to the script and leave customers with the experience of dealing with robots.  That is is the biggest incompetency of business process fixation: turning resourceful, creative, flexible beings (human beings) into mindless morons.

Most IT systems are incompetent. Some are simply not useful – they do not help the folks to get the job done better, quicker, easier. Others are not usable – they take to long to learn, finding one’s way around the system is not intuitive, they are not accessible when they need to be accessible, or they are not adequately responsive… Most are simply not for human beings with soul. And of course often there are simply too many of these systems and these systems do not talk to one another – thus creating extra work for the human beings.

I say that when you choose to really look at the world of business through the lens of competency you may just be amazed on how incompetency is ubiquitous. I say that the organisational world is wide open for those who wish to make a name for themselves (and/or their organisations) by rising above the general level of incompetency and committing to excellence.  I say that one critical role of effective leaders is to set and live high standards – standards which define competence as being no less than excellence as defined by the ‘customer’ of the product, the process, the system…

How To Solve The Insoluble Problem Of Employee Engagement and Customer Loyalty?

It occurs to me that when the same ‘problem’ keeps coming up then it worth taking a deeper look at the ‘the way of showing up and travelling’ (some call this mindset  or worldview) that generates the methods-techniques-tools for addressing the problem.  So in this conversation I wish to grapple with the persistent problems of ’employee engagement’ and ‘customer loyalty’. Let’s start by listening to one of my favourite stories (of wisdom):

Dividing Camels

There was once a Sufi who wanted to make sure his disciples would, after his death, find the right teacher of the Way for them. He, therefore …. left his disciples seventeen camels with this order: ‘You will divide the camels among the three of you in the following proportions: the oldest shall have half, the middle in age one third, and the youngest shall have one ninth.’

… the disciples were at first amazed at such an inefficient disposition of their Master’s assets. Some said, ‘Let us own the camels communally,’ others sought advice and then said, ‘We have been told to make the nearest possible division,’ others were told by a judge to sell the camels and divide the money; and yet others held that the will was null and void because its provisions could not be executed.

Then the fell to thinking that there might be some hidden wisdom to the Master’s bequest, so they made enquiries as to who could solve insoluble problems.

Everyone they tried failed, until they arrived at the door of … Hazrat Ali. He said: ‘This is your solution. I will add one camel to the number. Out of the eighteen camels you will give half – nine camels – to the oldest disciple. The second shall have a third of the total, which is six camels. The last disciple may have one-ninth, which is two camels. That makes seventeen. One, my camel, is left over to be returned to me.’

This is how the disciples found the teacher for them.

– Idries Shah, Thinkers Of The East

Have you watched The Matrix? It is movie that can be listened to at so many levels. I find the same to be the case for this story. For the sake of this conversation, let me highlight this:

1. The conventional ‘leaders’ had supplied conventional advice which was ok for conventional matters. But not for this unusual one;

2. It is what Hazrat Ali put into the game at hand (‘one camel’) that ended up solving the insoluble problem facing the disciples; and

3. The ‘one camel’ does not refer to a physical camel. The ‘one camel’ refers to wisdom, compassion, love, humanity – the essentials of human existence and authentic community. There can never be a human being only human beings; to be human is to be social.

What relevance does this have to the world of business and the two problems of ’employee engagement’ and ‘customer loyalty’? I say everything. Take a deep look at the methods-tools-techniques used to address these challenges. What do you notice? I notice that the ‘way of showing up and travelling’ (mindset/worldview if you prefer cognitivist rather than existential terms) is extractive: extracting more creativity, time, and effort from the employees and extracting more revenue and profits from customers? Where is the engagement, by the leaders/managers, in the lives (and existential projects) of the employees?  What loyalty is there to the customer?  Here I am pointing at practices and actions that ensure that the company is loyal to customers – not just words.

Build a Positive Team and Family Spirit by Robin P.

What ‘way of showing up and travelling’ in organisational life calls forth the kind of employee engagement that most organisations can only dream of?  I share with the following story as shared by Robin P of Zappos. I invite you to pay attention to that which I have put into bold:

My husband passed away under tragic circumstances …. I couldn’t being to think of what was going to happen for our children, our family, or for me.

When I first heard the news, I was numb, but I needed to make a call. Strangely enough, the call wasn’t to an immediate family member. It was to my employer, Zappos.com. That one action made me realize the strong connection I felt with my co-workers and the Zappos culture…

When my senior manager received by hysterical call, she showed great compassion and gave me sound advice to calm me. She assured me that I shouldn’t be concerned with anything else but to take care of myself and my family, and that – day or night – I should call if I needed anything. After that she gave me every single one of her phone numbers, I knew she meant it.

As much as Zappos meant to me before, the things they did after my husband passed amazed and humbled me. I was reassured that I shouldn’t feel pressure to return to work as soon as possible. They even volunteered to cater the reception for my husband’s service….

There was always someone there to listen, offer consoling words, sit with me as I released my tears, or just give a hug. Co-workers and managers alike allowed me time to heal and gave me strength I needed to continue as a contributing and functioning member of the team.

the most important contributions from my extended family at Zappos were support and friendship. Zappos was my refuge and healing place that gave me everything I needed to continue on with my life.

– Delivering Happiness, Tony Hsieh

What do you notice here? Are the folks at Zappos applying a particular set of techniques-tools dreamt up by social scientists, consultants, or recommended by HR? Or is it that the folks in Zappos, including her manager, putting their humanity into action: demonstrating care/concern for a human being in distress?  Do you/i/we need some kind of special training to do this?  Or is it merely a matter of creating an environment where we can put into play that which we know as well as we know how to breathe? Finally, I invite you to notice that domain of ‘care/concern’ for our fellow human beings (customers, employees…) involves action (doing stuff that makes a difference) not merely smooth talk.

Summing Up

It occurs to the that the worst thing that has happened to the world of business is the language of relationship: customer relationships, customer engagement, employee engagement, social.. Why? It masks the reality of the business world and organisational life. What reality? Business and organisational worlds are transactional. There is no genuine care for customers as human beings. There is no genuine care for employees as human beings. There is no genuine care for suppliers/partners as human beings. My lived experience (25+ years) is that those who occupy management and leadership positions are not in touch with their humanity. I doubt that most genuinely care even for themselves as human beings rather than human doings, human ‘achieve-ings’.

I invite you to listen to the following profound words:

To become a leader, first you must become a human being.

– Peter Senge

It occurs to me that all Customer and Employee efforts, like the advice-solutions offered by the conventional leaders to the disciples, are likely to fall short until the advice of Peter Senge is heeded. When it is heeded, and lived, like it is by Tony Hsieh (the CEO of Zappos) then the Tops and Middles will be able to call forth the best from the folks in the business to create meaningful-strong-loyal relationships with customers. With the folks working in the business and directly/indirectly serving customers. And suppliers/partners.

I thank you for listening and invite you to put your humanity into the game of living no matter where this living occurs: with customers, in the workplace, at home….

Please note: an earlier version of this conversation was published on CustomerThink.com last month.

Customer Experience And Loyalty Starts And Ends With The Product!

Back in 2011 I asked this question: Customer Experience: What About The ‘Product’? And I ended that conversation with the following assertion:

The product is not in one domain and Customer Experience in another domain.  Any serious examination of the Customer Experience has to grapple with the product and how well it does the job that the customer is hiring it to do.  That means designing that product so that it is both useful (does the job) and usable (easy/intuitive) to use.

Today, I stand by that conversation. In particular, the necessity and critical importance of the ‘product’ (the core product or service which calls forth the customer to reach out and interact with the organisation which is selling that product or service) to any serious work on improving-transforming the customer’s experience of the organisation.

I also find that I was wrong. How so?  Today, I’d sum up that conversation differently.  How would I sum it up?  As follows:

 The ‘product’ is not in one domain and Customer Experience in another domain.  Any serious examination of the Customer Experience (as in the customer’s experience) has to grapple with the ‘product’ and how well it does the job that the customer is hiring it to do.  That means designing the ‘product’ so that it is useful (does the job), usable (easy/intuitive to use), and sensuous (evokes the senses and calls forth awe). When you get the ‘product’ right you will learn that in a substantial-meaningful way that the customer’s experience and loyalty start and end with the design of the ‘product’. If you have the right product then you can concentrate on marketing (advertising, distributing) it. Little need to waste your time on the latest corporate nonsense: customer experience management as in customer interaction management across a multitude of interaction channels.

What has led me to this way of summing up the matter?  Apple. In particular, Apple’s latest financial results – the largest quarterly corporate profit of any company.  Let’s look into the quarterly figures a little bit more: revenue of $75bn, profit of $18bn, and Apple sold 34,000 iPhones per hour.  Allow me to share this paragraph with you (bolding mine):

Apple chief executive Tim Cook called the company’s sales “phenomenal” and said the company had sold 34,000 iPhones an hour every day of the quarter. “This volume is hard to comprehend,” Cook said.

I am now going to make my most controversial assertion. Ready?  I say that the field of Customer Experience Management (as in customer interaction management) is attractive to and for the mediocre. Yes, the mediocre!  You know the folks that do not design-sell great ‘products’.  ‘Products’ that do not simplify-enrich the lives of our fellow human beings.  Look if you make a great product then the world beats a path to your door -including overcoming any hurdles along the path.  Only CXM fools ignore the critical importance of the ‘product’. Isn’t the product the reason that the customer takes action – to actual reach out to the business in the first place?

 

What Has Motive Got To Do With Customer Loyalty?

More than once and by more than one ‘customer guru’ I have been accused of bringing moral considerations into an arena where moral considerations do not belong. Which arena is that? The business arena. Many folks are convinced that what matters in business is the right strategy (plotting the right course) and effective-efficient execution. According to these folks nothing else matters – except perhaps for good luck.

Are these self proclaimed rational, bottom line, no nonsense folks correct?  Frederick Reichheld published The Loyalty Effect back in 1996. And in so doing he put the matter of customer loyalty on the radar of business.  So folks in business have been working on building customer loyalty for almost 20 years. In the process, customer analytics, CRM systems, customer loyalty programmes, NPS, and voice of the customer feedback have become firmly established in big business.  What is there to show for it?  Which companies have, through these and other ‘vehicles’, cultivating meaningful customer loyalty?  Please name these companies. Now go back and ask yourself if the ‘hard headed’ business folks and the ‘customer gurus’ who pander to them are correct in asserting that moral consideration can be and should be left outside of the business arena.

I say morality matters. I say that the motive that gives rise to your ‘customer-centred’ actions matters: it makes all the difference! Allow me to illustrate the importance of motive through the words of  Edward Slingerland:

“On November 14, 2012, a tourist in Times Square surreptitiously snapped a picture of a police officer kneeling down to help a bare footed homeless man put on a new pair of boots. When posted onto the NYPD’s Facebook page, the photo went completely viral. The officer, named Lawrence DePrimo, had apparently been so moved by the suffering of the barefoot man that he popped into a nearby store to buy him a new pair of boots with his own money. “It was freezing out and you could see the blisters on the man’s feet,” he said when asked about the incident. “I had two pairs of socks and I was still cold”  The story was an enormous publicity coup for the NYPD, but the secret to its appeal was the spontaneity of the officer’s gesture and the happenstance of someone catching it on film.

Imagine if we found out later that DePrimo knew that the photographer was there and had been merely been grandstanding for the camera – his act motivated by the desire for fame rather than spontaneous compassion. This knowledge would instantly transform a heartwarming act of kindness into a horrible travesty. The very act itself would magically change, even though nothing would be materially different: the officer would still be out $75, and the homeless guy would still have a nice pair of boots that he didn’t have before. We have a powerful, ineradicable intuition that a “compassionate” action performed without the right motivation is merely a semblance, a counterfeit of virtue. The flip side is that evidence of sincerity and spontaneity in the moral realm inspires and moves us.

– Edward Slingerland, Trying Not To Try

As I said, morality/ethics/motive matters.  It is the thing that matters the most when it comes to the matter of relating, trust and loyalty. If it did not matter as much as it does matter then many a ‘wolf in sheep’s clothing’ would have made a success of their customer initiatives – cultivated meaningful customer loyalty.

If You Are Struggling In Calculating ROI And Getting Buy-In To Your CX Initiative

I am in the process of reading Edward Slingerland’s book: Trying Not To Try. The following passage got my attention:

Now, imagine a person turning around and, all of a sudden, spotting a small child stumbling toward the opening of a deep well. There is no one who, in such a moment, would not experience a feeling of alarm and empathy. Their response would be motivated by this feeling alone – not because they want to save the child and thereby gain some merit with the parents, not because they want to gain a reputation for goodness among their neighbours and friends, and not because they want to avoid having to hear the child’s anguished cries. From this we can see that someone lacking this feeling of empathy cannot be called a proper human being.

– Mencius

Notice, really notice, what it is that Mencius (‘follower’ of Confucius) is getting at here.  Imagine the same scenario and two adults present. One spots the little child, without any calculating, is called into action. The other, spots the child and starts doing a ROI calculation: the cost of taking action v the payoff (return) in terms of what can be gotten from the child’s parents, neighbours, friends, the community at large.  Which of these two adults will spring into action and save the child? Which of these two adults when s/he acts will do so in the appropriate manner – one that leaves the child cared for / grateful?

If you are with me so far then it occurs to me that you have gotten insight into why it is that so few organisations cultivate genuine-meaningful-enduring loyalty between themselves and their customers and vice versa.  Look at it differently, when you are busy calculating ROI of Customer Experience / Customer Engagement / Customer Relationship / Customer Loyalty initiatives so that you can sell the Tops on your Customer initiative what is really going on? And what does this disclose?

To me it discloses that the Tops are either ‘takers’ or ‘matchers’ or a mixture of both.  Just examine that for a moment and ask yourself this, why would any sane human being (customer, employee, supplier, partner) feel any loyalty to a ‘taker’?  Then consider that when you are dealing with a ‘matcher’ then what is occurring is transaction: matching requires a calculating way of being-in-the-world. The same question: why would any sane person feel any loyalty towards a ‘matcher’?

To sum up, it occurs to me that:

  1. Only a handful or companies cultivate meaningful customer loyalty because only a handful of companies have Tops who are ‘proper human beings': have-express the kind of empathy (that Mencius is pointing at) that resonates with the people who work in the organisation (employees) and the people who are served-impacted by these employees (prospects, customers, suppliers, partners).

  2. Any organisation whose Tops are not ‘proper human beings’ will not cultivate meaningful-loyal relationships (with employees, with suppliers/partner, with customers) no matter how much time-money-effort is spent on strategy, on process changes, on people changes, on the latest technology.

  3. If you are lower down the food chain, struggling with calculating the ROI of your customer experience / engagement / loyalty initiative and getting ‘buy-in’ from the Tops/Middles then I advise you to stop wasting your time – go find another line of work, or work for the Tops/Middles who are empathic towards the whole Customer thing.  Why suffer? Why seek to convert those whose very being is not in line with the Customer philosophy?

Customers-Employees-Leadership: Distinguishing Between ‘Caring About’ And ‘Caring For’- And Why It Matters

Given that I find myself in the week of Christmas, it occurs to me that today is a great time to diving into caring. And in particular, I wish to make/introduce a distinction. Which distinction? I wish to distinguish between ‘caring about’ and ‘caring for’. Let’s start with the realm of Customer.

Caring About Customers v Caring For The Customer

I am clear that folks in business care about customers. Specifically, they care about:

  1. Figuring out what makes customers tick – by ‘listening’ to customers through market research, social listening, ethnography, and voice of the customer surveying;
  2. Getting more customers – turning prospects into customers by pushing out the right message, right offer, at the right time and through the right communication channel;
  3. Keeping more of their existing customers buying from them for longer – through a range of techniques including making it easier for customers to do business with the organisation (reducing effort, improving access, improving the customer experience) and through targeted incentives (promotions, discounts, loyalty points);
  4. Selling a wider range of ‘products’ to existing customers – by turning customer data into insight through the use of data mining and predictive analytics or just plain collaborative filtering;
  5. Moving existing customers from lower margin ‘products’ to higher margin customers – through the use of range of techniques and tactics;
  6. Winning back folks that used to be customers – usually through some kind of enticing promotion, discount or, rarely, a new/compelling ‘product'; and
  7. Servicing customers in a smart manner – by using the right combination (digital, telephone) of customer service channels.

Now, let’s turn our attention to caring for the customer. Let’s start with the basic question, who (specifically) cares for the customer?  Let’s make this even more specific, who cares for me?  As a customer, I deal with many companies and I am clear that there is not one company/organisation that cares for me. Not one! I, as a flesh and blood human being, do not show up on the organisational radar. Does anyone in an organisation ever care for me in a business context? When I interact with the organisations that I interact with do I get left with the feeling-experience of being cared for by an organisation? The answer is: No!

Are there any occasions where I, as a customer, feel cared for? Yes. When do I experience this kind of experience? When I encounter a Welcomer. What is a Welcomer? For me a Welcomer is a human being who, in his being, welcomes me as a fellow human being. S/he going beyond the formalised rituals of business and organisational life, beyond the scripts, beyond the transaction, and reaches out to me as one human being to another. I know when this is going on because I notice and experience the English reserve breaking down. There is breaking down of boundaries, whilst still respecting boundary. There tends to be mutual disclosure of the human kind: sharing occurs. And there tends to be smiling, even laughter. As a result of these kind of encounters, I find myself uplifted, smiling, grateful and with a sense of pride in being a member of the human race.  These kind of encounters leave me with hope, with optimism in my footsteps.

I invite you to consider that there is a world of difference between ‘caring about’ customers and ‘caring for’ the customer. Notice the difference: in the realm of ‘caring about’ we are dealing with customers whereas in the realm of ‘caring for’ we are in the realm of the individual customer – that one human being.  There is a vast difference. And it occurs to me that the folks who talk about, evangelise about, preach out all things Customer are not present to this critical distinction.

Does this indifference between ‘caring about’ customers and ‘caring for’ the customer matter? I say it matters – it matters to each customer. You see this is the deepest and most radical meaning of personalisation – speaking to the person of that one person (the customer).  I invite you to listen to the following words:

The general obsession with observing only historical or sociological movements, and not a particular human being …. is as mistaken as a doctor who does not take an interest in a particular case. Every particular case is an experience that can be valuable to the understanding of the illness…….

….. this indifference to the individual, total lack of interest in intimate knowledge of the isolated, unique human being, atrophies human reactions and humanism. Too much social consciousness and not a bit of insight into human beings.

As soon as you speak in psychological terms ….. people act as if you had a lack of interest in the wider currents of the history of man. In other words, they feel able to study masses and consider this more virtuous, assign of a vaster concept than relating to one person. This makes them …. inadequate in relationships, in friendships, in psychological understanding.

– Anias Nin

I invite you to consider that the strongest bonds, usually called loyalty, occurs where one human being experiences himself cared for (as a unique human being) by another human being.  Is it then any surprise that despite the talk of customer loyalty, and all the customer loyalty programmes and tactics, there is so little loyalty between customers and brands.

Caring About Employees v Caring For The Employee

Sure, organisations ‘care about’ employees. It is the employees who do the work – the work that creates value for the the customer. The work that ends up generating revenue and profits. So I find that organisations care a great deal about their employees including but not limited to:

  1. Attracting the right people to become employees of the organisation;
  2. Keeping the most valuable employees;
  3. Getting more out of their existing employees (productivity, collaboration, teamwork, ideas..);
  4. Ranking employees for performance management purposes;
  5. Minimising the costs associated with recruiting, retaining, managing, controlling employees.

Now, who in your organisation actually cares for that individual flesh+blood human being to whom you have given the label employee, and, thus deprived him/her of personhood and turned him/her into a category? Let me ask this question differently, as an employee do I feel cared for? Who do I feel cares for me in this organisation in which I find myself employed?

I invite you to consider that there is world of difference between ‘caring about’ employees and ‘caring for’ the person to whom you have given the label employee.  Does this difference matter?  Of course it matters!  Until this difference is recognised and acted up organisations will continue to grapple with the challenge of ’employee engagement’.  Why should I engage with you and your organisation when I do not feel myself cared for – as a unique human being?

What Has This To Do With Leadership?

I invite you to consider that this distinction between ‘caring about’ employees and ‘caring for’ the person whether under the label ‘customer’ or the label ’employee’ can be used to distinguish between management and leadership.  Leaders must dwell in the human real, the personal realm: ‘caring for’ the person.  Here I share the following wise words with you:

My lack of faith in the men who lead us is that they do not recognize the irrational in men, they have no insight, and whoever does not recognize the personal, individual drama of man cannot lead them.

– Anais Nin

Something to Consider And Play For At Christmas?

As you head into Christmas and the festivities where hopefully you will be in amidst people who are family and friends, I invite you to be present to the distinction between ‘caring about’ and ‘caring for’ the folks that you will be meeting up with and celebrating Christmas with.  It occurs to me that making the shift from ‘caring about’ the folks you find yourself with, to ‘caring for’ each person that is there will transform your (and their) experience of Christmas.

If you play this ‘game’ you might just find that ‘caring about’ is easy, ‘caring for’ is really difficult. This might just explain why it is that all the folks who speak Customer and Employee make ‘caring about’ masquerade as ‘caring for’.  The interesting thing is that whilst we can hoodwink ourselves in the management suite, our customers and our employees are not hoodwinked that easily: they experience and detect the difference between ‘caring about’ and ‘caring for’ – which is why they are not loyal to us and rightly so.