Category Archives: Employee Engagement

Mazism 2: It Comes Down To People And Relationships!

This conversation follows on from an earlier conversation: Mazism 1: There Is Always A Price, It Is Always Paid.  

What lies at the source of organisational effectiveness? Is is strategic planning in the guise of strategy?  Is it process standardisation / reengineering in its many disguises?  Is it restructuring the business, offshoring and outsourcing?  Is it about embracing and making good use of the latest information technology?  Is it about embracing the latest management fashion: customer-centricity, customer experience, digital business?  Is it leadership? Or organisational learning?

After 25+ years spent engaged in the challenge of improving organisational effectiveness and business performance, I am clear that the access to organisational effectiveness and superior performance does not lie in any of these domains. Why?  Because they do not get to the heart of the matter: of what is actually so about organisational life and the game of business.  What is so?

I am clear that organisational effectiveness (team, function, business unit, corporate) comes down to the people and their relationships with one another.  By ‘relationships’ I mean the communicating-relating that has occurred and is occurring between people.  If the job of ‘leaders’ is to cultivate organisational effectiveness then it occurs to me that leadership involves-requires a focus on people and relationships. I invite you to read-consider the following passage (bolding is my work):

The lone warrior myth of leadership is a sure route to heroic suicide. Though you may feel alone at times with either creative ideas  or the burden of final decision-making authority, psychological attachments to operating solo will get you into trouble. You need partners. Nobody is smart enough or fast enough to engage alone with the political complexity of an organisation or community when it is facing and reacting to an adaptive challenge. 

Relating to people is central to leading and staying alive. If are you are not naturally a political person, then find partners who have that ability to be intensely conscious  of the importance of relationships in getting challenging work done. Let them help you develop allies. Then, beyond developing your base of support, let them help you relate to your opposition, those people who feel that they have the most to lose with your initiative. You need to stay close to them to know what they are thinking and feeling, and to demonstrate that you are aware of their difficulty. Moreover, your efforts to gain trust must extend beyond your allies and opposition, to those folks who are uncommitted. You will have to find appropriate ways to own your piece of the mess and acknowledge the risks and losses people may have to sustain. Sometimes you can demonstrate your awareness by modelling the risk or the loss itself…..

- Ronald A. Heifetz and Marty Linksy, Leadership On The Line

Time after time I have witnessed promising ‘strategies’ and plans come to nothing during the implementation phase because those leading change have been blind to the importance of people and relationships – during the strategy development phase, the implementation phase, and/or the post implementation phase.  

I say look at any effective organisation (team department, business unit, corporate, society) and you will find healthy communicating-relating occurring between the people who collectively constitute that organisation. And healthy communicating-relating occurring between members of that organisation and the people who they interact with in the broader environment in which that organisation organises and executes its work.

I continue to be amazed that some Tops and Middles want to work on improving customer relationships and the Customer Experience. Why? Because they and their organisations have little appreciation-consideration-feeling for the quality of communicating-relating that is occurring in the organisation. And no lived experience nor appreciation of the the Employee Experience: whether on the front line or the back office.

 

What Does It Take To Access And Hear The Richness Of The Voice Of The Customer?

I invite you to take a zen like look into the whole ‘voice of the customer’ thing. By ‘voice of the customer’ I mean the practice of using customer surveys to get customer feedback.  And then turning these individuals customer surveys into tables, charts, reports, and presentations which are fed to managers. By zen I mean a simple direct looking into the concrete reality void of ideology-conceptualisation and self deception.

What do you see when you take that zen like look at this ‘voice of the customer’ thing? Here is what shows up for me: I do not hear the voice of the customer!  There is no voice of the customer! So what is there? Paper, ink, text, diagrams; no human voice speaks.

We, human beings, are masters of self-deception. We are told that being effective with customers starts with customer insight. We are told that being effective involves listening to the voice of the customer. We are told that being effective requires ‘walking in the shoes’ of the customer. What do we do? We get busy with technology centred services that keep Tops and Middles as distant, as insulated, from customers as usual. But now with the illusion of being in contact with the customer!

Before I go on, I wish to make it clear that I am not bashing ‘voice of the customer’ surveying. These surveys, if designed, implemented, and used correctly can provide some useful information. And if the limitations are gotten by those who need to get them (Tops and Middles) then they can be a useful tool. However, this is not what I have experienced. What have I experienced? It occurs to me that many managers use this tools to avoid actually listening to the voice of the customer. And to stay within their comfort zones: the office-corporate environment.

So what does it take to access AND hear the voice of the customer.  I invite you to read and ponder the following (bolding is my work):

How do your decisions affect customers and suppliers? It’s hard for us to imagine this well if we don’t really know the customers and vendors we work with. And we can’t know them if we hardly ever see them. This is one reason why it’s so important to give people a chance to get …., out of their offices, and out of the building, to visit the people they serve.

Whenever manufacturing or design people actually make site visits and see firsthand how customers are using their products, they develop a new insightful imaginative feel for the needs of the customer, and sometimes the plight of the customer. They come face to face with what really works well and what doesn’t work as it should. They hear from other real people what they like and don’t like about the product, what they need and what they’d really like to have if it were just possible. When the end user becomes a face and a voice, a genuine, three dimensional human being, it is much more difficult to ignore his or her interests and needs. This is a natural impetus for good decision making, with the customer’s interest at heart.

- Tom Morris, If Aristotle Ran General Motors

Is this all there is to get another human being – be s/he a customer, an employee, a partner or a supplier?  No. Even in my home I notice that some of us prefer not to be present to that which is so. Why? Because being present to the reality of the impact of our behaviour can be painful especially if we are committed to keeping our existing practices intact.

So what does it take to get another human being: his/her needs, his/her experience, his/her dreams?  I invite you to read-ponder the following:

we need to cultivate a perceptive imagination on two different levels. First, we need imagination on a small scale. We need empathy. You can’t know how you would want to be treated if you were in another person’s shoes unless you can imagine what it would be like to be in his shoes. It is hard to develop empathy in a robust form without getting to know in concrete and detailed ways the people with whom we need to empathise. One of the most important business commandments then should be: Know thy customer. And it’s equal should be: Know thy associate…… Service and empathy must flow through an organisation first if they are to flow out unimpeded to those with whom the organisation does business.

We also need to cultivate imagination on a large scale, a vivid vision for our lives and our businesses. We need an imaginative conception of what we are doing, a big picture for the contribution we are making to the world. We need a map with coordinates to guide us in our concrete day-to-day decisions….. With a powerful ethical vision directing all our thoughts, we don’t need long list of rules to guide us. We are both informed and inspired to do what is right.

- Tom Morris, If Aristotle Ran General Motors

Summing up, if I am to access and hear the richness of the voice of my customers, my associates, my value creation partners, then the starting point is dropping my ego which constantly calls out “Me, me, ME!”. And rigorously embracing practices that call forth fellow feeling; moving from an I-It way of showing up and travelling in the world to the I-Thou mode.  What I have found is that as I do this the workability of my relationships and my effectiveness-impact increases. So does my experience of being alive and being fulfilled.  What about you?

I thank you for your listening and I hope you will cause-create a great weekend for yourselves and your fellow human beings starting with those with whom you are in most intimate contact. And if you happen to be a Top or a Middle and are serious about listening to your customers then leave your office and go talk with real flesh+blood human beings. And note that you will not have listened, really listened, until you humanity (the best of you) has been called forth and put into these encounters with your fellow human beings disguised as ‘customers’.  Incidentally, this is what social really is.

What Is The Access To Calling Forth The Best From Your People and Cultivating Authentic Customer Loyalty?

In the realm of business, first and foremost, I show up (for myself) and travel as a philosopher-strategist. One of the central concerns in philosophy used to be ethics: how to live well in this world with others. This has not been the case for quite some time and may account, to a large degree, to the way the world is and is not. One of the central pillars of strategy is focus: bringing to bear all your resources to the key leverage points at the right time/s.

Looking through the ethical and strategic lenses, I have been grappling with the question of performance and loyalty: what calls forth the best from the people who work in your business and what is he access to authentic customer loyalty? The kind without bribery, without the gimmicks. In my search I came across a wonderful book. Today, I wish to share with you certain passages that speak to me and may provide an answer to the question that I have posed here (bolding is my work):

Liberation Ethics

When people work in conditions of perceived unfairness and unkindness, they fall into a self protective mode. Like turtles, they crawl into their shells and hide. They’re not motivated to take positive risks, to dig deep inside to discover all their talents and bring those talents to bear in creative ways on the challenges of the corporate business. Their emotions are tinged by fear and resentment, and these negative feelings block the flow of positive emotional energy the could be putting to work in their daily activities…..

employees who feel honourably treated are most likely to pass on that honour and respect in their dealings with customers, potential customers, and vendors. Those who feel badly treated will quite often pass on some of that treatment as well to those outside the company with whom they have contact. And this can become a flash point for whether business is gained or retained. Most people find it difficult over the long run to buy even good products from bad or discourteous people. 

Relationships Rule The World

In the course of my life so far, I have become totally loyal to any number of businesses ….. because I felt well treated in each of these places, welcomed, honoured, and respected. Friendliness, kindness, genuine concern, that little extra touch, going beyond the call of duty – these are all exemplifications of basic goodness, applications of the moral dimension that often bring with them the result of loyal relationships and greater business success…

- Tom Morris, If Aristotle Ran General Motors

Go ahead and develop a strategy, change the organisation structure, redesign processes, and implement the latest Customer Experience technologies.  And it occurs to me that if you don’t talk about, grapple with, and address the questions of liberation and basic goodness as exemplified by friendliness, kindness, fairness and genuine concern for the people in your business (those who work ‘within’ it), the people served by your organisation (customers), and the people impacted by your organisation (community, vendors, partners..) then you are unlikely to ever build a solid foundation that allows you to call forth the greatness of your people and cultivate enduring authentic relationships with your customers.

I know that this is a BIG ask. Sit in on counselling sessions and you will learn that almost every single one of us resists acknowledging, understanding, and dealing with that which really matters. We will do just about anything and everything except that which really matters: how we show up and travel in the world and in particular who we relate to and treat our fellow human beings including those closest to us.  And some folks do the difficult work and by so doing the live lives and make an impact in the lives of others that is uncommon.

I wish you a great day, thanks for listening. I welcome your thoughts, your experience on that which I have shared here today.

 

Looking Under The Hood Of Customer And Employee Engagement

A Skeptical Look Under The Hood Of Customer Engagement?

Why is Customer Engagement so fashionable?  Is that because Tops, Middles, and Marketers have found Jesus and come to love the Customer? I say “No!”

It occurs to me that Customer Engagement has become fashionable because marketers have found it increasingly difficult to get the customer’s attention long enough to exercise their dark arts of activating-influencing-manipulating human beings to want what the marketers are paid to sell.

Put differently, the purpose of the bag of tricks that falls under fine sounding rhetoric of Customer Engagement is to get customers to march in tune with the marketer’s agenda: tell us about yourself so we can sell your data and send you marketing messages; buy from us and buy more from us; and sell us, and for us, by recommending us to your social network.

I say Customer Engagement is a Taker’s way of taking whilst masking-disguising the taking that is going on. Is it then a real surprise that whilst there is so much talk of Customer Engagement, there is so little in the way of success?  Which might explain why the masters of the dark arts (those who advise-assist marketers) are busy inventing new tools-tricks for taking. And why marketers continue to fall for the latest tool-trick?

You may not be as skeptical as me; being skeptical as opposed to trusting-gullible is the norm, that is our default wiring.  So I invite your to play a mind game. Imagine that every company that is busy with Customer Engagement scraps their existing engagement tools-tricks. Instead, customers vote and choose their champion: the customer champion. This customer champion is invited to any-every discussion in the business which makes decisions that impact customers. And no decision can be made without the agreement of the customer champion.  In giving his/her consent the customer champion solicits the views of the people he represents: the customers.  Is this not real engagement with customers?  Then ask yourself if any business/organisation is doing this today. How many names have you come up with? Who even gets close to something like this?

What Is The Alternative To Customer Engagement?

If you showed up and travelled through life as a Giver how would you approach the Customer challenge?  I say that you would not be asking yourself  the following question: “How do I get the customers to engage with me and my agenda?”

It occurs to me that as a Giver you would be grappling with the following kinds of questions:

  1. How do I create superior value for my customers?
  2. How do I make their lives simpler-easier?
  3. How do I enrich the lives of our customers?
  4. What will it take for our organisation to leave customers feeling happy doing business with us and grateful that we exist?”

A Skeptical Look Under The Hood Of Employee Engagement?

Why is it the Employee Engagement is so fashionable? Is it because Tops, Middles and HR folks have found Jesus, recognised the universal brotherhood of man, and come to see the folks that work in the business as fellow human beings – of equal worth and value? I say “No!”

It occurs to me that Employee Engagement has become fashionable because the business place is so competitive. As such there is tremendous pressure on organisations to increase productivity and cut costs.  And for some organisations, there is the added pressure of generating knowledge and converting this knowledge into new products, new services, and better (cheaper) ways of doing things.

Imagine one of the Tops getting up and saying: “We are keen, even desperate, to get as much knowledge-innovation-work out of our human resources as possible whilst paying the absolute minimum that we can get away with paying.”  How much better, upstanding, uplifting, it sounds for a Top to talk about Employee Engagement.

I get that you may think that what I speak here is far-fetched. Let’s put that to the test. Imagine every company that is touting Employee Engagement goes to their employees and asks them to vote for and nominate an employees champion. And once this champion is appointed, s/he has to be presented in any-all discussion that affect the lives of the employees. And that no decisions that affect employees can be made unless the employees champion gives his/her agreement.  Now tell me how many companies that you know which practice anything like this.

I say Employee Engagement is just another term devised by Takers to disguise their taking. And I am clear that most employee are wise to this. Why might just explain why there is so little ‘engagement’ and genuine collaboration in the very companies that are touting Employee Engagement and devising-implementing the latest bag of tricks dreamed up by those passing themselves of as masters of manipulating people (psychologists, social scientists, academics, consultants, change agents..).

What Is The Alternative To Employee Engagement?

I say that if you genuinely care about your fellow human beings you would never refer to them as human resources. Just get present to this term: where is the dignity in the term human resource?  When you get home do you refer to husband/wife/partner and children as human resources?  Do you view-call your friends and members of your social network human resources?

So how would you treat your employees if you showed up and travelled in this world as a Giver?  Allow me to ask the same question differently. What are the kinds of questions you would be asking yourself if you genuinely cared by the wellbeing of your employees and the business?  I say that you would be grappling with the following kinds of questions:

  1. What kind of workplace is most likely to show up as a great place to work for the people who work (or we want to work) in our organisation?

  2. How do we involve our employees in the key business decisions especially those that affect them and their interactions-relationships with our-their customers?

  3. How do we shape what we do and the way that we do it such that this resonates deeply with that which provides genuine meaning, uplifts our employees, and calls forth the very best they have to offer?  What is it that we are doing-causing in the world that is speaks to and is worthy of the very best that lies at the deep core of our employees?

  4. How do we make sure that we share, equitably, the fruits of the creativity-knowledge-innovation-work that flows from our employees?

I welcome your thoughts on the matters I have touched upon here.

Transformation: Brief Exploration Of Two Radically Distinct Customer Experience Paradigms

What Is The Context For This Conversation?

I am following the lead taken by Dawna MacLean in her recent post on encouraging businesses to become more human. It occurs to me she is a brave lady worthy of admiration and respect. I dedicate this post to her, in service of the stand she is taking and the possibility that she is living from and into.

There are many actions that I regret. Few bring me shame. One in particular is etched within me despite it occurring ‘a lifetime ago’.  I reckon I was 14 at the time, walking, alone, on my way into the town centre. I am stopped by an old lady, she has a walking stick, she tells me she is lost, she asks for directions. I draw closer to hear-understand what she is saying. She smells! I tell her that she need to turn around. I tell her she is only ten minutes walk from her destination. And I spell out the directions – twice.

A voice speaks to me along the following lines: “Take her hand, walk her there, it is even on your way somewhat. Without your help she will struggle.” Another voice speaks: “She smells awful! You are in a hurry and it will take ages to take her there. You have given her what she asked for. She’ll be fine.” I listen to the second voice, leave her to make her own way, and I walk into town.  I cleaned up a lot of history whilst participating in Landmark Education. And that is one that I never got to clean up.  If that old lady were here today, I’d ask for her forgiveness.

Why am I sharing this with you?  So that you have the context from which to make sense of what I speak-write.  I write is not to help you make it: sell more, be more successful, obtain higher status, live happily ever after.  I write to open eyes, unblock ears, touch hearts. I write to encourage-facilitate a shift of worldview. I write from the possibility of meaningful-fulfilling human lives and the possibility of a ‘world that works for all, none excluded’.  Arguably a world that works must include meaningful-fulfilling human lives.  And such a world has plenty of space for businesses that do great by doing good: enriching human lives, and life as a whole.

What Is The Experience That Goes With Transformation?

The last post ended with “So the challenge of Customer Experience is the challenge of a transformation in worldview.”  When I speak transformation, what am I pointing at?  Look at the following picture, keeping look at it until a shift occurs in what you see.

Gestalt Shift Cuble

 

What occurred? If you are like me then you probably started out seeing a small cube sitting inside of a an ‘open box’ and then came a moment when you saw a big cube from which a small cube (left hand corner) was cut-out, missing.

Please notice, the reality (that which is) has not changed. It is the same picture – nothing about the picture itself changed. Yet, that which you perceived-saw changed and you had something like a surprise: an ‘aha’ experience.  Why?  Because the perceptual switch that occurred was not simple a change-adjustment-variation of what you saw originally. What you saw was distinct from what you had seen earlier. Put differently, a transformation occurred in your seeing.

What can we learn from this?  Given the same ‘that which is so’ you made sense of it in two distinct ways.  And, this is important, each way of seeing ‘that which is’ occurred as natural, correct and absolute whilst is was occurring the way it was occurring for you. Only by looking at the picture for a sufficient period of time, in a specific manner, did the gestalt like shift in your seeing occur. And when it did occur, it occurred in an instant.  Transformation is like that.

Now think of business and organisational life and apply that which you have experienced here. And learned. Ask yourself this question: is the way that the business world is ‘pictured and talked about’ the only way of picturing and talking about it?  Is it possible that there are many ways of picturing, talking about, and showing up in the business world?  I say that there are numerous ways of seeing-interpreting the business world – that the number of ways is only limited by our imagination AND the influence-strength of the dominant paradigm of seeing.

Customer Experience: Two Radically Distinct Paradigms

Let’s take a brief look at each in turn.

CX Model 1: The Dominant Way of Seeing-Using Customer Experience

It occurs to me that a lot has been written about Customer Experience. For me most of it shows up as shallow, or simply putting ‘lipstick on the pig’.  What am I pointing at when I speak that which I have spoken. Take a look at the following picture:

Dominant Model of CX

Dominant Model of CX

In this way of seeing, Customer Experience is viewed-treated simply as a means of:

  • Increasing revenues
  • Reducing or containing costs e.g. through using lower cost channels to ‘serve’ customers; and
  • Risk management given that every customer has access to a smartphone and social media and thus is in a position to damage brand-corporate reputation.

The goal of business within this dominant paradigm is that which it has been since the ascendency of shareholder value and ‘greed is good’ ethos. This goal is characterised by a focus on self (oneself and one’s tribe), and greed: to extract as much value as possible in the short-term. Any value created for the customer is the minimum that it is necessary to create in order to extract as much value for ‘Self”.

Within the dominant paradigm, CRM (including social CRM) is simply a technology that is used to augment-strengthen the existing business logic: getting as much money out of the customer as possible whilst giving away the minimum; and getting as much value (productivity) out of employees whilst giving back the minimum.

Finally, in this model (as practiced) the deep business logic stays the same. Competition rather than collaboration. Self at the expense of others. Efficiency rather than effectiveness…… Importantly, people are neither trusted nor treated with respect and accorded the dignity that goes with being a full human being; threat, fear, and game playing are pervasive.

CX Model 2: A World Waiting To Be Invented, And Mastered By Few

I call the second model ‘A World Waiting To Be Invented’ because it is only practiced-mastered by a few. The rare few that come to my mind include: John Lewis/Waitrose, USAA, and Amazon/Zappos.  What constitutes this second model? Here is a picture:

 

A World Waiting To Be Invented

A World Waiting To Be Invented

In this model Customer Experience is a subset of Experience. Experience encompasses the experiences of all the participants-actors-stakeholders: customers, ‘partner’s (the people who actually work in the organisation and create value for customers), value chain partners (suppliers, channel partners, outsourced partners…), and the community.

The ‘Goal’ of the business within this paradigm (way of seeing the world of business) is one of creating value for and sharing this value with the whole system (all the participants, all the stakeholders). Such a business is focussed on making a contribution and serving: enriching the lives of all participants. And usually takes a stand and operates from-into a specific possibility. Take a good look at the John Lewis constitution and you will see the stand and the possibility spelled out. Read Jeff Bezos’ annual letters or Tony Hsieh’s book, Delivering Happiness, and the possibility-stand is clearly articulated.

In the model, the business logic of the organisation is designed-operated from the context of creating-generating the kind of ‘Experience’ that is mandated the ‘Goal’.  Put differently, the ‘Business Logic’ now serves as the means of delivering the Experience.  Not the other way around.  Put differently, ‘Experience’ precedes’ Business Logic’.

From where does the design of ‘Experience’ flow?  From the ‘Goal’. Remember the goal is to cater for the needs-welfare of the whole. Which is why ‘Experience’ encompasses all the actors, all the stakeholders.

In this way of looking at the world of business, and according to me, Customer Experience takes it’s rightful place. Rather than dominating the discussion, Customer Experience is seen for what it is, just one component whose meaning-impact comes from how it fits into the other components of Experience. And how it gives life to the ‘Goal’.

What becomes of CRM in this model?  CRM systems are simply tools to give life to the ‘Experience’ that the organisation is committed to creating-generating.  As such CRM systems must take into account the needs of Customers and ‘Partners’ (people who will use the systems) and deliver the kind of experience(s) that these folks are looking for.

Enough for today. I may elaborate on these models in the future. If you find yourself moved to share your thoughts then I invite you to do so.

 

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