Category Archives: Leadership / Change / Transformation
Some time ago I found myself in a workshop listening to and observing that which was occurring. As time flowed onwards and my existence kept ebbing away, i found myself sad, deflated. Here were a group of intelligent people who were charged with charting the future of their organisation. And that future included the label of ‘a customer-centric organisation’. There was much talk about customer obsession, trust, customer experience innovation etc.
So how is that I found myself sad and deflated? I found myself present to that which did not appear to show up for the rest of the team. What was I present to? The following says it as well as it can be said:
We construct realities and then forget we were the ones that constructed them. When our relationship with reality has a kind of “is-ness”or “fixed-ness” to it, – it limits what’s possible and allows only for options like explaining, trying to fix, resisting or accepting. The answer to the question, what does it mean to be human, gets looked at only through that lens. The movie The Matrix says it well: “Welcome to the desert of the real.”
- Gale LeGassick, Landmark Education
Time and again, I find myself in meetings and workshops where the talk is lofty yet where the course of action is merely reasonable. What magnitude of possibility lies in a reasonable course of action? Reasonable possibility. What kind of possibility is that? More of the same and results which are merely reasonable. What is another word for reasonable? Average.
The access to new realms of possibility and the generating of extraordinary results lies in the unreasonable. Unreasonable given the taken for granted “is-ness” yet not at all unreasonable when one lets go of the cage of “is-ness”. It occurs to me that if there was a master of ‘reality distortion’ it was Steve Jobs. Which may explain why it was that he was the source of new worlds of possibility and extraordinary accomplishment.
It occurs to me that the deeper reason that so few organisations innovate – in any dimension – is that the folks who are doing the innovating are reasonable folks taking reasonable courses of action. What is more reasonable than going for the ‘low hanging fruit’? Or sticking to the proven methods? Or involving only the people that have proven themselves to be good team players and safe pair of hands?
Innovation is not simply a matter of process / methodology. Nor is it a matter of tools and techniques. At its heart innovation, and that is just another word for transformation, is a matter of being: the being of the folks in the organisation, and the being of the organisation as a whole. Only those whose being is ‘unreasonable’ have access to generating innovation and transforming business.
Put simply: plodders do not cause innovation or transformation, they simply plod along no matter what tools and techniques you put in their hands.
The accessing to innovation / transformation? Leaders: those who are ‘unreasonable’ enough in their being to put their very being at stake to bring forth, into the world, the ‘unreasonable': new worlds of possibility.
I wish to acknowledge members of the ‘methodology police’, whom I met recently, for being the source of this conversation. Please note that for the purposes of this conversation I will use the terms formula, recipe, method, script, template interchangeably.
Is Success Reducible To A Formula/Recipe?
Is communicating with another reducible to a formula? Is relating and cultivating relationships with colleagues, clients, family and friends, reducible to a recipe? Does the co-creation of a ‘good’ customer experience yield to a predefined template? Does the successful implementation of a new CRM systems and the associated way of showing up and operating in the organisation yield to a specific method? Is great customer service reducible to a recipe? What about leadership: is the exercise of leading and leadership reducible to a formula?
YES. If I look at how it is that we show up and travel then it occurs to me that we operate on the basis that the answer is an unequivocal YES. Everything is reducible to a recipe: EVERYTHING. Which means that if the outcomes that we wish for are not showing up then the cause of the problem must be in one of the following domains:
- we are making it up as we go along as opposed to following a ‘proven’ formula;
we are not following the formula/method and as such we need to be manipulated (training, rewards, punishment) into following the one ‘proven’ formula; and
there is something wrong with the recipe, it is not ‘tight’ enough, or it is out of date.
Hence, our obsession in organisational worlds with the likes of processes and procedures, methodologies and methods, scripts, judgment-evaluation of people, criticism, praise, reward and punishment. With this deep rooted obsession we create a wide open clearing for all kind of charlatans to show up and sell their unique ‘secret recipes’ for success – in just any and every domain including the domains of Customer and Leadership.
What Constitutes The Deepest Lack Of Intelligence?
Is there a deeper lack of intelligence (stupidity) than seeking formulas/recipes for the major challenges of business, of education, of living and life? I say yes. What is the deeper stupidity? I say it is keeping our faith in the god like being of formula/recipe intact even when we have followed the formula/recipe and it has not generated the promised-desired outcome/s. Why do we do this? We do this because we grant, individually and collectively, divine status to formulas/recipes. Therefore, it makes sense to conclude that our understanding and/or application of the formula was at fault.
Words Of Wisdom
I invite you to listen to the speaking of one that shows up for me as speaking wisdom:
Once, several years ago, some friends and I enrolled in a cooking class taught by an Armenian matriarch and her aged servant. Since they spoke no English and we no Armenian, communication was not easy. She taught by demonstration; we watched (and diligently tried to quantify her recipes) as she prepared an array of marvellous eggplant and lamb dishes. But our recipes were imperfect; and try as hard as we could, we could not duplicate her dishes.
“What was it,” I wondered, “that gave her cooking that special touch?” The answer eluded me until one day, when I was keeping a particularly keen watch on the kitchen proceeding, I saw our teacher, with great dignity and deliberation, prepare a dish. She handed it to her servant who wordlessly carried it into the kitchen, to the oven and, without breaking a stride, threw in handful after handful of assorted spices and condiments. I am convinced that those surreptitious “throw-ins” made all the difference….
But what are these “throw-ins”, these elusive, “off the record” extras? They exist outside of formal theory, they are not written about, they are not explicitly taught. Therapist are often unaware of them ……. The critical ingredients are hard to describe, even harder to define. Indeed, is it possible to define and teach such qualities as compassion, “presence”, caring, extending oneself, touching the patient at a profound level, or – that most elusive one of all – wisdom?
- Irvin D. Yalom, Existential Pyschotherapy
Concluding Thoughts For Your Consideration
I invite you to consider:
That the guru does not even have to be a charlatan for charlatanry to show up. How so? In this example, the matriarch, was not aware of the “throw-ins” that were being added to her recipe by her assistant.
Where human beings are intrinsic to the game being played, the access to effectiveness (generating the desired outcomes) lies in a sensitivity-attunement to the context in which the game is being played.
Sensitivity-attunement to the context allows you to figure out and put into the game the “throw-ins” that make the difference between the ordinary and the extraordinary.
It is our addiction to slavishly following formulas/recipes that is the biggest obstacle to being attuned and responsive to the context and throwing in the most appropriate “throw-ins” for that particular context in that moment;
Insisting on and slavishly following formulas/recipes (including processes, procedures, scripts, methods etc) is the most significant barrier to effectiveness in the human realm. And that includes the dimensions of Customer (customer service, CRM, customer experience) and of Leadership.
You may disagree. If that is the case then I look forward to hearing what you say.
2014 State of Customer Experience: Who Are UK’s 2014 Leaders And What Can We Learn From Them? (Part 3)
This conversation continues on from where the earlier one ended. As promised, I have been looking at what Nunwood has to say about certain brands. And find myself in a position to share with you the table that I have put together:
What Does It Take To Be A Customer Experience Excellence Leader?
Just about everyone I come across business is looking for the answer, the recipe, the formula for turning the ordinary into extraordinary, base metal to gold; Nobody has or makes the time to linger, to think and rethink, to grapple with, experiment, and finally arrive at a home made ‘solution’ to any serious challenge. So is there a recipe/formula for CX excellence?
If there is, then it is worth taking a look at First Direct as it is in top place in 2014 and has consistently been in the top 10. Here is what the folks at Nunwood say on the matter (bolding mine):
The First Direct formula is remarkably simple one, yet it has proved difficult to implement in other organisations: remove the barriers between customers and the bank; employ people who want to serve the customer and care about doing a good job; train them intensely and empower them to handle and resolve any issues brought to them by the customer.
What does this look like from a customer perspective? Let’s listen to a First Direct customer:
I was in Venice when my credit card was refused and it was quite stressful. I phoned First Direct and talked with a patient man with a great sense of humour who spent time talking to me about the holiday, acknowledged this this was a stressful thing to happen and worked methodically to sort thing out. I rarely phone First Direct as I can do almost everything online, but is was so important that when I needed them, they were unfailingly polite, human and ready to treat me as valued customer.
What Is It That Is Missing From The CX Game Of Excellence?
I have read the Nunwood report several times. And putting this report together with other reports and my lived experience I find myself thinking “There is no rocket science here!” and find myself in agreement with the author of the Nunwood 2014 UK CX report when they say (referring to First Direct) that the formula for CX excellence is a remarkably simple one. So why is it that so many brands fail to make any meaningful shifts/progress in CX excellence? Allow me to point at what occurs to me as ‘that which is missing the presence of which makes all the difference’ by sharing a personal story with you.
Earlier this week I was due to be at an important meeting in central London at 10:00. Seven people were counting on me to be there to ‘chair’ the meeting. I was counting on myself to be there to chair the meeting. The unexpected occurred on my way to the rail station. I found myself at a stand still on the road for 45 minutes or so. I took the next train – thirty minutes later than I had planned. This meant that my contingency was gone – everything had to work out just right if I was to make that meeting on time. I arrived at Paddington Station and made my way hurriedly toward the underground. Suddenly, I found my feet sliding, no control, left knee smacks into the hard tile floor, right leg twists awkwardly, the right ankle is in some pain. A helpful gentlemen helps me up. I recover and get that the floor has become an ice rink in some place (food for a future post). I walk slowly, in pain, towards the underground. The up escalator is out of action so I make my way up the stairs – slowly and awkwardly, in pain. I walk for several minutes to the underground entrance. It is closed. I ring both of my colleagues and the client to let them know that I am likely to be late.
Making my way to the taxi rank I notice a long queue and get that if I wait there I will not get to the meeting on time. So I make my way down the stairs and out of Paddington Station. Leaving the station, the rain falls down and I start getting wet. I walk away from Paddington station and towards central London. Why? I get that I have to get far enough away from the station to find an empty taxi. As I am walking I am in pain and mindful that I have to walk carefully on my sprained ankle. After walking for 5 – 10 minutes I find a black cab. I tell the cab driver that he is blessing, a Godsend. We arrive at the client’s office – five minutes after the meeting has started. What do I find? The meeting is on the sixth floor and all the lifts are out of service. What do I do? I embrace the pain, walk as mindfully and carefully as I can, and make my way up the stairs to the sixth floor. I chair the meeting, we do what needs to be done. Just after noon I leave and make my way home as I am in considerable pain.
What was it that allowed me to overcome a series of obstacles and considerable pain to honor my commitment? Absolute commitment to the commitments that I make: playing full out to honor my word. Ask yourself how often you find that kind of commitment when it comes to the CX realm. Now you have your answer to why it is that so few are CX Excellence Leaders and most are languishing in ‘no mans land’ of averageness.
Enough for today. In the next post I will bring this series of post on the Nunwood 2014 UK CX report to a close. I wish you a great day and thank you for your listening.