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.

CX 2015: Where Does The UK Stand In Relation To The USA?

Some folks at Nunwood (CX research and consulting company) have been kind enough to email over their latest report: Have A Nicer Day, Learning From the USA’s Customer Experience Leaders.  I found it to make interesting reading. In this conversation, I wish to focus on where the UK stands in relation to the USA – as set out in this report. Let’s begin with a quote that kind of sums the report up:

On average, US enjoy significantly better experiences than their UK counterparts. This is more consistent across the sectors….

Let’s look into why this is the case.

CX: What Are The Big Difference Between The USA And The UK?

At the last UK survey conducted and published in Q4, 2014 the average CX score was 7.25 (out of 10). The USA score as at Q1 2015 stands at 7.6. This looks like such a small difference: only 5%.  What do the authors of the Nunwood report say?

– Every US sector with the exception of telecoms, outperforms its UK counterpart.…Sectors that are weak in the UK, notably utilities and logistics, are significantly stronger in the USA, despite challenging geographic and environmental circumstances.

– The top 6 US brands (USAA, Publix, Amazon.com, Chick-fil-A, Disney Parks, Edward Jones) are stronger performers than the UK’s number one brand (First Direct).

– With the UK’s CX currently improving by less than 1% per annum, the current trend puts the USA five years ahead of the UK.

CX: What Accounts For This Difference?

What factors, taken together, account for the difference between the quality of CX in the USA and that provided by the UK?  Here is my take on the matter based on the Nunwood report.

1. CEOs and Culture That Places The Customer At The Heart Of All Decisions

This is how the authors of the report put it (bolding mine):

Few UK companies have a culture where the customer is at the heart of all decisions, few make strenuous efforts to ‘bring the customer into the organisation’ to improve collective understanding of the customers needs and wants. Fewer still have behavioural standards engrained across the organisation that drive behaviours to continuously improve the value created for customers.  

At the heart of the difference lies a fundamental belief that what is good for the customer is good for the business. As some £166n fines and provisions across UK banking shows, that is not always the case in Britain.

 2. Customer Driven Innovation Is A Way Of Life In CX Leaders

Let’s listen to the authors (bolding mine):

The top 10 get so close to their customers that customer driven innovation is a way of life, not an aspiration. These brands follow the Steve Jobs edict that firms should “get closer than ever to their customers. So close that you tell them what they need before they realise it themselves.” For the US leaders, technology does not define the customer experience, rather the customer’s needs define the technology.

3. Effective Use Of Technology To Deliver Omnichannel Experiences

How do the authors see/express this?

SMACIT. It stands for social, mobile, analytics, cloud, and internet of things…. For leading US companies, success is not merely mastering these fast moving technologies in isolation, but rather integrating them – often with offline components – around gaps in the customer experience. 

In the UK, ‘digital’ is more often a way of reducing costs to serve, making life easier for the company. Increasing it’s a department or a directorate, By contrast, in the USA, digital is one of range of tools for solving customer problems. The message from the USA is use these technologies as mechanisms to deliver against customer needs.

4. USA Is Back To Doing What It Does Best: Service

Let’s listen to the authors once again:

In the 70s and 80s, .. British holidaymakers were bowled over by the high quality of service delivered by US employees…. in the 90’s and 00’s … US service seemed no better, and often worse, than service at home. The ‘have a nice day’ culture was no longer associated with caring employees but with faked smiles…..

tough economic times have a way of returning companies to fundamental business principles – and one of the most basis is customer service.…. All indicators now show that that not only has the US rediscovered its service ethic….

CX: Summing Up The Difference Between The USA And The UK

If we look behind all of this can we discern a ‘structure’ – a way of being and doing – that gives rise to the USA being some five years ahead of the UK in terms of customer experience?  I think we can. It occurs to me that the authors have identified and expressed it in these words:

Customer experience management in the US is a more mature discipline, with every successful organisation focusing its marketing, operations, leadership, HR and systems investments on these goals. There is greater innate understanding and coherency than in the UK, with customer experience defining the change agenda for many firms, rather than simply being a part of it. 

Put differently. It would appear that folks working within the US CX leaders show up and operate from the context of ‘unity of purpose’ – the unity of purpose being creating superior value for customers. And all change that occurs in these organisations arises from and supports this unity of purpose. Whereas CX in the UK, for the most part, is another item on the management/change agenda.

Enough for today. Next time, lets dive a little deeper into the Nunwood report and see what we can learn from the US CX leaders. Until then I wish you the very best and thank your for listening.  Oh, and my thanks for the folks at Nunwood for emailing me their latest report.

 

Customer Experience: A Tale Of Two Service Providers – One Public, One Private

The Technology Exists to Transform the Customer Experience

In his latest post Don Peppers shares his experience of attending the Mobile World Congress in Barcelona. Given my recent experiences as a customer, the following words particularly resonate with me (bolding mine):

“At virtually every booth, at every significant exhibit, the message was about how to use each of these new technologies or product offerings to deliver a better customer experience. To interact faster or more efficiently with customers. To provide what customers need in a more effective manner. To deliver better, more reliable service, less expensively and more flexibly.

And this didn’t seem out of place to me at all, because the customer-experience revolution is being powered by technological change. It’s always been a good thing for businesses to be customer-oriented, but it’s only within the last twenty years or so that technology has made it economically possible to be customer-centric, at scale.”

I want to pick up this theme and illustrate it through two of my recent experiences. One with a public sector organisation (The Passport Office, UK) and Churchill (car, home, travel, life insurer).  Which one is making effective use of technology to transform the customer experience?

What Kind of A Customer Experience Does The Passport Office Enable-Deliver?

1. My Experience Fifteen Years Ago

The last time I put in an application to renew my passport was fifteen years ago: 1990.  I remember it being a painful process.  First, I made my way to the local Post Office branch. Then queue up for some 10 minutes, finally only to be told that the branch had run out of passport renewal forms. This meant getting into my car and travelling to the main Post Office branch in the town centre. This required a ten minute journey, the hassle of finding a car park, paying car park charges. Waiting even longer – something like 20 minutes – to get hold of the requisite form. Whilst I was in town, I took the opportunity to get passport photos made.

Once I had the paperwork and photos, I returned home. After I had completed the paperwork, I had to write a long declaration in tiny writing on the back of several photos (of me). Then I phoned my doctor’s surgery requesting my doctor to sign two of these photos to declare that they represented my likeness. I was told that the doctor would charge a fee of £40. So the next day I took the fee and the photos and left them with the receptionist at the doctor’s surgery. I was told that the photos would be available for collection in two days.

A week or so, I remembered the photos so I made my way back to the doctor’s surgery to pick up the photos. As the surgery was busy I had to wait something like five minutes to ask for the photos only to find that they had not been signed!  After another couple of days I got hold of the signed photos. Then I put all the material together, took it to the Post Office and sent it away ‘special delivery’. About four weeks later, I received my new passport.

2. My Experience This Time Around

I had been aware for months that my passport would run out in Feb2015. I also knew I needed a passport to travel – for work, with the family on holidays  . Yet, I could not get myself to start the renewal process – except for getting the passport photos made. Why?  The memory of the previous experience was fresh in my mind. I was totally convinced that it was going to be a long drawn out effort (hassle) to get my new passport.

One day I decided to take on the challenge. This time I did not go to the local Post Office branch. I opened up my laptop and typed “UK passport renewal online” into Google. To my delight, I shortly found myself on the http://www.gov.uk website presented with easy to understand wizard/directions. By following the online process, within four minutes I had filled in the requisite screens, selected various options, paid the fee through credit card, and printed out the requisite paperwork.

I checked over the paperwork. Then I attached two passport photos – this time I was not required to get the photos attested by my doctor. I added in my expired passport, sealed everything up in an envelope, and walked to the local Post Office branch. At the branch, I paid the requisite fee for ‘special delivery’. I experience ease and marvelled at how easy it had been this time around.

Just a week into the process, I got an automated message from The Passport Office telling me something like “Your passport is being printed right now. And will be with you in a couple of days.” I found myself surprised and delighted. Why?  The Passport Office had used technology to make the application process easy and quick. Now The Passport Office was using technology to keep me up to date with progress – just at the right moment, the moment my passport was being printed. Wow!  How clued in, how customer-centric, is The Passport Office.

The Passport Office went on to keep its promise. I received my new passport within the promised two days. It had taken a total of 8 working days to get a new passport office issued. And the most effort had involved going into the town centre and getting the photos taken.  A total contrast with fifteen years ago.

Now that is how to make good use of technology to get the customer from where he finds himself (current situation) to where he wishes to be (desired outcome) easily, quickly, intelligently. And cut out unnecessary costs – for both the customer and The Passport Office.  So I acknowledge and thank the folks that have thought things through and transformed the process of renewing a British passport through the smart use of digital technologies.  Great work! It is the kind of work that I’d be proud to do myself as a digital strategist and CX designer.

What Kind of a Customer Experience Does Churchill Deliver?

Recently, I had to contact Churchill to ask how many years of no claims my wife has. So I phoned Churchill and after a couple of minutes I found myself talking to a helpful call-centre agent. She gave me the answer.  Then I told her that I needed that in writing. She told me to wait whilst she triggered the necessary paperwork, and assured me that the no claims certificate would be with me in five days.

The no claims certificate did not arrive as promised. And my wife started pestering me as her car insurer was pestering her to provide it – else her insurance policy would be cancelled.

So I rang Churchill again. Another helpful call-centre agent took my call. I explained the situation and the importance of getting the no claims certificate asap. I requested that she email it to me. She told me that she was not in a position to do that. She did not have access to email. All she could do was request (in her system) for the certificate to be printed and mailed to me. That is not the answer I was looking for.   The end result was that I had to be patient and wait to receive the certificate in the post.

Has anything substantial changed in regards to customer’s post sales interaction with insurance companies?  I am tempted to say, little – at best.  Fifteen years ago, I called up insurers to get my post sales needs met. I did the same this year. Fifteen years ago I had to wait for five to ten days to get paperwork in the mail. This time, 2015, it is the same.

Why has Churchill not made effective use of digital technologies – to make things easier, to minimise the cycle time, to cut out unnecessary costs, to deliver a customer experience that leaves their customers grateful that they are doing business with Churchill?

The technology exists to create a online self-service portal. The technology exists to allow customers to make requests through this portal. The technology exists to take these requests and convert them to cases for call-centre agents to review-execute. The technology exists to cut-out call-centre agents out of simple processes and get simple requests actioned by the system itself. The technology exists, to create documents and send them out through email. The technology exists to keep customers informed – to track the progress of their requests…. Is Churchill using any of this technology?  No!  Why not?

Summing Up: Why The Customer Experience Sucks Most Of The Time For Most Organisations

I will allow Don Peppers (who, along with Martha Rogers, deserve the label thought leader) to sum up the situation at hand:

The technology part gets faster-better-cheaper every year, but this just throws into stark relief how difficult it really is, as a business, to take the customer’s point of view, and to organize yourself to deliver a superior customer experience, across the firm. The vast majority of companies have a great deal of difficulty with this task, even with all the digital technology now available.”

Why do the vast majority of companies have such great difficulty?  Don sums this up, beautifully:

“At its core, for a firm to improve its customer experience it must minimize the friction in the experience. It has to remove obstacles, eliminate problems, and streamline processes. But the overwhelming majority of companies just aren’t organized to do this. Instead, as a first priority, companies organize themselves to minimize the friction in their production process.” 

Of course this begs the question: Why aren’t the Tops who run these companies reorganising the way their companies work?  It occurs to me that if the caterpillar had the kind of intelligence that we have it is highly likely that s/he would think the idea of ‘butterfly’ was a great one. And when it came to taking action – to going through the transformation process – the caterpillar would choose to stay as a caterpillar. And take the easier route of adding one or more colours to its caterpillar body. Our gift of foresight-imagination is both a blessing and a curse.

I thank you for your listening. For my part, I am delighted to be in a position where I can share my speaking with you.  I look forward to listening to that which you share.

 

Timpson: Business Success Through Humanistic Leadership

Allow me to introduce you to a little know business gem: Timpson. It is a family business operating 1000+ stores, annual turnover in the region of £200m, and annual profits of £10m+. Today, this organisation (and its leadership) is on my mind again. Why? Because of what I saw and read on LinkedIn.

This is the photo that captured my attention:

Timpson Free Outfit Cleaning

The last time I looked there were 240+ likes. Here are some of the comments that caught my attention:

  1. “Leadership at its best”;
  2. “Hats off to CEO James Timpson”;
  3. “Very thoughtful and caring”;
  4. “Pay it forward”;
  5. “Brilliant. More selfless acts needed”;
  6. “If another company did this it would probably seem like a publicity stunt, but Timson’s record speaks for itself..”; and
  7. “How many Advocates and how much good feeling does that create for Timpsons who are already an exceptionally socially responsible company…Great win win!”

Why did these comments catch my attention? Because these comments provider a pointer towards the following:

  1. The shape-look-feel-character of humanistic leadership: authentic as opposed to faking it in order to manipulate others (publicity stunt); thoughtful and caring as opposed to thoughtlessness and indifference to our shared humanity – where humanity is hidden under the labels of customer, employee, supplier; and selflessness leading to paying it forward as recognition of one’s good fortune and shared humanity as opposed to unlimited greed dressed up in fine sounding words like maximising revenues and profits.
  2. The impact human-centred leaders make on us: we tend to think of this kind of leadership as “leadership at its best”; and those who exercise this kind of leadership call forth respect – when we are authentic we take our hats off only to those whom we genuinely admire, esteem, respect in terms of their virtues and/or skills.

  3. The benefits that tend to show up as result of exercising humanistic leadership: the good feelingthat this kind of leadership calls forth in just about everyone except sociopaths and those professionally trained as economists and MBAs; and the advocacy-loyalty that is automatically brought into play as a result of evoking this good feeling.

I am clear that we (those of us living in the UK and USA) live in transactional, individualistic, non-humanistic, competitive cultures. So those of us, who are ‘smart’, are likely to be tempted to fake humanistic leadership to get the benefits (respect, status, increased profits, wealth) without paying the necessary ‘price’. So here’s the paradox. The exercise of humanistic leadership does generate advocacy, loyalty, revenues, and higher profits. However, this is not the case when humanistic leadership is exercised for the sake of harvesting these benefits. Why? Because, one can only fake it so long before true intentions leak out and are detected by those who are being manipulated.

Is Timpson faking it? Is this offer of free outfit cleaning for the unemployed merely a publicity stunt? This is what Justin Parkinson of the BBC says on this blogpost:

The problem is that getting suits dry cleaned usually costs in the vicinity of £10, which can be prohibitive for unemployed people looking to return to work.

The offer, in place since 1 January, has been taken up by hundreds of people, Timpson chief executive James Timpson says. “When people are going for interview it’s important to look and feel smart and getting their suit dry cleaned is part of that,” he adds. “It makes people more confident and gives them that 2% extra chance of getting a job. We just thought it was a really good idea.”

In my experience, one of the core challenges of taking a humanistic approach to doing business (including the exercise of human-centred leadership) is that we have a dim view of human nature. Our actions show that we are convinced that if we appear ‘soft’ then we will be taken. So how has this offer turned out for Timpson? Here is more from that BBC blog:

“We just trust customers,” says Timpson. “We had one lady who came in with a cocktail dress and we told her to hold on. But that’s the only instance of a customer taking advantage.”

What is going on here? How to make sense of this? It occurs to me that somewhere deep down in us, our human decency is intact. Put differently, for most of us, there is something deep in our being that makes us think twice and usually prevents us from taking advantage of those who show concern for us, our fellow human beings, and our shared humanity. Where we transgress and do take advantage of the kindness of others, guilt comes into play. That is the price we pay for not honouring the best of our humanity.

Now you may be wondering what this has to do with Customer. I say take a look at what has been done in the name of customer service. Take a look at CRM. Take a look at customer loyalty programmes. Take a look at Customer Experience. Take a look at all that has happened and all the money-effort that has been expended in the name of the Customer. Now ask yourself how it is that despite all of this customer loyalty and employee engagement are stagnant – at best. There is your answer: humanistic leadership (and management practices) are the access to calling forth the good feeling that in turn leads to engagement-loyalty-advocacy: from your people, from your suppliers/partners, and from your customers.

If you are interested in learning more about Timpson then check out this piece that I wrote some time ago as it continues to be relevant and instructive: Timpson: Shifting-Transforming Culture Through Language and Practices.

Note: At the invitation of Bob Thompson, I write the Human-Centred Leadership column on CustomerThink.com. This conversation was published there last month.

You may have noticed I have not been conversing much recently here on this Blog. I have been dealing with back pain for the last six weeks. This has limited by ability to do that which it takes to create-share conversations. I hope to back in action soon.  If you missed me then I thank you for your patience. If you didn’t, excellent: now you know that you are wasting your time-life listening to me, please go and do something that lights you up!

How To Think Productively About Customer Experience?

A little while back Bob Thompson asked this question on the CustomerThink.com site.  Thereafter, this question called forth 60 or so comments from a range of folks including Customer Experience gurus, thought leaders, experts, practitioners etc.  I found this conversational thread interesting.  Why?  The lack of shared understanding and agreement as to what constitutes Customer Experience / Customer Experience Management. In this conversation I wish to consider how one can think productively (usefully) about Customer Experience.

What Is Customer Experience?

It occurs to me that many think of Customer Experience as a bucket/container.  And so get busy thinking about (arguing about) what does and does not go in to this container.  So some folks put a lot of stuff into this bucket including product and pricing.  Other folks, like Bob Thomspon, would like this bucket to be more restrictive: to contain only customer interaction with the organisation through the established channels.   Let’s take a step back and ask this question: Is Customer Experience a bucket (container)?

Many years ago one of my children came up home upset. Why? Someone had called him stupid!  After giving him a hug, I played an instructive game with my son. I asked him to think of what he could buy with £100.  I listened to his excitement. Then I told him that I would give him £1 if he could show me a chair. Without hesitation he walked over to a chair and pointed at it. I gave him a £1. Then I told him that I’d happily give him £1,000 if he could show me stupid.  It took about ten minutes (of ‘to and fro’) but he got it. What did he get?  He got that stupid is an idea, a concept, a label that folks apply.

I say to you that Customer Experience is not a thing. Customer Experience is not a function like Marketing, Sales, Service…. Customer Experiences is not a process like say ‘Enquiry to Proposal’ or ‘Order to Cash’. Customer Experience is not a technology nor a set of technologies.

I invite you to consider that Customer Experience is a concept (idea).  Please remember that idea comes from idein (to see) and such is simply a way of seeing.  What does it allow you to see?  That everything that your organisation does or does not do has an impact on the customer’s experience of you.

What Is The Value of The Concept: Customer Experience ?

I say that the value of the Customer Experience concept lies in the following:

First, it helps us remember that a customer experiences your organisation/brand: your stores, your products, your pricing, your branding, your website, your sales people, your delivery people, your service people, your communications.  I invite you to consider that a customer (or potential customer) can and does experience your brand without interacting directly with your brand. How so?  By reading about your organisation. By listening to others talk about your organisation….

Second, it opens up the possibility of competing at the level of the Customer Experience (how the Customer experiences your organisation/brand as a whole) rather than at the level of product, or solution, or service; one can create-deliver a ‘product-service-solution’ in a manner that leaves the Customer cold, indifferent, or deeply moved-touched-inspired-uplifted.  One can provide exactly the same product-service-solution yet show up and travel as a good citizen – one who genuinely cares about the wellbeing of other citizens.

What Is The Challenge That Goes With Customer Experience? 

The challenge of Customer Experience is not that of carving out Customer Experience as container and then determining what does and does not go into this bucket.  The challenge of Customer Experience is not setting up a Voice of the Customer Experience program.  The challenge of Customer Experience is not creating a Chief Customer Officer position / CX team and charging this person/team with putting in new touchpoints / channels or redesigning business processes ….

If you choose to compete on the basis of the Customer Experience then it is not enough to get a team of folks together and decide how wide-long-deep the Customer Experience container is, what goes in it, and who owns it.  Then set aside a budget and get busy with creating new interactions channels, improving existing channels….. Why? This is not a productive way of looking at Customer Experience. Disagree?  How many organisations have taken or are taking their route – first with CRM and now with CXM?  Of these how many have become the beloved of their customers?

I say that the challenge of Customer Experience, to use a computer analogy, is like the challenge of erasing the existing operating system and replacing it with a new operating system.  What do I mean by ‘operating system’?  I mean a new way of ‘showing up and travelling’ for everyone in the organisation.  So that when someone in procurement is faced with the task of choosing one product supplier or another s/he considers the impact on the Customer Experience. Or when someone in IT is choosing between system A or system B, he considers not only the cost and fit with IT standards but also the usability and usefulness to the users who are either dealing with customers or supporting those who are dealing with customers.  Finally, it means moving power from those who sit in HQ to those who are on the front lines in direct touch with customers.  It means that the folks in HQ are there to support those interacting with and serving customers.

Summing Up: Customer Experience As A Way Of Showing Up And Travelling

I invite you to consider that there is not much power in choosing to see Customer Experience as a bucket with certain functions, people, processes, channels, technologies inside it and others outside it.  I invite you to consider that a productive (transformative) way of thinking about and orienting oneself towards Customer Experience is to see it as a way of life: It is way of ‘showing up and travelling’ that is mindful of how one’s decisions, actions, inactions, impact the Customer Experience: how the customer experiences you.  This way of life has to be embraced by everyone.  And the biggest barriers to this change are not the folks on the front line interacting with-serving customers. No, it is the folks sitting in HQ.

 

 

Unlocking Organisational Magic Through Humanistic Leadership

Let’s imagine that you want to play the sales effectiveness game. What does it take to play this game well – effectively? At a minimum it takes folks in marketing and the folks in sales to play well together – as one team. Take a broader look, play with the time horizon, and you are likely to find that it takes folks in product development, engineering, strategy/finance, marketing, and sales to work well together.

What does it take for an organisation to excel at the customer-centricity / customer experience / customer loyalty game? One way of answering this question is to take a look at what folks nominate as the biggest obstacles in playing this game. Do the following sound familiar: lack of executive sponsorship/leadership, competition (rewards and resources) between folks in different silos, and the lack of employee engagement – ‘us versus them’ even within the folks in each silo, especially between folks in management positions and those who work at the coal face.

When I look at what is so, I do not find a process challenge here. Nor do I find a technology challenge. And I certainly do not see a strategy challenge. I see a people challenge. In particular I see the challenge of creating a context which calls forth organisational magic.

What is the source of organisational magic? Allow me to put that question different: who/what is the source of greatness in organisations – greatness as in generating breakthrough performance-results? Go beyond the dominant ideology of Anglo-Saxon individualism, beyond the Steve Jobs type myth, and you are likely to find that the source of organisational magic is teamwork: genuine teamwork. What calls forth teamwork? Is it technology, for example the latest collaboration technologies? Is it specific teamwork processes, methods, techniques? Or does the access to genuine teamwork lie in the human realm – how we relate to one another? 

It occurs to me that envisaging and articulating a future/possibility that leaves the folks in your organisation inspired-uplifted-elevated is necessary but not sufficient. The leader who is effective must also cultivate a context that calls the folks in the organisation to work well with one another in the pursuit-fulfillment of that future/possibility. Put differently, the effective human-centred leader must call forth, forge, genuine teamwork. 

How do you, as a leader, call forth organisational magic: genuine teamwork over a prolonged period of time and across many different types of people (personalities) in different roles, functions, and business units?

I invite you to listen to the following words of wisdom (bolding mine) from a master of insight into the ‘human condition’ (bolding mine):

I could always tell when an organization was in good shape. I could tell because the manager of the organization would always be talking about how great the people in the organization were. If the manager was talking about anything other than how great people in the organization were, I knew that the organization was in bad shape. The way to manage an organization successfully is to manage it in such a way that you can be proud of the people with whom you are working. You have to find a way to interact with the people with whom you are working in a way that makes you proud of them.”

– Werner Erhard

As one who is in a leadership position are you proud of the people who you find yourself working with? Be honest. Now ask yourself how likely it is that you will call forth the best from folks who, at least at a subconscious level, get that you are not proud of them – that you see them broken-faulty-lacking in some manner.

I say that if you are playing the customer-centricity / customer experience / customer loyalty game then you are, whether you realise it or not, looking to find ways to interact with your customers which leaves them feeling good about doing business with your organisation. 

Given that your organisation is the folks that collectively constitute your organisation the pressing challenge, for you as the leader, is to find ways to interact with these folks in your organisation such that you are left feeling proud of them. And they are left feeling appreciated and proud to be working in an organisation led by you. 

What way of interacting with folks is likely to leave you feeling proud of them, and them proud of you? A great place to start is with the practice of granting an A.

I invite you to consider that you, as the leader, are responsible for each and every person who you find yourself not proud of. How so? Either you failed to put in place the right recruitment practices and people. And/or you have created a context where people you are proud to hire into your organisation end up being turned into people you are not proud of. I am not saying this is the truth. What I am saying is that this is a great (as an powerful, effective) place to stand and operate from. Why? Those who play victim do not make great leaders; great leaders take responsibility for that which is so, and not so. Enough for today, thank for listening.

Note: this conversation was originally published here on the CustomerThink site.

Strategy And Purpose: Is It Really What You Say It Is?

Let’s say that you want to grasp an organisation’s strategy – say customer strategy or customer experience strategy. By strategy I mean the organisation’s manner of ‘showing up and travelling’. How would you go about determining that?

Who would you go and ask? How many people would you ask? Would you seek out the Board? The CEO? The Marketing Director? The Sales Director? The Customer Services Director? The Operations Director? The Chief Customer Officer? The Chief Digital Officer?

What would you look at/for? Would you seek out and review the latest published accounts?  The strategic plan?  Mission and values statements? The brand values and guidelines? The marketing strategy? The statements that the CEO / Finance Director has made to the financial press?

You’d be wasting your time. Just like I did in my early days in consulting. Nowadays, I pay little attention to any of these aspects. What do I direct my attention towards?  That which really matters. That which truly speaks without speaking. That which does not lie. What am I pointing at?  I invite you to listen to a man that knows – really knows:

A strategy – whether in companies or in life – is created through hundreds of everyday decisions about how you spend your time, energy, and money. With every moment of your time, every decision about how you spend your time, and your money, you are making a statement about what really matters to you. You can talk all you want about having a clear strategy and purpose for your life, but ultimately this means nothing if you are not investing the resources you have in a way that is consistent with your strategy. In the end, a strategy is nothing but good intentions unless it’s effectively implemented.

How do you make sure that you are implementing the strategy you truly want to implement? Watch where your resources flow – the resource allocation process…… You might think you are a charitable person, but how often do you really give your time or money to a cause … that you care about?  If you family matters most to you, when you think about all the choices you have made with your time in a week, does your family seem to come out on top? Because if the decisions you make about where to invest your blood, sweat, and tears are not consistent with the person you aspire to be, you’ll never become that person.

– Clayton M. Christensen, How Will You Measure Your Life?

Bringing about this consistency is not easy. It is not easy at the individual level. It is not easy at the family level. It is not easy at the team level. It is not easy at the department level. It is not easy at the company level.  Which is why so few of us are in a state of integrity: between what we say, what we believe/value, and how we actually show up and operate in life.  This means that the world is for the taking by the bold: those who are investing their blood, sweat, and tears consistent with the persons/organisation they aspire to be. And a future they aspire to create.

It occurs to me that the core challenge of leadership is not that of vision creation. Nor that of communicating vision. I say it is the political challenge that goes with changing the allocation of resources – and dealing with the blowback from the folks impacted by the changes.

And finally, I dedicate this conversation to a friend. He knows who he is.  I wish him the very best with the game that he his playing this year!