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What Does It Take To Shift To A Human-to-Human Way Of Doing Business?

I find myself interested and caring for the human.  So the following slogan caught my attention: “There is no more b2b or b2c: It’s human to human”.  This got me wondering: What does it take for us to show up and operate as ‘human to human’?

If we are to do business in a ‘human to human’ way then it helps to have a good grasp of what the defining characteristic of human is.  In Being and Time, Heidegger asserts that ‘Care (Sorge) is the being of dasein’. For the purposes of this conversation dasein = human being. What does Heidegger mean by this?  I take it to mean that I do not find myself indifferent: to myself and my experience of living, to the world in which I find myself in, to my fellow human beings.  It matters (to me) how I live and how my life turns out. It matters (to me) how my fellow human beings live and how their lives turn out. And it matters (to me) how this world is and is not.  I care as I am aware that I am being-in-the-world-with-others-towards death.

If we are going to show up and operate from a ‘human to human’ way of doing business then we must genuinely care for ourselves, the people we work with, the people we sell to, the people we buy from, the people whose lives are touched by us and our way of showing up and operating in the world.  How best to illustrate this?  Allow me to share a story the following story with you (bolding is my work):

Harry, an emergency physician …. One evening on his shift in a busy emergency room, a woman was brought in about to give birth…….. Harry was going to deliver this baby himself. He likes delivering babies, and he was pleased…… The baby was born almost immediately.

Whilst the little girl was still attached to her mother, Harry laid her along his left arm. Holding the back of her head in his left hand, he took a suction bulb in his right and began to clear her mouth and nose of mucus. Suddenly, the baby opened her eyes and looked directly at him. In that moment, Harry stepped past his technical role and realised a very simple thing: that he was the very first human being this baby girl had ever seen. He felt his heart to go out to her in welcome ….

Harry has delivered hundred of babies. He has always enjoyed the challenges of delivery, the excitement of making rapid decisions and feeling his own competency, but he says that he had never let himself experience the meaning of what he was doing before. He feels that in a certain sense this was the first baby he ever delivered. He’s says that in the past he would have been so preoccupied with the technical aspects of delivery, assessing and responding to needs and dangers, the he doubts he would have noticed the baby open her eyes or have registered what her look meant.  He would have been there as a physician but not as a human being. It was possible, now to be both…

-Rachel Naomi Remen, Kitchen Table Wisdom

This is what I notice about the whole Customer thing: the focus is almost exclusively on the technical stuff (metrics, data, analytics, technology, processes) and almost no recognition of the human.  Does this matter?  Yes. Why?  I leave you with these words of wisdom:

 

Quality matters when quantity is an inadequate substitute. If a building contractors finds that her two-ton truck is on another job, she may easily substitute two on-ton trucks to carry the landfill. On the other hand if a three star chef is ill, no number of short-order cooks is an adequate replacement. One hundred mediocre singers are not the equal of one top-notch singer…

- Richard Rumelt, Good Strategy Bad Strategy

We may not be able to define-measure-calculate quality. Yet we are present to it when we experience it. The quality that you/i/we experience from the people we interact with, work with, sell to, buy from, makes a huge difference to our experience of living.  This quality of caring cannot be faked, though many folks make the attempt to fake it.

Interestingly, in our age, it is easier to build this caring into the ‘product’ itself (Apple) or the digital interface (Amazon) than it is in human to human conversation-encounters.  Why?  Because we have become so wrapped up in the technical that we have lost touch with the human – including our own humanity.  Yet, it is possible to get in touch with this humanity and give it expression: to show up as a CEO and as a human being; to show up as a CMO and as a human being; to show up as CFO and as a human being; a sales person and as a human being; to show up as call-centre agent and as a human being……

Please note: I am about to go on vacation and will be out of touch for several weeks.  I wish you well and look forward to being in communication after the holiday.

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.

 

Is Experience Blindness The Default State of The Business World?

Is the default condition of showing-up and operating in the business world that of experience blindness?  Is the reason that so little progress has been made by so many on customer experience due to this experience blindness?  Is experience blindness the cause behind so many workplaces having the same feel as hospitals?

Let’s make this personal.  Did you drink coffee? No, did you drink tea?  No, did you drink water or some juice? Yes. Ok. Now go back to the last occasion that you drunk something and ask yourself what your experience was.  What was the sensation of drinking?  What was the texture of the container that touched your lips? What about  the liquid itself?  How did the liquid travel from the container and through you?  What thoughts were present as you were drinking?  What kind of mood were you in: relaxed, sad, anxious…? If you are like most people that I see-encounter, you drink in an experience blind manner. Why?  We have not been taught to be mindful and present to the experience that is occurring right now.  Given our blindness to our own-lived experience, how present-receptive can we be to the experience of others: customers, employees….?

Allow me to illustrate, bring life to, this conversation with two examples.

Example 1: Conversation With A Customer Experience Consultant

I found myself working with someone whom I like-respect, someone who has operated as a customer experience consultant. On a joint engagement we were planning a workshop session. The challenge was to devise a way to help the people who would be in the room choose between the various alternatives.

As we were talking, this able consultant was going through the various methods that were available for use. He talked about which methods tend to work. And he talked about the method that his latest employer recommends using.  What he did not talk about was the ‘customers’ – the people who would actually take part in the workshop.

Then I was asked for my opinion. My response was immediate and it went along the following lines.  We are designing this workshop for the benefit of the people who will attend the workshop and make the decision.  Why don’t we ask these people which framework-method-process they tend to use, in their organisation, to make this kind of decision?  And if they don’t have one method then lets run them through the most promising methods and see which one speaks to them.

What really surprised me was this: what showed up for me as the obvious way to look at and deal with the situation at hand (bring the voice of the customer into the discussion-decision) had clearly not occurred to my colleague.  And this is no ordinary business person. He is customer savvy: he has been doing customer for a long time.

The only way that I can explain this to myself is that doing customer experience is not the same as being customer experience. Doing is like going to a party and putting on the proper mask and playing the proper role.  Then it is time to leave the party and put on another mask and play a different role.  Whereas, being is that which is embodied in the way that you show up – being lives in every fibre of your organism.  It is what you are, naturally.

Example 2: Phone Call From The Director of The Building Company

Over a month ago, I arranged with the Steve, the director of a building company for work to be done on the house in which I live. We agreed the start date: Thursday 10th April (today).  As I need to be around the house, I took the day off as a holiday.

Yesterday, around 18:30 I got a call from Steve. Why was Steve ringing? Steve was ringing to ask if I had emptied the room out. I told him that I hadn’t as I had just finished work for the day. And I had set aside the evening to do the clearing out.  He asked me if I had taken the shelves off. I told him that his firm was responsible for doing that under the agreed schedule of work.

Then Steve got to the point. He told me that the guy that was supposed to come to the house, around 8 am, would not be coming.  Why?  Because he is still finishing the work he is doing for another customer. The Steve told me that he would have someone else come over to the house, after lunch, to remove the radiator and the shelves.  This was just the preparatory work to enable the room to be plastered and then painted. What became clear is that the room would not get plastered even though that is what we had agreed. And what I had expected to occur. I did not need to take a day off for someone to come and do two jobs that collectively took 45 minutes.

Have you noticed what I noticed?  I noticed that the conversation was all about Steve and his needs, his concerns, his priorities, his situation.  Not once did Steve ask about me, ask about my concerns, or even ask how I felt about Steve not keeping his word.

Is Steve a bad person or a rotten business man?  I don’t know the answer to that. All I can share with you is that Steve does not show up for me that way. How does he show up for me? Steve shows up for me as a great example of business as usual.  What do I mean about that:

  • Showing up and operating from an ‘inside out’ view of the world and not evening being present to any other way of operating e.g. ‘outside-in'; and
  • Concerned only with the job/tasks to be done and being blind to the human being he is dealing with and thus blind to the concerns, needs, expectations, and experiences of these human beings.

It occurs to me that this is simply what goes along with living into-from a worldview that sees and thus uses human beings as resources – to be used for one’s purposes, efficiently and effectively, for largest profit/benefit for oneself.  So the challenge of Customer Experience is the challenge of a transformation in worldview.

 

Is It Unrealistic To Demand-Expect Integrity From Human Systems?

Does The Concept Of Integrity Apply Only To Non-Human Systems?

This post continues the conversation (blog and comments) that started with the following blog post: Revisiting Integrity: Why Do All Human Systems Lack Integrity?

To summarise, I say that integrity in the sense  of whole and complete (unity between word and action, between the ‘parts’ and the whole) is essential to workability and performance of all systems including human systems.  If you want to get a sufficient understanding of Integrity as I am speaking it then it is essential to read this post: Integrity, Leadership, Communication and Performance – The Most valuable Post You Will Read This Year?

Max J. Pucher disagrees. He says that ‘whole-complete’ is an idealistic interpretation and does not apply to human systems:

“Maz, I propose that it is not allowable to use a physical system concept of integrity (whole-complete) for human systems. Physical systems such as a car have a well-defined function/output and therefore integrity is defined to perform as designed. Human systems have no such function and the output is purely based in individual perception. Therefore ‘whole-complete’ is an idealistic interpretation from a single human perspective and will most likely not agree with many others….”

As I promised Max, I have been thinking about his assertion. And now I share with you what showed up for me.  I find that Max’s view is commonplace, I came across it just today.  And I find myself in disagreement.  Allow me to share with you that which shows up for me as I get to grips with the coal face of human existence.

What Does The World Of Aviation Disclose Regarding The Integrity of Human Systems?

Let’s consider NASA’s shuttle program.  Yes, this program involves amazing technology-equipment. Who produces this technology? Who configures it? Who works it?  Who addresses issues with it?  Human beings.  OK, the equipment is ready, in place.  Is that all it takes to take a number of human beings, put them in space, keep them there, and then bring them safely back home?  No!  It requires a large number of people, in different roles, of different temperaments, of different genders, of different ages to work together as one.  What do I mean by one?  I mean integrity as in being ‘whole-complete’ at the level of the system they constitute. Which is why there has only been one disaster to date.

Why did this disaster occur?  Because the integrity (wholeness-completeness) of the system was compromised.  Some ‘parts’  (people) did know of the issue and the associated risk.  Some ‘parts’  (people) escalated the known issue. Other powerful-dominating ‘parts’ of the system choose to ignore the voices-concerns of these ‘parts’. And, they also choose not to care for the needs of other ‘parts’ (astronauts) to return safely to Earth.

This is my point. Where there has been a focus and commitment to integrity (wholeness-completeness of the system) the shuttles have launched and returned safely.  When integrity was sacrificed, disaster struck, the astronauts died.

Now consider the world of air travel.  Don’t the passengers count on the integrity of the system?  Don’t they count on people to make sure that the airplanes are safe to fly?  Don’t they count on people to ensure that the airplanes have the right fuel – type and quantity? Don’t they count on the pilots to be competent and fit to fly the plane? Now look behind the scenes, what else has to be in place?  How about the air traffic controllers – on both sides of the trip? You get the idea: all of these ‘parts’ have to work together for air travel to exist as it does. And the system works. It is rare for the system not to work, for a crash to occur. And when it does, an investigation occurs, lessons are learned, sanctions applied where necessary, new operating policies and practices put in place.

Notice, that the pilot of an airliner that crashed and killed passengers would not get away with pleading “Your honour, I am only a human being. You can’t expect me to follow the rules, each and every flight, regarding how much I drink before boarding the plane and taking the helm.”  No, if he was found guilt of breaking the rules, he would go to jail.   Notice, no party that is essential to the game of ‘safe air travel’ would get away with shirking its role and responsibility. Why?  It is simply not acceptable to compromise the integrity of the system.  And if there are ‘flaws’ in human beings, in themselves, then the designers of the system are charged with coming up with the means to address the ‘flaws’ through checklists, equipment, technology….

Why Does The Lack Of Integrity In Human Systems Persist?

Werner Erhard et al assert that this lack of integrity exists because we do not get the impact of the loss of integrity on the workability and performance of a system.  And I find myself to be in agreement.

Werner Erhard et al assert that this lack of integrity exists because we misunderstand integrity. We make integrity to be ALL about morality: right and wrong according to the moral norms of the group/s we find ourselves living amongst.  And in so doing, we are not present to integrity as the fundamental basis of workability and performance: integrity as a state/condition of a system – state of being whole-complete, a unity. I find myself in agreement.

It occurs to me that there is an even bigger-deeper, more fundamental, cause for this lack of integrity in human systems.  What is this cause?  Max provides a clue when he says it is not allowable to use the concept of integrity (as the condition of wholeness-completeness) for human systems. It occurs to me that when it comes to integrity and human systems, we accept and are comfortable with defeat before we even start.  What do I mean?  Allow me to share an extract from another blog post ‘The Myth of Scarcity: That’s Just The Way It Is’:

“That’s just the way it is is just another myth, but it’s probably the one with the most grip, because you can always make a case for it. When something has always been a certain way,  and traditions, assumptions, or habits make it resistant to change then it seems logical …. that the way it is is the way it will stay. This is when the blindness, the numbness, the trance, and, underneath it all, the resignation of scarcity sets in. Resignation makes us feel hopeless, helpless, and cynical. Resignation also keeps us in line…….

That’s just the way it is justifies the greed, the prejudice and inaction that scarcity fosters in our relationship with money and the rest of the human race…”

- Lynne Twist

What Does It Take To Call Forth Integrity From Human Systems?

If we are the ones that defeat ourselves when it comes to calling forth integrity from human systems, then the answer to this question lies in us: specifically, in our collective way of being/showing-up in the world.  Let’s listen to the wise words of Lynne Twist once more:

We have to be willing to let go of that’s just the way it is, even if just for a moment, to consider the possibility that there isn’t away it is or a way it isn’t. There’s the way we choose to act and what we choose to make or our circumstance.”

- Lynne Twist

Consider air travel. Would there be any air travel if all of us had simply accepted that man is not meant to fly on the basis that if he was meant to fly then he would have been given wings.  Everything starts with one or more of us being called forth and stepping into a possibility.  The possibility of integrity in human systems is a real one.  Will you and I embrace and embody that possibility?  Will your team embrace-embody that possibility?  Will your organisation embrace-embody that possibility?

Why Pay Any Attention To The Integrity of Systems: Human, Mechanical and Hybrid?

I invite you to consider that your customers are painfully aware of where your organisation is not in a state of integrity. Why? Because customers experience the effects of this lack of integrity: promises made in marketing-sales but not kept by the product itself; being passed around from one person to another, one team to another, and having to go through the same dance all over again; promises made by one part of the organisation and not honoured by the others part/s…. I say that if you want to play the joined up game of Customer Experience then you have to work on the integrity of the ‘system’ – the whole organisation including all the key partners whose performance impacts the end customer and shapes her experience.

Finally, I invite you to not kid yourself. You cannot claim to be 90% pregnant and get away with it. Why not? Because you either are pregnant or you are not pregnant.  The same is the case for integrity: either the system in question (e.g. the organisation) is in a state of integrity or it is not.

I Thank You & Wish You The Very Best for Xmas

Hello,

This is a personal message from me to you – the readers and supporters of this blog.  What is there for me to say to you, at this special time of the year?

THANK YOU. I thank you for subscribing. I thank you for commenting. I thank you for encouraging me in my speaking. I thank you for sharing that which you find worth sharing via Twitter, Facebook, and LinkedIn.

Please know that I am grateful for your listening; it is your listening that continues to call forth my speaking in this blog. Please know that I am grateful that you exist; your existence matters – for one it contributes to my existence.  If you were here and it was OK with you then I would look you in the eyes, say “Thank You!” and give you a hug. That is not the case. So what is it that I can share with you at this special time of the year?  Allow me to share with you an insight which shows up for me as being particularly relevant for this time of the year:

… it became crystal clear to me during the est training that at bottom, people love each other, if they’re given half a chance. Love is that is waiting to emerge when everything that is in the way of love is let go and cleared away….

…. love becomes obvious and present when fear , judgement and separation are dropped…

Because love, finally, in the end, is what everyone is craving. Not to be loved, but to be loving.

- Eliezer Sobel, The 99th Monkey

I thank you for your contribution and I wish you a great Xmas and the very best for 2014.  I wish you a meaningful-fulfilling life, a life full of connection, laughter and love.

At your service / with my love

Maz

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