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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.

Is The Way We Are Going About Customer Acquisition and Retention Dead Wrong?

In light of the Comcast call that went viral I invite you to listen to these wise words (bolding is my work).

There is no question that acquiring and retaining customers is vital to every company, but it’s the way companies are going about it that’s dead wrong…..

Charles Green, coauthor of the Trusted Advisor, points out that many companies have the client focus of a vulture – the pay close attention to what clients are up to, but only in order to figure out the right time to pounce and tear at their flesh….

Sales plans, computerised data sharing, and advertising strategies are not relationship-building vehicles. While an automated phone system may improve an organisation’s operational efficiencies, it rarely improves the customer experience. In fact, most have the opposite effect…..

The point is, though we can learn the language of our industry, sit up straight, dress appropriately, and speak knowledgeably about product, when the conversation doesn’t feel natural, doesn’t respond precisely to the customer’s questions, doesn’t engage the customer in an authentic way, there will ultimately be no sale. And no matter how many time we hear the same feedback ……., we struggle to behave differently because we don’t know how to get beyond our customer facing “script”. Besides, we aren’t particularly interested in, much less skilled at “seeing” and responding to, each customer as a one-of-a-kind human being….

Today, more than ever, consumers are seeking to be acknowledged as unique individuals with lives, needs, tastes, and desires that differ widely from those around them….

So, assuming your products or services are of good quality and competitively priced, one of the most powerful differentiators has to do with conversations you have with customers. The conversation is the relationship ….

No matter what your job is …… the key is your context, your beliefs about your responsibility to customers and the relationships you intend to enjoy or endure with them … if I’m in the checkout line at my grocery store (or any checkout counter anywhere in the world) it would be easy for you to think that you are doing your job if you ring up the sale and hand me my purchases, the correct change, and a receipt. That you get points for using my name …. That if you have a customer loyalty program, you get more points for asking me for my membership card so you can check to see if I can get a discount….

But, I’ll tell you what makes the real difference. That you look into my eyes and connect with me, even if only for a seconds. Human to human. A real smile suggests, “I see you”. This seems like such a small thing, perhaps foolish to some, yet it’s what we all want, deep down where it counts. To be seen.

I’m reminded of the African greeting sawu bona, which means “I see you.” The response is sikhona, which means “I am here.” The order is important. It’s as if until you see me, I don’t exist. Raking your eyes quickly over someone’s face is not seeing them. So if you want to see your customers, really look at them. What takes mere seconds can make people return again and again.

- Susan Scott, Fierce Leadership

If insanity is doing the same stuff over and over and expecting a different result then it occurs to me that many of us who are working on the Customer stuff can be labelled insane. Relationship is not merely the sum of a series of interactions. Relationships do not reside in CRM databases.  Communication is more than bombarding customers with sales messages across any number of channels. Personal is more than sending the customer emails and addressing her by using her name. Engagement is more than a customer opening up your email and clicking your offer.  Customer Experience is more than a new name for the Customer Services function.

I dedicate this to conversation to a fellow human being (and friend) who gets and lives that which Susan Scott is communicating:  Lonnie Mayne, President of InMoment.

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 Kind Of Communicating Generates An Uplifting Customer Experience?

The Interplay Between Communicating & Relating

The relating that occurs between human beings is a function of the communicating that is occurring between these human beings; the communicating that is occurring between human beings is function of the relating that is occurring.  Which is to say that the communicating and relating are essentially in a dynamic dance with one another.

Which is primary? It occurs to me that communicating is primary: as linguistic beings we cannot help but communicate and this communicating influences/shapes relating. It is through your communicating with me that I get access to your relating to me: how you see me, how you are positioning yourself in relation to me, how you are likely to treat me, whether I can trust you or not, whether you are ‘giver’, a ‘matcher’, or a ‘taker’.

If you get this then you get the critical importance of the communicating that occurs between the people in an organisation and the customers of the organisation. How the people in your organisation communicate with customers will impact the customer experience – sometime dramatically. Let’s take a look at two examples and listen to their impact.

The Marketer’s Way Of Communicating With Customers

Take a look at this email from ILX . Pretty graphics aside, this is what the email says:

Let us pay your exam fee!

WE’VE MISSED YOU

As a previous ILX customer we just wanted to touch base with you and see how your training went and more importantly find out if your career has benefited from gaining new qualifications with us!

We have included a free Best practice map PDF for you which may help you work out what your next step could be. Download PDF >

Is there anything we can help you with in furthering your qualifications? We are here and ready to give you any assistance that you may require.

Maybe you’re considering another course with ILX?

We are constantly developing our e-learning to ensure it’s the best in the industry so you get the highest quality learning that we can provide.

We hope to hear from you soon!
Quote MISSYOUEMAIL when contacting us

If you have more than five people who wants to take part in our e-learning please contact one of our dedicated team for the best offers at sales@ilxgroup.com or call us on +44 (0)1270 611 600
http://www.ilxgroup.com

What was my experience on opening-reading this email communication? This communication showed for me as inauthentic: false.  How can ILX miss me? The people in this organisation do not know me!  And if they genuinely wanted to touch base with me and find out how my training went then why did they not call me a year ago when I actually took the training? And what do they mean by “Is there anything we can help you with in furthering your qualifications?”  They certainly don’t mean help as in help of the everyday human kind. What they mean is, what can we persuade you to buy from us in the guise of helping you.

So how am I left feeling about ILX? I am left feeling that ILX is just another ‘taker’ organisation looking to extract as much money as they can from me. Especially now that summer is here and people will be taking holidays rather than taking courses.  So their offer to pay my exam fee is no act of generosity.

The Human Way To Communicate With Your Customers

Take a look at the following email and ask yourselves how you would be left feeling on opening-receiving this email:

maz,

Thank you!

We just received your order and will process it within 48 hours.

Your order # 204-0742925-4073103 shows the following items:

Love and Profit: The Art of Caring Leadership

If you have any questions or issues with this order please email us by replying to this message or email us at [email removed].

If you have any concerns at any time about this order, please email us right away with your Order ID#.

Thank you!

 

Sincerely,

Melissa

Supervisor

Customer Service

I found myself surprised and delighted. Why? Because this email speaks to me as I wish to be spoken with: it is everyday communication between two human beings.  It oozes the kind of humanity that speaks to me: friendliness, warmth, caring. I find myself wanting to know more about this organisation (Slategrey Books UK) and about Melissa.

Why Have I Shared This With You?

If you are serious about showing up and competing on the basis of the Customer Experience then you need to pay attention to the quality of your communicating with your customers.  Take a good look at your communications across the customer journey ask yourself if your communications are generating the kind of customer experience that builds connection. If they are not then you are likely to be better off using the services of good copywriters than spending a fortune on marketing automation systems that ultimately will enable you to deliver ‘junk’ to your customers at scale.  And in the process annoy customers like me who then end up sharing their experience on social media – just like I am doing now.

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.

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