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Can Insight into the Human Condition Help Us With Leadership, Employee Engagement, and Customer Experience?

It occurs to me that “outside in” is being approached with an “inside-out” way of being in the world.  And the people that are doing this are blind to it.  What do I mean by that?  It is best to illustrate it through behaviour.  As such I urge you to read this post by Wim Rampen that points at the gulf between customer-centric rhetoric and company centred behaviour.

Why is it that so many are doing “outside-in” through an “inside-out” lens. And are blind to it?  Why is it that so many talk about employee engagement and collaboration and yet there is so little of it?  Why is it that we talk about social and yet social media used by business folks is anything but social? Why is it that we talk about service and yet so little service is experienced?  How is it that there is so much talk about relationship yet authentic relationship is so rare?

To get at the root, I say one needs to get present to the human condition.  It is the most obvious reality and yet the hardest for us to see, and be truthful about – to ourselves, and to others. Here, I call on the wisdom of David Foster Wallace.  A man who understood existence in a way that so few of us do and shared his profound insight in the following talk which is 23 minutes long.

Here are some nuggets from the speech:

1. “The most obvious, important realities are often the ones that are the hardest to see and talk about..”

2. “The exact same experience can mean two totally different things to two different people given those people’s two different belief templates and two different ways of constructing meaning from experience.”

3. “Plus there is the matter of arrogance…. Blind certainty – a close mindedness that amounts to an imprisonment so total that the prisoner doesn’t even know he’s locked up…”

4. “To be just a little less arrogant. To have just a little critical awareness about myself and my certainties because a huge percentage of stuff that I tend to be automatically certain of is, as it turns out, totally wrong and deluded…”

5. “Here’s one example of the utter wrongness of something I tend to be automatically sure of: everything in my own immediate experience supports my deep belief that I am the absolute center of the universe, the realest, most vivid and important person in existence…….It is our default-setting, hard-wired into our boards at birth.”

6. “….it’s a matter of my choosing to do the work of somehow altering or getting free of my natural, hard-wired default-setting, which is to be deeply and literally self-centered, and to see and interpret everything through this lens of self. People who can adjust their natural default-setting this way are often described as being “well adjusted,” which I suggest to you is not an accidental term.”

7. ““Learning how to think” really means learning how to exercise some control over how and what you think. It means being conscious and aware enough to choose what you pay attention to and to choose how you construct meaning from experience.”

8. “… How to keep from going through your comfortable, prosperous, respectable adult life dead, unconscious, a slave to your head and to your natural default-setting of being uniquely, completely, imperially alone, day in and day out.”

9. “The plain fact is that you graduating seniors do not yet have any clue what “day in, day out” really means. There happen to be whole large parts of adult American life that nobody talks about in commencement speeches. One such part involves boredom, routine, and petty frustration…”

10. “But you can’t take your frustration out on the frantic lady working the register, who is overworked at a job whose daily tedium and meaninglessness surpasses the imagination of any of us….”

11. “….. I’m operating on the automatic, unconscious belief that I am the center of the world and that my immediate needs and feelings are what should determine the world’s priorities. The thing is that there are obviously different ways to think about these kinds of situations.”

12. “Or I can choose to force myself to consider the likelihood that everyone else in the supermarket’s checkout line is just as bored and frustrated as I am, and that some of these people probably have much harder, more tedious or painful lives than I do, overall.”

13. “But most days, if you’re aware enough to give yourself a choice, you can choose to look differently at this fat, dead-eyed, over-made-lady who just screamed at her little child in the checkout line — maybe she’s not usually like this; maybe she’s been up three straight nights holding the hand of her husband who’s dying of bone cancer…”

14. “The only thing that’s capital-T True is that you get to decide how you’re going to try to see it.….You get to consciously decide what has meaning and what doesn’t. You get to decide what to worship…..Everybody worships. The only choice we get is what to worship.”

15. “If you worship money and things — if they are where you tap real meaning in life — then you will never have enough. Never feel you have enough.”

16. “Worship power — you will feel weak and afraid, and you will need ever more power over others to keep the fear at bay.”

17. “Worship your intellect, being seen as smart — you will end up feeling stupid, a fraud, always on the verge of being found out.”

18.”On one level we all know this stuff already…… The trick is keeping the truth up-front in daily consciousness.”

19. “The insidious thing about these forms of worship is not that they’re evil or sinful; it is that they are unconscious. They are default-settings. They’re the kind of worship you just gradually slip into, day after day, getting more and more selective about what you see and how you measure value without ever being fully aware that that’s what you’re doing.”

20. “The really important kind of freedom is involves attention and awareness, and discipline, and being able to truly care about other people and to sacrifice for them in a myriad petty little unsexy ways every day.”

Change Only Works When…..

The shift towards an authentic customer-centred orientation is a huge shift for just about every large organisation.  That means organisational change. At the heart of all effective organisational change lies effective communication.  Effective communication is radically different, I say distinct, from what passes for communication in the workplace.

If you are going to make the kind of organisational shifts that are necessary to cultivate customer relationships, call forth the best from your employees, and excel at the customer experience game, then I advise you to listen to the wise words of Danny Meyer, in his book Setting The Table:

Communication is at the root of all business strengths and weaknesses. When things go wrong and employees become upset ….. nine times out of ten the justifiable complaint is, “We need to communicate more effectively.” I admit that for many years, I didn’t really know what this meant……… I thought I was a pretty good communicator, but then it dawned on me: communicating has as much to do with the context as it does content. ……. Understanding who need to know what, when people need to know it, and why, and then presenting that information in an entirely comprehensible way is a sine qua non of great leadership…..

People who aren’t alerted in advance about a decision that will affect them may become angry and hurt. They’re confused, out of the loop; they feel as though they’ve been knocked off their lily pads.  When team members complain about poor communication, they’re essentially saying, “You did not give me advance warning or input about that decision you made. By the time I learned about it, the decision had already happened to me, and I was unprepared.” Team members will generally go with the flow and be willing to hop over ripples, as long as they know in advance that you are going to toss the rock, when you’ll be tossing it, how big it is, and – mostly – why you are choosing to toss it in the first place. The key is to anticipate the ripple effects of any decision before you implement it, gauging whom it will affect, and to what degree. Poor communication is generally not a matter of miscommunication. More often, it involves taking away people’s feelings of control. Change works only when people believe it is happening for them, not to them.  And there’s not much in between…..

Why Stop at Satisfaction When You Can Generate Happiness and Gratitude?

Are you present to the big difference between a satisfied customer and a happy-grateful one?

There is a satisfied customer. There is a happy customer. And there is a happy-grateful customer.  Too often we are not present to these distinctions. You and I can create satisfied customers simply by taking care of the functional aspects of the customer experience. To create a happy and grateful customer requires the human touch that evokes positive, life affirming emotions.  And, I say that the human touch makes all the difference when it comes to repeat business and customer advocacy in a services centred business.  Allow me to share a story with you.

“I like Hussein.  He’s friendly, kind and genuine.”  That is what my daughter said to me, with a big smile on her face, as we were leaving The Daruchini, our local Bangladeshi restaurant in Binfield.   I found myself feeling the same way.  What had turned a usually satisfactory experience, at this restaurant, into a happy memorable experience this time?

How do you create a memorable customer experience? 

On a cold windy rainy day, my daughter and I had turned up at The Daruchini, a Bangladeshi restaurant, to pick up the takeaway meals that my wife had ordered.  Walking up to the bar, a young man greeted us with a smile. We did not know him, yet he seemed to know us.  He confirmed the order and the price with me. Whilst he was doing this his colleague spoke to him in a language that I did not understand.

To my surprise, this young man turned to me and apologised for speaking his native language.  So I asked him what language they were speaking. “Bangladeshi” he told me.  Then he asked me where I came from, originally.  I told him that I came from Pakistani administered Kashmir.  At this point, he turned to my 12 year old daughter and asked her, in a friendly way, if she had ever been there.  My daughter shook her head. I said that I had not been willing to take her there as I considered it too risky. The young man agreed with me and told me that I had made a wise choice.  Right there I felt accepted, acknowledged, validated, understood. I noticed a connection and found myself asking for his name.  He told me his name (Hussein) and I shared my name with him.

Then our takeaway food order arrived. Hussein opened the refrigerator where the drinks are kept. And he asked my daughter if she drank Fanta (fizzy drink).  She smiled and said “Yes.”  Hussein hand her a can of Fanta.  I noticed that I was surprised.  I noticed that I was feeling happy. And I noticed that I felt gratitude toward Hussein for his kindness towards my daughter.  I thanked Hussein and we left the restaurant.

We got into our car and were about to drive off when Hussein caught up with us.  He told us that it was likely that our food order had been mixed up with another food order. So he asked to take the food order away so it could be checked. He apologised for the mix up. And told us that he would be back in a couple of minutes with the correct order.

Shortly, afterwards Hussein was back, walking across the car park in the rain.  He apologised for the mix-up and for keeping us waiting. Then he told us that he had given us an extra dish, free of charge, to make up for keeping us waiting.  Once again, I found myself surprised and feeling happy.  This is when my daughter said ”I like Hussein.  He’s friendly, kind and genuine.”

What is the lesson here?

It occurs to me that how Hussein showed up, his attitude and his little acts of kindness, cannot be scripted.  They cannot be turned into process . It occurs to me that your organisation will either create space for these qualities to show up or will suppress them.  With that in mind I have three questions for you:

1. Does your organisation recruit and retain people like Hussein?

2. Does your organisation create a space for your people to be genuinely friendly, responsive, and kind with your customers – to respond to the unique customer situation?

3. Does your organisation call forth the best of your people – their humanity, their ability to connect with your customers?  Or does your organisation suppress the best of your people through rules, scripts, process and fear of breaking the standard rules?

At Your Service and With My Love

This is personal post and a philosophical one. If you consider yourself a hard-headed business type focussed on the bottom line, nothing but the bottom line, then I suggest that you stop reading now.  If you are open minded then it is possible that this post will find a listening in you.  Let’s start.

Shopping with my mother

My mother is elderly.  She finds it hard to get up, she finds it hard to move about, she finds it exhausting to go up  stairs, she has to be careful coming down the stairs…. She needs help buying the weekly groceries.

This week, I was with my mother for a day and took her on her weekly shop to her favourite grocery store. Whilst there, I had to put patience into the game. Let her walk slowly, let her take her time.  Some of the products were to low for her so I bent down picked them up and let her touch them to see if they were good enough for her.  Her eyesight is not that good and she struggled to read the prices. So I read out the prices for her.

I also found myself protecting her. How exactly? There were many people in this small supermarket and they were in their own worlds: busy focussing on their tasks, rushing by, and oblivious to the needs of an old lady.  More than once I stood between my mother and someone’s trolley or brisk – shoving – walk.  Finally, we got to the cashiers till and stood in line.

An old man struggles with his shopping

There was an elderly man in front of us. His hand-held shopping basket was full. He found it hard to carry so he placed it on the floor while he waited for his turn. When his turn came  he bent down and started taking one item at a time from the basket and putting it on the conveyor belt. Just watching him I got his situation. I felt for him as one human being for another fellow human being.

So I walked up to him, looked him in the face, smiled and said “Allow me to help you with this!” Then I picked up his basket from the floor and placed the contents on the conveyor belt.  The old gentleman had a huge smile on his face whilst saying “Thank you!” Someone standing in the queue, came up to me and said “It’s great of you to help out this old man. This just does not happen anymore.”  I replied, “Thank you. I was brought up to help those who can do with help.  This is my mum, she’s the one that bought me up that way.”

Now here is what gets me: the cashier saw the old man’s struggle and did nothing; many others standing around queuing saw the old man’s struggle and did nothing.  Where is our humanity?  Have we disconnected from our empathy – our natural way of being?  Have we locked up our natural compassion and thrown away the key? Is all our talk about service, experience, relationship simply empty talk?

Some questions to consider about business, about our lives

I have a deeper questions for you, me, us.  What are our lives about?  What are our businesses about?  What are our organisations about?  What is our society about?  Is selfishness, greed, and money-making the best that we can aspire to?  Is “profit maximisation” the most noble purpose that we can aspire to? Is that how we want ourselves and our age to be remembered?

If business, if Customer Experience, is merely the pursuit of profit maximization then count me out.  I am not inspired by that game.  And, I doubt that many people in your organisation are inspired by that game. How many people do you know that get up in the morning fired up by the idea of filling the pocket of nameless-faceless shareholders with gold?

I yearn to live a noble life: to make a contribution; to generate connection and touch lives; to contribute to co-creating a world that shows up as a kinder world – a world that works for all.  How about you?  Are you happy with a life, a tombstone, that reads “Here lies X s/he did a great job of maximising profits for shareholders.”

If you find yourself called to life a noble life, like the one that I have described then I’d love to hear from you, to know you better, to connect with you, to work with you if that is a possibility.

At your service and with my love

Maz

(e: maz@maziqbal.com)

Customer Experience: How to Delight and Disappoint a Customer

If you are regular reader of this blog you may remember that I set-up a business bank account with Barclays Bank and shared my experience:

If you read those posts and come away thinking that my experience was one of disappointment then you’d be correct.  So where do I stand today with regards to Barclays Bank?

Barclays Bank: a customer experience that leaves me delighted and grateful

Recently, I changed the name of my consulting company to Bold Intent.  Given this change I was expecting to have to get together various documents, make an appointment with a Barclays Bank branch, and then take in the paperwork to get the account name, cheque book, and credit cards etc changed.  Being human, I thought about doing it when the official name change document came through the post. And I put off doing it as it just showed up as too much hassle.

A few days later I got a letter from Barclays Bank. Upon opening it I found myself surprised and delighted.  Why? Barclays Bank had worked out that I had changed the name of the company and issued me with a new cheque book and a new paying-in book – both reflecting the new company name.  What did I say to myself? “Wow, this is great!”  A few days later I received another couple of letters.  These letters contained the updated credit cards.  How was I left feeling?  Actually, a better question is how do I feel towards Barclays Bank, right now?  I feel grateful. Why?  Because Barclays Bank helped me out – saved me time, effort, concern – without me even asking them to help me out.  They anticipated a need and met it.

So if you want to delight your customers then do the unexpected.  Anticipate and meet customer needs in way that simplifies-enriches your customers lives. Take actions that generate gratitude and invite reciprocity. Like Virgin Atlantic did when they upgraded me from Economy to Business Class many years ago.  Like Halfords did when they made it easy for me to return a product to the local store when I had bought it online.  Like my local garage did by not charging me the quoted amount when the found the fault was simply a loose wire – which they fixed at no charge…..

Sky TV: how to use marketing to interrupt and disappoint a customer

I used to buy a landline, broadband, and TV services from Sky. Some time ago, I stopped subscribing to the Sky TV ‘product’.  Why? Because Sky TV insisted on doubling the price. And this gave me a great excuse for not buying Sky TV.  Thus, helping me obtain two objectives. First, giving me greater access to the lounge. Second, helping me ensure that my children watched less television (in the lounge).

Is Sky celebrating with me? No. Sky continue to send me direct mail with a view to enticing me back as a customer. At the start I used to open this mail just to see what the offer was. Now, I don’t even do that, the direct mail arrives and I put it in the waste paper basket.  Whilst, I can live with this as it is not that intrusive, it is a different matter when it comes to the regular calls. What calls?

Clearly Sky has an outbound tele-marketing team and members of this team ring me regularly. Each time they have a special offer for me.  Each time I tell them that  I am not interested.  I even spell out why I am not interested: I don’t watch television and when I did have Sky TV my children did nothing but watch Sky TV!  Does this stop the outbound tele-marketing team from calling me?  No.  I continue to get calls. I continue to be made aware of a product that I do not want.  I continue to be told about offers that I don’t care about.

What broke this camel’s back and prompted this post? This Monday it was Early May Bank Holiday here in England. I was outside doing some gardening in the glorious sunshine. Who calls? Sky!  What does the young lady want to talk about? A great offer about Sky TV.  I say, “Do you know that it is a Bank Holiday? How is it that you are calling me on a Bank Holiday?”  I was expecting an apology for being interrupted once more about a product that I do not want, on a Bank Holiday.  Did I get the apology? No!

The young lady clearly had a mission and a script. She ploughed on with the pitch/script. So I told her what I had already told her colleagues: I don’t want Sky TV, it is a blessing that it is gone, I cannot be tempted to buy it even if you offer it to me for free.  Finally, she got the message. She ended up by wishing me a great holiday.  That would have been a great way to end the conversation if she had come across as sincere.  She didn’t. She came across as inauthentic: what was clear from her tone was her disappointment that I had not taken up her offer…..

So that is how you disappoint a customer and rupture the bonds of any relationship: ignore what matters to your customer; ignore what your customer has told you; continue sending direct mail even though you have had no response to many mailings; and back up that with intrusive tele-marketing calls that create no value for the customer!

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