What Is The Access To Calling Forth The Best From Your People and Cultivating Authentic Customer Loyalty?
In the realm of business, first and foremost, I show up (for myself) and travel as a philosopher-strategist. One of the central concerns in philosophy used to be ethics: how to live well in this world with others. This has not been the case for quite some time and may account, to a large degree, to the way the world is and is not. One of the central pillars of strategy is focus: bringing to bear all your resources to the key leverage points at the right time/s.
Looking through the ethical and strategic lenses, I have been grappling with the question of performance and loyalty: what calls forth the best from the people who work in your business and what is he access to authentic customer loyalty? The kind without bribery, without the gimmicks. In my search I came across a wonderful book. Today, I wish to share with you certain passages that speak to me and may provide an answer to the question that I have posed here (bolding is my work):
When people work in conditions of perceived unfairness and unkindness, they fall into a self protective mode. Like turtles, they crawl into their shells and hide. They’re not motivated to take positive risks, to dig deep inside to discover all their talents and bring those talents to bear in creative ways on the challenges of the corporate business. Their emotions are tinged by fear and resentment, and these negative feelings block the flow of positive emotional energy the could be putting to work in their daily activities…..
… employees who feel honourably treated are most likely to pass on that honour and respect in their dealings with customers, potential customers, and vendors. Those who feel badly treated will quite often pass on some of that treatment as well to those outside the company with whom they have contact. And this can become a flash point for whether business is gained or retained. Most people find it difficult over the long run to buy even good products from bad or discourteous people.
Relationships Rule The World
In the course of my life so far, I have become totally loyal to any number of businesses ….. because I felt well treated in each of these places, welcomed, honoured, and respected. Friendliness, kindness, genuine concern, that little extra touch, going beyond the call of duty – these are all exemplifications of basic goodness, applications of the moral dimension that often bring with them the result of loyal relationships and greater business success…
Go ahead and develop a strategy, change the organisation structure, redesign processes, and implement the latest Customer Experience technologies. And it occurs to me that if you don’t talk about, grapple with, and address the questions of liberation and basic goodness as exemplified by friendliness, kindness, fairness and genuine concern for the people in your business (those who work ‘within’ it), the people served by your organisation (customers), and the people impacted by your organisation (community, vendors, partners..) then you are unlikely to ever build a solid foundation that allows you to call forth the greatness of your people and cultivate enduring authentic relationships with your customers.
I know that this is a BIG ask. Sit in on counselling sessions and you will learn that almost every single one of us resists acknowledging, understanding, and dealing with that which really matters. We will do just about anything and everything except that which really matters: how we show up and travel in the world and in particular who we relate to and treat our fellow human beings including those closest to us. And some folks do the difficult work and by so doing the live lives and make an impact in the lives of others that is uncommon.
I wish you a great day, thanks for listening. I welcome your thoughts, your experience on that which I have shared here today.
Let’s leave aside the theoretical aspects and arguments related to the suitability of using NPS. Instead, let’s consider the implications of using NPS as a performance management tool rather than simply as an indicator which tells us who well we are doing, as an organisation, in building meaningful relationships with customers.
Every human activity produces both things that we want – “goods” – and things we don’t want – “bads”.
- Garrett Hardin, Filters Against Folly
It occurs to me that when we use NPS as a performance management tool we act on the people in the organisation, we act on customers, we alter the balance of power between the multiple parties. And we inject high does of fear and greed into the rich tapestry of human interactions.
This is how we end up generating the “bads” – the dark side of using NPS as a performance management tool. Let’s get specify and look at the dark side. What shows up?
- Customer facing employees (sales, service) and their managers game the system to generate high NPS scores;
Some customers are either ‘bribed’ and-or ‘pressured’ to give high scores;
Some customers, especially the more powerful ones in B2B, exercise their new-found power to extract concessions – free ‘products’, more discounts, credits, special treatment – from the sales reps and account managers; and
Some sales reps and account managers ‘give away’ more than they need to’ in order to play safe and assure high NPS scores. This ‘giving away’ tends to be in the region of services which do not directly impact on the revenue figures and commission cheque of the sale rep.
I leave you to decide whether the “goods” generated by using NPS as a performance management tool outweigh the “bads” that I have shared with you. I do assure you that points 3 and 4 above are not just theoretical – this behaviour is occurring.
Next time you are planning an intervention in the rich web of human relationships get together a diverse group of people, including those who are likely to be impacted, and explore this question: what is likely to happen – today and over the course of time – after we make this intervention?