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If You Are Struggling In Calculating ROI And Getting Buy-In To Your CX Initiative

I am in the process of reading Edward Slingerland’s book: Trying Not To Try. The following passage got my attention:

Now, imagine a person turning around and, all of a sudden, spotting a small child stumbling toward the opening of a deep well. There is no one who, in such a moment, would not experience a feeling of alarm and empathy. Their response would be motivated by this feeling alone – not because they want to save the child and thereby gain some merit with the parents, not because they want to gain a reputation for goodness among their neighbours and friends, and not because they want to avoid having to hear the child’s anguished cries. From this we can see that someone lacking this feeling of empathy cannot be called a proper human being.

– Mencius

Notice, really notice, what it is that Mencius (‘follower’ of Confucius) is getting at here.  Imagine the same scenario and two adults present. One spots the little child, without any calculating, is called into action. The other, spots the child and starts doing a ROI calculation: the cost of taking action v the payoff (return) in terms of what can be gotten from the child’s parents, neighbours, friends, the community at large.  Which of these two adults will spring into action and save the child? Which of these two adults when s/he acts will do so in the appropriate manner – one that leaves the child cared for / grateful?

If you are with me so far then it occurs to me that you have gotten insight into why it is that so few organisations cultivate genuine-meaningful-enduring loyalty between themselves and their customers and vice versa.  Look at it differently, when you are busy calculating ROI of Customer Experience / Customer Engagement / Customer Relationship / Customer Loyalty initiatives so that you can sell the Tops on your Customer initiative what is really going on? And what does this disclose?

To me it discloses that the Tops are either ‘takers’ or ‘matchers’ or a mixture of both.  Just examine that for a moment and ask yourself this, why would any sane human being (customer, employee, supplier, partner) feel any loyalty to a ‘taker’?  Then consider that when you are dealing with a ‘matcher’ then what is occurring is transaction: matching requires a calculating way of being-in-the-world. The same question: why would any sane person feel any loyalty towards a ‘matcher’?

To sum up, it occurs to me that:

  1. Only a handful or companies cultivate meaningful customer loyalty because only a handful of companies have Tops who are ‘proper human beings': have-express the kind of empathy (that Mencius is pointing at) that resonates with the people who work in the organisation (employees) and the people who are served-impacted by these employees (prospects, customers, suppliers, partners).

  2. Any organisation whose Tops are not ‘proper human beings’ will not cultivate meaningful-loyal relationships (with employees, with suppliers/partner, with customers) no matter how much time-money-effort is spent on strategy, on process changes, on people changes, on the latest technology.

  3. If you are lower down the food chain, struggling with calculating the ROI of your customer experience / engagement / loyalty initiative and getting ‘buy-in’ from the Tops/Middles then I advise you to stop wasting your time – go find another line of work, or work for the Tops/Middles who are empathic towards the whole Customer thing.  Why suffer? Why seek to convert those whose very being is not in line with the Customer philosophy?

Customers-Employees-Leadership: Distinguishing Between ‘Caring About’ And ‘Caring For’- And Why It Matters

Given that I find myself in the week of Christmas, it occurs to me that today is a great time to diving into caring. And in particular, I wish to make/introduce a distinction. Which distinction? I wish to distinguish between ‘caring about’ and ‘caring for’. Let’s start with the realm of Customer.

Caring About Customers v Caring For The Customer

I am clear that folks in business care about customers. Specifically, they care about:

  1. Figuring out what makes customers tick – by ‘listening’ to customers through market research, social listening, ethnography, and voice of the customer surveying;
  2. Getting more customers – turning prospects into customers by pushing out the right message, right offer, at the right time and through the right communication channel;
  3. Keeping more of their existing customers buying from them for longer – through a range of techniques including making it easier for customers to do business with the organisation (reducing effort, improving access, improving the customer experience) and through targeted incentives (promotions, discounts, loyalty points);
  4. Selling a wider range of ‘products’ to existing customers – by turning customer data into insight through the use of data mining and predictive analytics or just plain collaborative filtering;
  5. Moving existing customers from lower margin ‘products’ to higher margin customers – through the use of range of techniques and tactics;
  6. Winning back folks that used to be customers – usually through some kind of enticing promotion, discount or, rarely, a new/compelling ‘product'; and
  7. Servicing customers in a smart manner – by using the right combination (digital, telephone) of customer service channels.

Now, let’s turn our attention to caring for the customer. Let’s start with the basic question, who (specifically) cares for the customer?  Let’s make this even more specific, who cares for me?  As a customer, I deal with many companies and I am clear that there is not one company/organisation that cares for me. Not one! I, as a flesh and blood human being, do not show up on the organisational radar. Does anyone in an organisation ever care for me in a business context? When I interact with the organisations that I interact with do I get left with the feeling-experience of being cared for by an organisation? The answer is: No!

Are there any occasions where I, as a customer, feel cared for? Yes. When do I experience this kind of experience? When I encounter a Welcomer. What is a Welcomer? For me a Welcomer is a human being who, in his being, welcomes me as a fellow human being. S/he going beyond the formalised rituals of business and organisational life, beyond the scripts, beyond the transaction, and reaches out to me as one human being to another. I know when this is going on because I notice and experience the English reserve breaking down. There is breaking down of boundaries, whilst still respecting boundary. There tends to be mutual disclosure of the human kind: sharing occurs. And there tends to be smiling, even laughter. As a result of these kind of encounters, I find myself uplifted, smiling, grateful and with a sense of pride in being a member of the human race.  These kind of encounters leave me with hope, with optimism in my footsteps.

I invite you to consider that there is a world of difference between ‘caring about’ customers and ‘caring for’ the customer. Notice the difference: in the realm of ‘caring about’ we are dealing with customers whereas in the realm of ‘caring for’ we are in the realm of the individual customer – that one human being.  There is a vast difference. And it occurs to me that the folks who talk about, evangelise about, preach out all things Customer are not present to this critical distinction.

Does this indifference between ‘caring about’ customers and ‘caring for’ the customer matter? I say it matters – it matters to each customer. You see this is the deepest and most radical meaning of personalisation – speaking to the person of that one person (the customer).  I invite you to listen to the following words:

The general obsession with observing only historical or sociological movements, and not a particular human being …. is as mistaken as a doctor who does not take an interest in a particular case. Every particular case is an experience that can be valuable to the understanding of the illness…….

….. this indifference to the individual, total lack of interest in intimate knowledge of the isolated, unique human being, atrophies human reactions and humanism. Too much social consciousness and not a bit of insight into human beings.

As soon as you speak in psychological terms ….. people act as if you had a lack of interest in the wider currents of the history of man. In other words, they feel able to study masses and consider this more virtuous, assign of a vaster concept than relating to one person. This makes them …. inadequate in relationships, in friendships, in psychological understanding.

– Anias Nin

I invite you to consider that the strongest bonds, usually called loyalty, occurs where one human being experiences himself cared for (as a unique human being) by another human being.  Is it then any surprise that despite the talk of customer loyalty, and all the customer loyalty programmes and tactics, there is so little loyalty between customers and brands.

Caring About Employees v Caring For The Employee

Sure, organisations ‘care about’ employees. It is the employees who do the work – the work that creates value for the the customer. The work that ends up generating revenue and profits. So I find that organisations care a great deal about their employees including but not limited to:

  1. Attracting the right people to become employees of the organisation;
  2. Keeping the most valuable employees;
  3. Getting more out of their existing employees (productivity, collaboration, teamwork, ideas..);
  4. Ranking employees for performance management purposes;
  5. Minimising the costs associated with recruiting, retaining, managing, controlling employees.

Now, who in your organisation actually cares for that individual flesh+blood human being to whom you have given the label employee, and, thus deprived him/her of personhood and turned him/her into a category? Let me ask this question differently, as an employee do I feel cared for? Who do I feel cares for me in this organisation in which I find myself employed?

I invite you to consider that there is world of difference between ‘caring about’ employees and ‘caring for’ the person to whom you have given the label employee.  Does this difference matter?  Of course it matters!  Until this difference is recognised and acted up organisations will continue to grapple with the challenge of ‘employee engagement’.  Why should I engage with you and your organisation when I do not feel myself cared for – as a unique human being?

What Has This To Do With Leadership?

I invite you to consider that this distinction between ‘caring about’ employees and ‘caring for’ the person whether under the label ‘customer’ or the label ‘employee’ can be used to distinguish between management and leadership.  Leaders must dwell in the human real, the personal realm: ‘caring for’ the person.  Here I share the following wise words with you:

My lack of faith in the men who lead us is that they do not recognize the irrational in men, they have no insight, and whoever does not recognize the personal, individual drama of man cannot lead them.

– Anais Nin

Something to Consider And Play For At Christmas?

As you head into Christmas and the festivities where hopefully you will be in amidst people who are family and friends, I invite you to be present to the distinction between ‘caring about’ and ‘caring for’ the folks that you will be meeting up with and celebrating Christmas with.  It occurs to me that making the shift from ‘caring about’ the folks you find yourself with, to ‘caring for’ each person that is there will transform your (and their) experience of Christmas.

If you play this ‘game’ you might just find that ‘caring about’ is easy, ‘caring for’ is really difficult. This might just explain why it is that all the folks who speak Customer and Employee make ‘caring about’ masquerade as ‘caring for’.  The interesting thing is that whilst we can hoodwink ourselves in the management suite, our customers and our employees are not hoodwinked that easily: they experience and detect the difference between ‘caring about’ and ‘caring for’ – which is why they are not loyal to us and rightly so.

What Way Of Being Creates Access To Effectiveness In The Exercise Of Change Leadership?

Looking back, I see that I have been involved in drama of organisational change since the days I did corporate recovery work as a part of Price Waterhouse’s Corporate Recovery division.  That must have been around 1990/91 – some 20+ years ago.  What is it that I have ‘learned’ about this domain: the domain of leading-facilitating organisational change?

After 20+ years, I find myself totally clear on the following: almost every Top and Middle I have come across, in just about every type of organisation, in just about every type of industry, sucks at leading-enabling-facilitating organisational change.  I found myself face to face with this truth, in a recent organisational context, where I find myself acting as  an outside advisor on a Customer project.

If you find yourself in this ‘place’ and are content with this then stop reading and go do something useful with your life.  On the other hand, if you find yourself in that ‘place’ and looking for an access to being effective in the exercise of change leadership then I invite you to listen – really listen and grapple with these words of wisdom:

Position is everything. Everything changes, even when the circumstances remain identical, when you shift your position. Try it sometime with someone who is your adversary. Shift your position. Be that person and the adversary disappears.

Shift positions with whatever barrier you are facing … in your life. Be the barrier, and it is no longer there. It is only there because we pull back, separate ourselves from it. The more we pull back, the bigger and more overwhelming it gets, and the angrier or the more frightened we become. If we really look at the anger that makes us crazy or the fear that stops us cold, we see that it develops step by step from our thought process. And starting point of that thought process is separation ……

When you really acknowledge that it is nothing but yourself, when you realise this fact, you cannot live your life in the old way. You’ve suddenly taken responsibility for it. Before, the problem was outside – your bad luck, what other did to you, the circumstances you could do nothing about… When you realise that the cause is you, you empower yourself. You suddenly become a ten thousand-foot-high buddha……. Nothing is outside of you.

– John Daido Loori, The Great Way, Best Buddhist Writing 2008

Just about every one of us (as a human being) sucks at relationship, at experience design, at calling forth engagement, at change, and at the exercise of leadership due to the neglect of this radical truth. Some of us are not aware of this. Many who us, who are aware of this truth, choose not to give life to this truth in our way of being (showing up and travelling) in life.

Is it then any surprise that just about every organisation sucks at cultivating relationships with customer, at designing-generating appropriate customer experiences, at calling forth the best of their people popularly labelled employee engagement, and the exercise of change leadership?

What hope is their for an organisation to make a shift to a customer-centric way of being-in-the-world and doing business with customers, when the Tops and Middles are not even effective in the exercise of change leadership in the context of designing-implementing a CRM system?

Can Human-Centred Leadership Provide An Access To Love And Profit?

The Human Something That Makes All The Difference In Human Relationships

“I remember how one day a foreman secretly gave me a piece of bread which I knew he must have saved from his breakfast ration. It was far more than a small piece of bread which moved me to tears at the time. It was the “human” something which this man gave me – the word and the look which accompanied the gift.

—Viktor Frankl, Man’s Search for Meaning

Here is a man existing in a concentration camp. He is aware that he is being worked towards death. He finds himself starving – day after day. Yet, when he receives a small piece of bread what moves him is not the bread itself. What moves him, what leaves him grateful, is that “human” something which is brought forth and given life in the ‘word and the look’ which accompanies the gift of bread. The human something which transforms Viktor Frankl’s being from that of a thing to that of a human being.

Have we created a space for this human something to show up and dwell in the world of business?

You may be tempted to think so given all the talk of relationship, of service, of engagement, of collaboration, of partnering, of loyalty. And I am confident that many in the business world actually believe so. Yet, Look beyond this veil and you are likely to see a desert of genuine-meaningful-cooperative relating: within the organisation, and between the organisation and its customers, suppliers and partners. Behind the veil of words lies a transactional context where just about everybody finds that the most functional behaviour is to look after oneself. Where does the problem lie? Who is responsible for not putting this human something into the game of business?

Let’s listen to what Susan Scott says on the matter (bolding mine):

“The problem isn’t out there. It’s in here. We want employees to be engaged and feel included, while we ourselves are detached, distracted, disengaged, focused on our to-do-lists. We want others to bring that elusive, coveted “discretionary effort” in the door with them every day, but we don’t have the time to engage in conversations that enrich our relationships with them. We are busy, not to be found. And even when we are willing to spend more time with people, we don’t want to get to close to them. After all, there’s professional distance to maintain. Conversations and meetings that create actual intimacy make us nervous and uncomfortable. Besides, intimacy requires too much upkeep on an emotional level, and conversations and meetings that really engage and include take too much time…. When you disengage from the world, fail to include it, the world disengages too, in equal measure. It’s a two-step process, you and the world, you and your organisation. Your colleagues, associates, employees lost interest in you because you’ve lost interest in them. Calling them associates isn’t enough. If you want to engage and include the people who surround you at work, then gain the capacity to connect with them at a deep level – or lower your aim.

– Susan Scott, Fierce Leadership

What Can We Learn From the Events That Occurred At Market Basket?

It occurs to me that when it comes to the human something and the exercise of human-centred leadership (which embodies that human something) we can learn something from the events that have occurred at Market Basket. What happened? According to the Boston Globe (27th August article):

“For six weeks, we were mesmerized by the sight of thousands of grocery clerks, cashiers, and other workers protesting at stores, on Facebook, and on the front pages of this paper. They did so at great risk, without the protection of a union, not because they wanted higher wages, but merely the return of their beloved boss, Arthur T. Demoulas.”

The CEO of Tesco was ousted in July 2014 due to poor performance. Not a single employee turned up at company headquarters to demand his return to the CEO role. So why is it that thousands of employees did turn up at headquarters and demand Arthur T’s return? What makes him beloved – so highly loved? I share with you some quotes that I have come across on the net, from the likes of the Boston Globe and the LA Times (bolding mine):

“He’s a tremendous human being that puts people above profits. He can walk through a store, and if he’s met you once, he knows your name, he knows your wife, your husband, your kids, where they are going to school.

– Tom Trainor, District Supervisor

“He’ll walk into a warehouse and will stop and talk to everyone because he’s genuinely concerned about them. He cares about families, he asks about your career goals, he will walk up to part-timers and ask about them about themselves. To him, that cashier and that bagger are just as important as the supervisors and the store management team.”

– Joe Schmidt, Store Operation Supervisor

“Artie is a people person, who places people before profits; he cares about you as an individual. There’s good pay, good working conditions, good benefits. That’s why people people don’t leave.

– Joe Garon, Buyer

Leading From Any Chair: Acknowledging The Acknowledged Leaders

One can ‘lead from any chair’ according to Benjamin Zander the conductor.  Put differently, any one of us can exercise leadership no matter which position (chair) we occupy in the organisation.  That is what the folks at Market Basket have shown.  I wish to acknowledge those who show up for me as the unacknowledged leaders. The supervisors who took a stand and risked all to getting “Artie” reinstated, knowing that they were likely to be dismissed. And found themselves dismissed:

  • Tom Gordon, grocery supervisor;
  • Jim Lacourse, buyer;
  • Joe Garon, buyer;
  • Steve Paulenka, facilities and operation supervisor;
  • Tom Trainor, distribution supervisor;
  • Joe Schmidt, operations supervisor; and
  • Dean Joyce, warehouse supervisor.

How to end this conversation?

What is a fitting end to this conversation? I share these quotes with you:

Every man has to obey the voice of his own conscience, and be his own master and seek the Kingdom of God from within. For him there is no government that can control him …”

– Gandhi

“This is my commandment, that ye love one another, as I have loved you. Greater love hath no man than this, that a man lay down his life for his friends.

– Jesus (John 15:12-13)

The voice of my conscience calls me to work with you to co-create a world that works for all, none excluded. My conscience calls me to show up and travel in a manner that elevates my fellow human beings: to put into the game of life that “human” something that left Viktor Frankl touched, elevated.  It occurs to me that this is the true meaning of Social not the watered down selfish twittering that passes for social.

What about you? What does the voice of your conscience call you to? What is the possibility that it speaks and are you listening to it?

Please note that a somewhat modified version of this conversation was first published on CustomerThink in  October 2014.

2014 State of Customer Experience: Who Are UK’s 2014 Leaders And What Can We Learn From Them? (Part 3)

This conversation continues on from where the earlier one ended. As promised, I have been looking at what Nunwood has to say about certain brands. And find myself in a position to share with you the table that I have put together:

2014 Nunwood CX Leaders Table

 What Does It Take To Be A Customer Experience Excellence  Leader?

Just about everyone I come across business is looking for the answer, the recipe, the formula for turning the ordinary into extraordinary, base metal to gold; Nobody has or makes the time to linger, to think and rethink, to grapple with, experiment, and finally arrive at a home made ‘solution’ to any serious challenge.  So is there a recipe/formula for CX excellence?

If there is, then it is worth taking a look at First Direct as it is in top place in 2014 and has consistently been in the top 10.  Here is what the folks at Nunwood say on the matter (bolding mine):

The First Direct formula is remarkably simple one, yet it has proved difficult to implement in other organisations: remove the barriers between customers and the bank; employ people who want to serve the customer and care about doing a good job; train them intensely and empower them to handle and resolve any issues brought to them by the customer.

What does this look like from a customer perspective? Let’s listen to a First Direct customer:

 I was in Venice when my credit card was refused and it was quite stressful. I phoned First Direct and talked with a patient man with a great sense of humour who spent time talking to me about the holiday, acknowledged this this was a stressful thing to happen and worked methodically to sort thing out. I rarely phone First Direct as I can do almost everything online, but is was so important that when I needed them, they were unfailingly polite, human and ready to treat me as valued customer.

What Is It That Is Missing From The CX Game Of Excellence?

I have read the Nunwood report several times.  And putting this report together with other reports and my lived experience I find myself thinking “There is no rocket science here!” and find myself in agreement with the author of the Nunwood 2014 UK CX report when they say (referring to First Direct) that the formula for CX excellence is a remarkably simple one.  So why is it that so many brands fail to make any meaningful shifts/progress in CX excellence?  Allow me to point at what occurs to me as ‘that which is missing the presence of which makes all the difference’ by sharing a personal story with you.

Earlier this week I was due to be at an important meeting in central London at 10:00.  Seven people were counting on me to be there to ‘chair’ the meeting. I was counting on myself to be there to chair the meeting.  The unexpected occurred on my way to the rail station. I found myself at a stand still on the road for 45 minutes or so. I took the next train – thirty minutes later than I had planned.  This meant that my contingency was gone – everything had to work out just right if I was to make that meeting on time. I arrived at Paddington Station and made my way hurriedly toward the underground. Suddenly, I found my feet sliding, no control, left knee smacks into the hard tile floor, right leg twists awkwardly, the right ankle is in some pain. A helpful gentlemen helps me up. I recover and get that the floor has become an ice rink in some place (food for a future post). I walk slowly, in pain, towards the underground. The up escalator is out of action so I make my way up the stairs – slowly and awkwardly, in pain. I walk for several minutes to the underground entrance. It is closed. I ring both of my colleagues and the client to let them know that I am likely to be late.

Making my way to the taxi rank I notice a long queue and get that if I wait there I will not get to the meeting on time. So I make my way down the stairs and out of Paddington Station. Leaving the station, the rain falls down and I start getting wet. I walk away from Paddington station and towards central London. Why? I get that I have to get far enough away from the station to find an empty taxi. As I am walking I am in pain and mindful that I have to walk carefully on my sprained ankle. After walking for 5 – 10 minutes I find a black cab. I tell the cab driver that he is blessing, a Godsend. We arrive at the client’s office – five minutes after the meeting has started.  What do I find?  The meeting is on the sixth floor and all the lifts are out of service. What do I do? I embrace the pain, walk as mindfully and carefully as I can, and make my way up the stairs to the sixth floor.  I chair the meeting, we do what needs to be done. Just after noon I leave and make my way home as I am in considerable pain.

What was it that allowed me to overcome a series of obstacles and considerable pain to honor my commitment? Absolute commitment to the commitments that I make: playing full out to honor my word.  Ask yourself how often you find that kind of commitment when it comes to the CX realm. Now you have your answer to why it is that so few are CX Excellence Leaders and most are languishing in ‘no mans land’ of averageness.

Enough for today. In the next post I will bring this series of post on the Nunwood 2014 UK CX report to a close.  I wish you a great day and thank you for your listening.

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