Based on recent experiences I find myself moved to create a ‘Hall of Fame’. And a ‘Hall of Shame’ for well known brands based on how these businesses treat their customers. My commitment is to share the great practices of the ‘givers’ as well as the deceitful-manipulative practices of the ‘takers’.
Let’s start the ‘Hall of Fame’ with Waitrose. Why Waitrose? Yes, the stores are clean, spacious, well presented, well stocked. And our local store even has a cafe-restaurant and ample parking. Yes, the staff in the store are helpful. Yet, these are not the reason that I am choosing to place Waitrose, as the first entrant, into the ‘Hall of Fame’.
Recently, I found wife telling me that she was surprised about the quality of the tangerines: some of the tangerines were hard (too hard) and others were soft (too soft). Now, I found this interesting. Why? It was the way she talked about it. I think it fair to say she was shocked. What this suggest to me is that Waitrose, in her experience, delivers great quality products consistently.
Despite the relatively small price and the hassle involved, she decided to take them back. Why? This is not the kind of product quality she expects from Waitrose. And she was wondering how she would be treated.
Later that day, my wife couldn’t wait to tell me her experience. I was clear by the way she had a huge smile on her face that the experience was positive. What did she say? Something along these lines: “The staff at Waitrose were great. They apologised, I could tell they were also surprised and genuinely sorry about my experience. And they refunded twice the price. Not just the price of the tangerines, twice the price.”
Waitrose enters my ‘Hall of Fame’ because of the following:
Reputation for product quality – I cannot imagine my wife giving up half an hour of her time to take back a product that only cost her £3 to the likes of Tesco;
Great customer service – the staff in the store have always been friendly and helpful;
Design and condition of the stores – the Waitrose stores are clean, white, spacious, inviting, natural and for some even uplifting; and
An equitable-fair-collaborative-generous business philosophy – Waitrose lives-exhibits a philosophy of generosity and in so doing shows up as a ‘giver’. A ‘matcher’ would simply have refunded the purchase price. And a ‘taker’ would have put all kinds of hurdles in her way so that it was not worth her while even thinking of asking for a refund.
Most of all, Waitrose enters my ‘Hall of Fame’ because my wife told me she “can’t see herself not being a Waitrose customer”.
In the next post, I will kick-off the ‘Hall of Shame’ with anti-virus vendor BitDefender.
Why Not Replace People With Technology?
In the second half of the 90s I was involved in consulting in the area of shared services. Being a sidekick I got to witness the sales pitch. What was the sales pitch? No human beings. Everything in the back office was subject to business rules. The business rules could be codified, programmed and back office work could be automated. No human necessary. Nirvana: 24/7/365 nirvana of efficiency guaranteed to deliver the same outcome each and every time.
Today, I notice the same love of technology as regards the front office: where the customer meets the enterprise. In this age of technology do people still matter? Do we need sales people given that content marketing will generate the interest, product demos can be put on the web, and the ‘inside sales’ people can take the orders? Do we need to have any people in marketing given that big data will generate the insights, decision engines will contain the heuristics, market resource management systems will hold the marketing assets, and marketing automation will take care of the execution of marketing campaigns? Do we need people in the call-centres taking calls given the extensive self-help that can be enabled through digital channels and every customer would prefer to interact via Twitter? Do we need people in the stores? Why not rebuild the stores so that they resemble a combination of a website and a vending machine?
What Do These Two Women Say On The Matter?
Allow me to share a conversation that I overheard the other day between two women. Before I do that let me set some context. Waitrose is supermarket chain in the UK and it is owned by The John Lewis Partnership. The John Lewis Partnership has been and continues to do well despite tough times for retailers. Tesco used to be the darling of the CRM press and used to be the dominant supermarket chain. It has not been doing so well since austerity hit. Morrisons is the fourth largest chain of supermarkets in the UK.
As promised here is the gist of the conversation (between two women) that I overheard at the weekend:
Mrs A: “Waitrose is known for their great customer service and rightly so. It’s easy to find someone to help you. And when you ask for help in finding something, the Waitrose person walks you across the store and takes you right to the item you are looking for. They are so helpful.”
Mrs B. “I was in Waitrose this week and wasn’t sure what ingredients I needed for eggs Benedict; I haven’t cooked them before. So I asked for help. The Waitrose man didn’t know either but he told me that he would find out. I saw him walk to one of his colleagues. Then he came back and told me what I needed and how to cook eggs Benedict. He was so helpful: he made my problem his own. That’s such good service.”
Mrs B. “The staff in Morrisons don’t walk with you to the item you are looking for. Yet, I always find them warm, friendly and helpful.”
Mrs A. “I don’t like Tesco. It is hard to find people in the store to help you. And when you do find someone to help they tell you where you can find the item, point towards it, and then leave you to it. They don’t walk with you and show you where it is. They don’t care – not at all like the Waitrose people.”
Mrs B. “I used to do all my shopping at Tesco. Then Tesco got greedy – pushing up prices and cutting down on the customer service. Now, I shop for the basics at Morrisons and the rest from Waitrose.”
My Take On The Situation
I’ll leave you decide whether people matter or not in the age of technology. For myself, I am clear that humans are simply more at ease in dealing with other human beings. And there is no substitute for great customer service – the way that the folks in Waitrose (and John Lewis) stores interact with their customers, and amongst themselves.
Before you rush off to revamp your customer service remember that one ingredient does not a dish make. A great dish always consist of the insightful application of a recipe – and the recipe requires a mix of ingredients, in the right measure, and sequence, cooked for just the right amount of time. How does one generate such insight? Through experience: on the battlefield of life. What is the recipe? The business philosophy and organisational design: what matters, who matters, the operating principles, how conflict is handled, how rewards are shared, how people are structured into groups, and how interactions-relationships-differences-conflicts are handled…
Please note: I am not in the business of giving advice (in this blog). So you shouldn’t take anything in this blog as constituting advice. In this blog I find myself involved in sharing my thinking and experience. That is all. Then you make of it what you make of it.
It occurs to me that empowerment matters. It matters enough for me to think about this deeply and search out those who have thought about this deeply. If it matters deeply enough to you then continue reading. If it does not really matter to you then I advise you to go and do something that you care deeply about. With that said, lets start.
What difference does empowerment make?
It really matters if the people in your organisation show up empowered. Empowered to do great work, to create products which show up as ‘magic’, to touch customers in a way that leaves those customers feeling welcomed-understood-validated-helped, to generate an end to end customer experience that simplifies-enriches the lives of your customers.
It really matters, if you, show up as empowered and create a context that allows the people in your business to show up empowered. And allows your customers to show up and experience themselves as empowered. And creates a space for your suppliers to show up empowered – empowered to share their knowledge and expertise in contributing to the performance of your organisation.
It really matters, if as customers, we show up empowered. Empowered to do business with organisations that stand for purposes-values-behaviours that speak to us. And not do business with organisations that do not stand for and embody that which matters to us. Empowered to get together and apply pressure on regulators and those in government to put in place legislation that protects our interests as customers and to enforce the existing legislation. We are also empowered to do nothing. That is our choice; choice is that which comes with empowerment.
In short, empowerment or the lack of it matters. It occurs to me that empowerment is rather like sunshine in the western world (in the depths of winter) or rain in a region of cursed with drought. Empowerment creates possibilities which simply are not open-present without the existence-presence of empowerment.
Perhaps because I am so vividly present to the significance and possibility that inheres in empowerment, I chose to put my children in Montessori School. It occurs to me that it is also the reason that so much of what is written on empowerment (employees, customers) strikes me as shallow and leaves me feeling disappointed-cheated.
Why all the bleating about the lack of empowerment?
There are two particular aspects of the empowerment conversation that I particularly wish to highlight. First, there is the assumption that empowerment is a thing to be gifted from the Tops to the Middles and Bottoms. And from the Middles to the Bottoms. And from the company to customers. Second, is the assumption that empowerment is a blessing and people are yearning to be empowered.
It occurs to me that by virtue of being human you and I are always empowered. You and I are empowered because you and I are free – free to choose. It occurs to me that Sartre spelled this out rather pithily:
“Man is condemned to be free: condemned, because he did not create himself, yet nonetheless free, because once cast into the world, he is responsible for everything he does.”
What shows up for me as being a more interested enquiry is this one, given that you and I are empowered why is it that you and I evade this empowerment? Why all the bleating about empowerment – more precisely the lack of empowerment? What is it that we are evading through this bleating on the lack of empowerment? Why this supplication at the feet of ‘leaders’? And why is it that so few ‘leaders’ actually show us as being empowered to chart their own course, and thus lead?
Werner Erhard’s profound insight on empowerment
I share with you the profound insight and wisdom of Werner Erhard. And I encourage you (and I) to listen, really listen to his speaking:
“If you are empowered, you suddenly have a lot of work to do because you have the power to do it.
If you are unempowered, you are less dominated by the opportunities in front of you. In other words, you have an excuse to not do the work. You have a way out. You have the security of being able to do what you have always done and get away.
If you are empowered, suddenly you must step out, innovate and create.
The cost, however, of being unempowered is people’s self-expression. They always have the feeling that they have something in them that they never really gave, never really expressed.
By simply revealing the payoffs and costs of being unempowered, people have a choice. They can begin to see that it is possible to make the choice to be empowered rather than to function without awareness.
Empowerment requires a breakthrough and in part that breakthrough is a kind of shift from looking for a leader to a sense of personal responsibility.
The problems we now have in communities and societies are going to be resolved only when we are brought together by a common sense that each of us is visionary. Each of us must come to the realization that we can function and live at the level of vision rather than following some great leader’s vision.
Instead of looking for a great leader, we are in an era where each of us needs to find the great leader in ourselves.”
– Werner Erhard
So what does it take for empowerment to show up?
It occurs to me that it takes the following for empowerment to show up in our way of being-in-the-world:
a) Getting that we are always-already empowered as spelled out by Sartre and so vividly illustrated by Viktor Frankl in his recounting of his concentration camp experiences (Man in Search of Meaning);
b) Caring deeply enough about our being-in-the-world to see-invent possibilities. Possibilities for putting our own ‘dent in the universe’.
c) Courage to put ourselves at risk and act – to live from and into the possibilities that speak to us, to give up comfort and embrace work, to let go of our existing identity and invent-create-embrace the identity that is needed to fulfil on the possibility that we have invented.
What do you say?