2014 is behind us in a manner of speaking and we are in the first month of 2015. Listen to the news and you are likely to find plenty of challenges: stuff that we, individually and collectively, have to deal with. If you/i are to show up as human-centred leaders then what is the way to go about being-dealing with these challenges. This question is the subject of this conversation.
What Is The Access To And The Source Of Mastery In The Exercise Of Human Centred Leadership?
What is the material that a carpenter works with? Wood. What is the material a painter works with? Paint. What is the material that a farmer works with? The land that is farmed. What is the material that a leader works with? Human beings.
What makes a carpenter a great carpenter? Mastery? Yes, I say it takes a mastery of wood (in its many forms) and the tools+techniques that are used to work with-on the wood. Love? I ask you, can a carpenter became a great carpenter without a love of working with-on wood? It occurs to me that the answer is NO!
You may be asking yourself, what has this got to do with human-centred leadership? Everything. I say that a human-centred leader has to love working with-on human beings. I say that a human-centred leader has to attain a mastery over his own being (that which shapes how s/he shows up and travels in life) and the human-condition. What am I getting at? I invite you to listen, really listen, to the following words of profound wisdom into the human-condition (bolding is my work):
Optimism gives a hopeful attitude to life, while with pessimism one sees darkness on one’s path. No doubt sometimes pessimism shows conscientiousness and cleverness, and it may also show experience. But conscientiousness alone will never be enough to overcome the difficulties one meets in one’s life, it is trust that solves life problems.…
The psychological effect of optimism is such that it helps to bring success, for it is by the spirit of optimism that God has created the world. Optimism comes from God, and pessimism is born from the heart of man. By what little experience of life he has, man learns, “This will not succeed, that will not do, this will not come right.” For the one who is optimistic it does not matter if it does not come right in the end, he will take his chance. For what is life? Life is an opportunity, and to the optimistic person this opportunity is a promise, while for the pessimistic person this opportunity is lost….
Man’s life depends on the object of his concentration, so if he concentrates upon misery, he must be miserable. A person who has a certain habit of which he does not approve often thinks he is helpless before is as it is his nature. But nothing is man’s nature except what he makes of himself. As the whole of nature is is made by God, so the nature of each individual is made by himself; and as the Almighty has the power to change His nature, so the individual is capable of changing his nature. Among all the creatures of this world, man has the most right to be optimistic, for man represents God on earth, God as Judge, God as Creator ….
A man with optimism will help another who is drowning in the sea of fear and disappointment; while on the contrary, if someone who is ill or downhearted comes to a pessimistic person, the pessimist will pull him down and make him sink to the depths along with himself. On the side of the one is life; on the side of the other is death……. It is no exaggeration to say that the very spirit of God comes to man’s rescue in the form of the optimistic spirit.…..
It does not matter how hard a situation in life may be: however great the difficulties, they can all be surmounted…… the greatest greatest reward there can be in life is the spirit of optimism, while the greatest punishment that can be given to man for his worst sin is pessimism. Verily, the one who is hopeful in life will succeed.
There are two attitudes that divide people into two sections. The one is an ever-complaining attitude and the other an ever-smiling attitude. Life is the same: call it good, call it bad, call it right, call it wrong, it is what it is; it cannot be otherwise…. The person with the right attitude of mind tries to make even wrong right, but the one with the wrong attitude of mind will turn even right into wrong. Besides, magnetism is the the need of every soul; the lack of it makes life burdensome. The tendency of seeing wrong in everything robs one to a great extent of that magnetism which is needed very much in life….. the world is place you cannot enter with a pass of admission, and that pass of admission is magnetism; the one who does not possess it will be refused everywhere.
The attitude of looking at everything with a smile is the sign of the saintly soul. A smile given to a friend or even to an enemy will win him over in the end; for this is the key to the heart of man. As the sunshine from without lights the whole world, so the sunshine from within, it it were raised up, would illuminate the whole life, in spite of all the seeming wrongs and in spite of all limitations…. looking at life with a hopeful attitude of mind, with an optimistic view, it is this that will give one power of turning wrong into right and bringing light into the place where all is darkness. Cheerfulness is life; sulkiness is death. Life attracts, death repulses. The sunshine that comes from the soul, rises through the heart, and manifests itself in man’s smile is indeed the light from the heavens. In that light many flowers grow and many fruits become ripe.”
– Hazrat Inayat Khan, The Art Of Being And Becoming
I say the very being of a human-centred leader is is that of possibility (hope), enthusiasm borne of a deep connection with this possibility (of a better world), and optimism no matter what the circumstance. What kind of optimism matters most in a leader? The optimism in mankind and in particular the optimism in the human-beings s/he is involved with, counting on, responsible, and leading.
I leave you with the following thoughts:
– The price of admission to effective human-centred leadership is magnetism – enrolling people in the possibility of a better world awaiting to be ‘birthed-caused-created';
– The source of this magnetism is deep seated love of and faith in one’s fellow human beings; and
– This optimism cannot be faked – the seeds of it must lie in your very being, and if they are there then this optimism can be cultivated until it blossoms to a fully grown tree.
Want to get a better handle on what it is that I am getting at? I invite you to watch this 5 minute clip of Viktor Frankl:
I invite you to consider that if any human being has attained a profound lived grasp-understanding of human nature it is Viktor Frankl. Why? He is a Jew. He lost everyone during WWII. He found himself in the worst concentration camps. He experienced that which few of us will ever experience. He did not merely survive the concentration camp existence. He came out with a profound optimism in mankind. His book Man’s Search For Meaning, written shortly after his liberation from the concentration camp, is one that I invite you read if you wish to show up and travel as a human-centred leader. Thank you for listening, I wish you an optimistic existence!
Please note that a slightly modified version of this conversation was first published here in December 2014.
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.
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:
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).
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.
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?
It is the time of the year that many are pushing out their predictions for 2015. I am not in that business: I lack a crystal ball. Further, I say that the future is not already made. The future is unborn and how you/i/we show up and operate in this world will shape how 2015 turns out. So in this final conversation of 2014, I want to share with you my thoughts on what it takes to become great; greatness necessarily involves effecting significant and substantial change.
Let’s assume that you wish to reshape your organisation – to effect significant, substantial, change in the way that the organisation operates. Perhaps, you wish to transition your organisation from a product-centred orientation towards customer-centred orientation. And/or shift the fundamental stance of your organisation from ‘extracting value’ from your customers to being generously rewarded (by customers) for simplifying-enriching the lives of your customers. It could be that you want to move from treating your employees as resources (things) to treating them with dignity as fellow human beings…..
What is the access to that? Is there an organisational equivalent to Ali Baba’s “Open, Sesame!”? You know some kind of hidden magical recipe that provides you access to untold riches, instantly, without significant effort, discipline, and/or sacrifice? I invite you to answer that for yourself. How has all the strategy stuff worked out? What about all the process change / six sigma stuff? Or the customer journey mapping? What about your investments in CRM systems and other technologies (e.g. IVR) have they taken you to the heights of sales effectiveness and/or customer service delight? Let’s not forget the VoC feedback- has that unlocked the door to customer loyalty riches?
Greatness does not lie on the road well travelled, greatness lies on the road less travelled. Greatness requires dedication – the kind of dedication that flows from total commitment; this kind of commitment arises in response to a possibility-call that resonates with the very core of your being. Greatness requires the ultimate sacrifice: yourself – your way of showing up in the world and the manner of your travel in this world. Allow me to give life to this through a story (bolding mine):
There was an artist who was so devoted to her art; nothing else in the world had any attraction for her. She had a studio, and whenever she had a moment to spare her first thought was to go to that studio and work on the statue she was making. People could not understand her, for it is not everybody who is devoted to one thing like this. For a time a person interests himself in art, at other times in something else, at other times in the home, at other times in the theatre. But she did not mind; she went every day to her studio and spent most of her time in making this work of art, the only work of art that she made in her life.
The more the work progressed, the more she began to feel delighted with it, attracted by that beauty to which she was devoting her time. It began to manifest to her eyes, and she began to communicate with that beauty. It was no longer a statue for her, it was a living being. The moment that statue was finished she could not believe her eyes – that it had been made by her….. She felt exalted by the beauty of the statue.
She was so overcome by the impression that this statue made on her that she knelt down before this vision of perfect beauty, with all humility, she asked the statue to speak, forgetting entirely that it was her own work…… there came a voice from the statue: “If you love me, there is only one condition, and that is to take the bowl of this poison from my hand. If you wish me to be living, you no more will live. Is it acceptable?” “Yes,” she said, “You are beauty, you are the beloved, you are the one to whom I give all my thought, my admiration, my worship; even my life I will give to you.” ….. She took the bowl of poison, and fell dead. The statue lifted her and kissed her by giving her its own life, the life of beauty and sacredness …..
– Hazrat Inayat Khan, The Art of Being and Becoming
Let me end this conversation by posing this question: What possibility (or cause) matters to you such that you are willing to be and do as the artist (in the story above)? It occurs to me that this is question worth pondering and answering as you/i head into 2015. I wish you a great beginning and the very best for 2015.
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:
- Figuring out what makes customers tick – by ‘listening’ to customers through market research, social listening, ethnography, and voice of the customer surveying;
- 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;
- 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);
- 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;
- Moving existing customers from lower margin ‘products’ to higher margin customers – through the use of range of techniques and tactics;
- Winning back folks that used to be customers – usually through some kind of enticing promotion, discount or, rarely, a new/compelling ‘product'; and
- 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:
- Attracting the right people to become employees of the organisation;
- Keeping the most valuable employees;
- Getting more out of their existing employees (productivity, collaboration, teamwork, ideas..);
- Ranking employees for performance management purposes;
- 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.
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?