Make Life Easier By Asking Only One or Two Questions of Your Customers

I find myself living in an age where we take good ideas and squeeze the life out of them through inappropriate implementation.

It occurs to me that the scourge of the customer-centric fad is customer surveys. It seems to me that just about every large organisation that I deal with asks me for my feedback through some kind of survey.  And this scourge is not limited to these big organisations. On my last visit to my GP’s (doctor’s) surgery I was asked to fill in a survey – it was over ten pages long!

I say that you only need to ask one or two questions of your customers. What are these questions?  Let’s start with what I say you shouldn’t ask. Don’t ask your customers to rate their satisfaction using some kind of scale e.g. 1 to 10 – with your brand, your product’s, your people, the last interaction etc.  Why not?

First, I (the customer) find it hard work to figure out how to rate you. Second, my asking me to figure out/apply ratings you have switched on my reasoning brain not my emotional brain.  Third, satisfaction is the wrong word to use – it is not a word that you find folks using much in every day talk.

So what are the one or two questions?  At the end of major work on my home – main bathroom, the ensuite bathroom, downstairs toilet, and utility room – the fitter asked me and my wife this question:

“Are you happy?”  

As soon as I heard that question I realised that no commercial organisation has ever asked me such a simple question!  And it occurred to me that it is exactly the right question:  short, simple, worded perfectly, no misunderstanding.

“Are you happy?” taps into emotions and the emotional brain. The answer is either a definitive “Yes!” or its not.  If it’s not a definitive “Yes!”then you know that you (the person/organisation supplying the goods/services) have failed to live up to one or more of the customer’s expectations.

Our fitter didn’t just ask the question for the sake of asking the question. The way he asked it suggested that he genuinely cared about whether we were happy or not with the work he had carried out.  How do I know this? Because when he picked up that we did not immediately come out with “Yes!” he asked the second question along the lines of:

“What needs fixing in order for you to be happy?”

Our fitter really listened to our answer to this question. How do I know this? Simple: he immediately set about asking us to show him what needed fixing and what “happy” would like like in each case.  Then he set about fixing the ten or so little things that we wanted fixed.

What happened after the fitter had completed the work of fixing?  Did he simply assume that he had done the necessary work, get paid, and walk away? No!  He went back to the first question” “Are you happy?”

The fitter genuinely cared about ensuring that we were happy with the work that he had carried out for us. Why? For three reasons:

  • He thinks of his customers as people and treating people right matters to him – it is part of who he is;
  • He takes pride in the work that he does – he invest himself (his identity) into this work and thus doing merely OK work is not acceptable to him; and
  • He does no marketing/selling – all of his work, and he is busy really busy, comes from word of mouth recommendations.

 

I wish to end with my take on what listening to the voice of a customer is. It is not sending a survey. It is not the automated processing of the results of customer surveys. It is not presenting summarised results every so often to the executive team.   Nor is listening simply meeting up with customers and hearing that which is spoken by customers.

From a customer’s perspective, you have listened only when you do that which our fitter did: take speedy/correct action to fix that which the customer says needs fixing.   If you do not do this then you have not listened. Worse, from the customer’s perspective you have wasted his/her time and disregarded him.

Enough for today. I thank you for your listening and I wish you the very best. Until the next time…

 

CX: Using Intelligent Generosity To Cultivate Customer Delight

Certain businesses deal with products that perish or become useless if not used by a certain date/time.  This is often seen as a problem – a problem of generating demand to drive sales, and a problem of inventory management. I have yet to see this viewed, by Tops, as an opportunity to delight customers, and cultivate gratitude / loyalty between the customer and the business.

What am I talking about? Allow me to illustrate using a recent experience.

Recently, I booked a double room at the local Hilton (St. Annes Manor) hotel via Hotels.com.  I made a mistake – I booked it in my name, and for only one adult. So when time came for my wife and daughter to go to the hotel I rang the hotel. The voice on the other hand was professional and warm. The young lady didn’t just change the booking. Once she learnt that the room was for two adults, she took charge, and without me asking, found a room with two beds. I found myself pleased and grateful.  Later that evening my wife sent me a photo of the room – it was a room with two double beds.  Delight – my wife was delighted, my daughter was delighted, and I was delighted.  Along with this kind of room came four towels – ideal for those of us who needed access to that room merely to shower – until the major renovation work is finished in our home.

Think about it. What did the hotel lose by giving us that bigger (deluxe) room?  Nothing!  It was late in the day, the room was free, and if it had not been used it would have created no value for anyone.  Through intelligent generosity the lady on the front desk did create value: for us (the customers) and also for that hotel. How so for the hotel? I am writing about the hotel right now am I not?  Also, it was the first time any member of the family stayed there – those that got to experience it (wife and daughter) love it and have been talking about it – recommending it to others: the room, the peaceful / beautiful location, the spa…..  I also suspect that sooner or later my wife will check us in there for a quiet weekend away from the children.

It occurs to me that every business that deals with ‘perishable’ inventory has an opportunity to exercise intelligent generosity:

If you are an airline then you can offer seats (that your analytical models show will go unfilled) to some of your customers for free – as a thank you;

If you are a hotel you can do as our local Hilton did and/or offer some / all of the rooms likely to go unfilled to some of your customers for free – as a thank you or as taster;

If you are a supermarket, you have an opportunity to give food that is reaching its sell by date to certain customers (you choose which ones) or to local community organisation / charity that supports those in need…..

I know that some organisations do something this  e.g. airlines which offer free upgrades to certain customers.  I know that some hotels do this also. What I am talking about here is this and more than this – in some instances giving perishable product away to customers for free – free flight, free hotel stay, free train ticket, free concert ticket……

The question I am posing is this one: what opportunities does your business have to exercise intelligent generosity – the kind of generosity that causes customer surprise / delight / gratitude, holds the promise of increased revenue and/or brand reputation over the longer term, yet costs you little or nothing today?

Before you dismiss the question that I have posed, I ask you to consider that if ‘perishable’ inventory is not used by its sell-by date then it is waste. Is waste a better outcome / way of showing up and traveling in life than intelligent generosity?  All I can say is that the field of intelligent generosity appears large and largely unoccupied.

I thank you for your listening, until the next time…

Calling Forth The Best From Folks Working For You

 

“I like coming here!”  was confessed with a smile. The speaker?  A highly skilled professional who is undertaking a major refurbishment project for me in my home.

 

It hit me that this is the fundamental ask. Every professional including those who deal directly with customer and shape the customer experience is looking to feel-think “I like coming here!”

I say that this is the most fundamental ask because only those folks who as they show up for work AND find themselves confessing to themselves “I like coming here!” are likely to give of their best. It is necessary to feel good – about oneself, about one’s colleagues, about one’s manager/leader, about one’s work – if one is going to find oneself doing great work.

How is it that we arrived at this stage: “I like coming here!”? I can tell you that I did not turn to HR specialists. Nor did I make use of the kitbag of tools/tricks called employee engagement.  I didn’t even set up a reward and punishment framework – commonly labelled performance management.  So how did this come about?

Here’s my contribution:

  1. Made sure that my drive was free so that John (the skilled professional) could park is van without any hassle;
  2. Welcomed John each day when I found myself at home;
  3. Asked my wife to do that which I would do if I were home;
  4. Gave John a key to get in the house when nobody was at home;
  5. Asked John and his assistant what they wished to drink – each day, every few hours;
  6. Made John a tea (his favourite drink) and poured the assistant his favourite drink – an orange juice – at least four times a day;
  7. Occasionally, took up slices of cake and some biscuits – without being asked;
  8. Offered to make John and his assistant a sandwich lunch – which they declined;
  9. Regularly checked in with them to see how they were doing and if they needed anything from me;
  10. Actively looked for the opportunity to strike up a human conversation and create a human relationship with John and his assistant;
  11. Listened to John’s point of view when tricky matters came up, discussed the matters, and jointly came up with an appropriate solution that worked for both of us; and
  12. Jumped into my car to go to the store and buy urgently needed supplies that John had forgotten to buy; and
  13. I did not make John wrong (including in my speaking of him to myself) for forgetting / not doing that which he was supposed to do.

In short, I sought to transcend the conventional role based performance (customer – supplier, employer – employee, manager – subordinate) that folks so easily fall into.  Instead, I focussed on cultivating a genuinely human to human relationship: a relationship of equality of dignity whilst recognising inequality of expertise and power.

Whilst all of the above has been necessary in calling forth great work from John it is not sufficient. It is a new age myth and fashionable nonsense that folks will do right by you if you treat them right. Some folks will simply walk over you if you take this approach with them – they will see your generosity / friendliness as a weakness that they can exploit.

Perhaps, the most important thing that I did is to take my time in selecting the right person. I asked around to find a true professional. Then I met the professional and experienced how he worked. Finally, I waited – I waited six weeks for him to come free despite the fact that the work needed to be done urgently.

Summing up, I say:

If as a manager you are not receiving great work from the folks that work for you then you either recruited the wrong folks and/or you are not treating them right – as fellow human beings worthy of equality of dignity.

If as a customer you are unhappy with the performance of your supplier then I say the same to you: you didn’t select/recruit the right supplier and/or you are not treating this supplier right.

Transcend the default roles (customer – supplier, employer – employee, manager – subordinate) and plays. Instead strike up a genuine human to human relationship – its the key to calling forth the best, including loyalty, for human beings no matter which role they are playing.

 

 

 

 

 

What’s The Impact of a Shitty Employee Experience on the Customer Experience?

Can you deliver a good-to-great customer experience without paying attention to the employee experience?  If you forget theory and look at the practice in large organisations you might just see that the answer is a resounding “Yes!”  There is so much talk about the customer experience and in the process a lot of extra work is put on to the shoulders of the employees. There is almost zero attention to the employee experience. Almost nobody that matters grapple seriously with improving the lives/experience of the employees who face the customers. Especially not the folks in call-centres.

I say that if you provide your call-centre agents with a shitty employee experience then the costs (of this shitty experience) are inevitably passed on to the customers. First the customer experiences a lack in the interaction with the call-centre agent: something just doesn’t feel right. Second, the customer is left with an inadequate outcome whether s/he is aware of this or not: the question isn’t really answered; the advice given is less than optimal; or the advice is plain wrong.

Let me say this again: fine sounding words like customer focus, respect, empathy, customer-centricity, customer delight are not enough. On their own they represent icing on a turd.  I go further and assert this: if you recruit the right people and get the employee experience right then your customer facing agents will deliver good-to-great customer experiences without the need for the fine sounding words.

What happens when you have an environment in which the fine sounding words are in place and the call-centre agent experience is shitty?  Allow me share some experience:

  • The agent is aware that time it ticking and his performance is being monitored so he is keen to get on with the call and close it;
  • The agent is so busy navigating / accessing / viewing / updating many applications (that do not talk to one another) including spreadsheets and Word documents that s/he is not in the state necessary to really listen to the customer, to empathise, to make the customer feel valued;
  • The agent is dealing with a complex issue – which is what customers tend to ring in for increasingly – and he doesn’t know the answer. Under the pressure of the clock the agent finds the first plausible answer and gives this to the customer;
  • The agent is speaking jargon whether he s/he knows it or not. The agent is speaking to a sixteen year old who does not get the jargon. This sixteen year old asks for clarification on some of the jargon. The agent explains this jargon with more jargon all the time his/her tone implies that the customer is stupid;
  • This customer, this call, requires flexibility yet the agent is being monitored and managed on his/her ability to stick to the script. So that agent sacrifices the customer experience and his sense of what is appropriate in order do that which is clearly not appropriate – stick to the script. The customer pays the price in that s/he feels that s/he is talking with an idiot and dealing with an inhuman organisation.

Let me sum it up: If you provide your customer facing employees with a shitty employee experience then the best you can expect these folks to deliver is shitty-to-ordinary customer experience.  And no amount of find sounding words will make any difference. These fine sounding words are as effective as putting cream on a turd and serving it in a restaurant.  Nobody does this in the restaurant business, but this practice is common in large organisations.

Enough for today, I thank you for your listening. Until the next time….

Want to Make a Success of Your CRM/CX/Digital Initiative? Listen to Montaigne

I’ve read many times that something like 70% of CRM initiatives fail to deliver the goods?  What about CX. marketing automation, and digital transformation initiatives? I don’t remember reading any statistics on the success / failure of these. Yet, I have been involved in these areas. My experience is that the process tends to be painful, and failure is more likely than success.

What Accounts For The Dominance Of Failure?

Success is an option. So what accounts for the dominance of failure in change / transformation initiatives? This is the question I found myself confronted with this week.  So what is my answer?

Before I provide you with an answer, I want you to know that over the last 30 years I have been involved in many kinds of projects-programmes-initiatives: accounting systems, management information systems, business process re-engineering, ERP systems, shared services, lean, CRM, website design & development, ecommerce design and implementation, customer loyalty, customer experience design, marketing automation, digital transformation….

Montaigne’s Insight Provides The Answer

Back to the question. What is the primary reason that many, if not most, change / transformation initiatives fail to delivery on the promise?

I say that THE primary cause of failure is a certain blindness/arrogance in those who initiate-shape-lead-manager such initiatives.  Blindness to what?  Blindness to the workings of human beings – as individuals, as groups, as the crowd. Arrogance?  The arrogance of the powerful in assuming that they can ignore the working of human beings and treat people like widgets.

Allow me to bring home that of which I am speaking by sharing the following with you  by sharing the following:

“His Scepticism makes him celebrate imperfection: the very thing Pascal, as much as Descartes, wanted to escape but never could. To Montaigne, it would be obvious why such escape is impossible: however high we ascend, we take that humanity with us.… He wrote:

It is an absolute perfection and virtually divine to know how to enjoy our being rightfully. We seek others conditions because we do not understand the use of our own, and go outside of ourselves because we do not know what it is like inside. Yet there is no use mounting on stilts, for on stilts we must still walk on our own legs. And on the loftiest throne in the world we are still sitting only on our own rump.”

Sarah Bakewell, How To Live, A Life of Montaigne

Now let’s make this real by looking at some examples.

Customer Relationships.  Take a moment look around you. How do human beings do when it come to relating and relationships?  Are we masters at this? No. Most of us struggle most of the time when it comes to relationships: unhappy husbands, unhappy wives, unhappy parents, unhappy children, broken marriages, affairs/cheating, unhappy teachers, bored/unhappy students, dissatisfied bosses, resentful employees….

Customer Loyalty. In the world as lived do we reward loyalty?  Yes? Then consider that parents spend a great deal of their lives caring for their children and in the process making many sacrifices. What happens when these parents get old? Do the children exercise loyalty – make sacrifices and look after their elderly parents?  Or is the reward of such parents a place in a nursing home – out of the way with strangers?  How about that employee who has worked for you for 20+ years when you make his job redundant by moving it offshore?  Or the employee who can get a similar/better job with a competitor with higher pay? If we do value loyalty then why it is that the new customer gets a better deal than an existing-loyal customer?

Customer Experience.  Walk in the shoes of the customer! That is the mantra which few really step into and live. Yet even if I did step into your shoes I wouldn’t necessarily experience that which you experience?  I am not you! It may be that when you step in your shoes they pinch whereas I find them comfortable. How can man experience what it is like to be a woman?  Or youngsters what it is to be elderly?  Or a English person what it is to be French?

Cooperation & Collaboration.  There is much talk about the need/importance of cooperation and collaboration. What is the reality?  In my home there has been fierce completion between siblings to be the first/best.  In the classroom there is completion to be the best. When it comes to school plays each actor wants the prominent/leadign role. In the corporation, employees are force ranked so that only a small percentage come out as high performers, and most come out as merely ok. Why? Rewards and honours are reserved for the few so as to encourage competition at all levels.  In the context of competition what will most people do most of the time? Compete!

CRM and Marketing Automation.  Look at the way that these technologies are implemented and you are likely to find that there is minimal time-effort-money given over to educating and training the people who will be expected to use these systems. Further, the folks are expected to go from novice to expert instantly.  The reality?  These systems are not intuitive – they require time, effort and even certain kind of dedication. Time, effort, and dedication that most users are simply not willing to put in – this shows up as extra burden on a back that is just about carrying the existing burden.

Summing Up

If you wish to make a success of your change / transformation initiate then you have a choice: to work with the ‘human nature’ or not. Remember, if you are not actively working with ‘human nature’ then it is almost certain that you are working against ‘human nature’. If you work against ‘human nature’ then you are likely to end up where most folks do end up when they take this route: failure.

 

 

On Cultivating Meaningful Connections With Customers or Why Technology Is The Path To The Dark Side

What does it take to build a connection between you and your customer?  Forget the talk, look at what businesses are actually doing.  What are they doing?  On what are the folks spending money and effort?

Are they not investing big sums of money on technology?  The answer, as lived, is that the way to build connection with your customers is through technology: marketing platforms, salesforce automation systems, customer service systems, CRM systems, e-commerce engines,  web content management systems, knowledge bases, chat functionality, CTI, mobile apps…..

Let’s stop and think.  Are we sure that technology helps build connection with our customers?  Could it be that the lack of technology causes operational issues that cause dissatisfaction yet the abundance of technology will not lead to that emotional connection?  If you are familiar with Herzberg’s dual factor theory then I am saying that technology is merely a hygiene factor.  Further, I ask you to consider that too much reliance / use of technology actually gets in the way of cultivating connection.

I say that in largish organisations technology (and the way of being that goes with it) drives out humanity – in particular the human touch.  We no longer talk to one another it is easier to send an email. We no longer write to one another, we send an email.  We don’t even write emails with the human touch. Instead the CRM system has ready made email templates which are automatically sent out – every customer receiving the same bland corporate communication.  All in the name of efficiency, consistency, and productivity.

 

I want to end this conversation by sharing a story with you. As I enjoy reading I tend to read widely. This means that I buy many books – many of them through Amazon.  When the book arrives I can immediately tell if it is from Amazon. Every package has the same look on the outside, and pretty much the same paperwork inside.  It is the kind of paperwork that a computer spits out.  Zero humanity: utterly forgettable.

Today, I received the book I had ordered from one of the Amazon sellers. From the neat handwriting on the envelope I could tell that it had been sent by a human being.  When I opened the package, I found myself delighted.  Why?  See for yourself:

human-all-too-human

That is all it took for me to find myself surprised, delighted, and thankful. The technology needed?  A pen and a sticky white label!

What was my response after experience that which I experienced in seeing this message?  I found myself wanting to learn more about the Seller (Birdy Hop) AND a strong desire to reciprocate by thanking the Seller. So I went to Amazon, found my order, and gave the seller a 5 star rating.

Is this significant?  Consider that I receive many emails from Amazon sellers chasing a positive review (from me) on Amazon.  For how many of these emails have I logged into Amazon and done as the seller asked?  None of them.

I say that within largish organisations too often technology is the path to the dark side.   If you are not already deeply smitten by technology then I ask you to consider that the human touch is essential for cultivating meaningful connection with your customers – at least those customers who are like me.

Enough for today. I thank you for your listening and wish you the very best. Until the next time….

Good Strategy and Effective Execution Necessarily Involves a Sound Appreciation of the Context

I find myself in the midst of an ocean of generalities: frameworks, models, recipes, formulas, 10 steps to…. Every one promising easy/quick arrival at the promised land merely by following the authors secret/revolutionary formula/recipe.

Folks even turn to me, as a subject matter expert, for advice on how to craft a customer-centric strategy, create a customer-centric culture, build meaningful engagements with customers, call forth the very best of the employees.  Sometimes, vanity get the better of me and I do offer an approach.  When reflection sets in I realise my arrogance/stupidity. Why?

Consider deeply, you may just get that the question is not how does one motivates human beings. No! The question is what motivates this flesh & blood human being right in front of me. The question is not how does one build a customer-centric culture. No! The question is how to go about shifting this particular organisation, these particular people, towards a customer-centric way of showing up and travelling. The question is not how one calls forth customer engagement. No! The question is what calls forth engagement in this particular customer.

Put differently, effective strategy, effective execution, effective change require a sound (even intuitive) grasp of the nuances of this particular person, this particular group of people, this particular culture, this particular technology.  Why?  Allowing me to illustrate through the following:

“If a house caught fire, intervention would require an understanding of the type of fire and the strategy required to extinguish it. Clearly and electrical fire cannot be doused with water, and a chemical fire will require will require a specific type of retardant.”

-Dr Eric C. Amberg, The Five Dimensions of The Human Experience

It’s even more complicated than that, the nuances are deeper. You turn up and find it’s an electrical fire. You search for water but there are no water sources nearby. Or there simply is not enough water.  Maybe it is even more complex, it is a chemical fire yet from a distance you cannot determine which chemical is involved. Or you have to persuade some person / group of people to do what they are doing AND make some chemical retardant especially for you.

You get the idea: the nuances present in the concrete, yet always absent in the abstract, have the determining influence on how things turn out. One must be sensitive to these nuances – detect them, and know how to deal with them.  This kind of understanding can only come through a certain repertoire of lived experience. In days gone by this kind of familiarity with the particular was achieve by becoming an apprentice /disciple of a master for many years.

Today we have taken the easy route. Too many folks treat the realm of human beings – a realm of contingency, of approximation, of probability – like the realm of mathematics where 2+2 always equals 4. The price to paid for taking this path is ineffectiveness.  Ask yourself what the telcos have to show for the fortunes they have invested in CRM, customer experience……

You can ask me to advise you on how to craft a strategy right for your organisation, or how to cultivate good relationships with your customers, or how to effect culture change. Please don’t expect me to provide an answer from a distance. I am not a seer nor am I a charlatan. To help you answer the question I have to get a feel for your particulars: you, the people in your organisation, it’s history, the kind of work that occurs, how folks show up and travel in your organisation, the kind of people who are your customers and how you / your products / your competitors occur to them.

I say to you, if you wish to be effective in devising strategies, influencing people, effecting change then it is necessary to give up the easy paths, the short cuts, and take the road less travelled.  To get to grips with the particulars – not just intellectually. This getting to grips must be at a deeper level – an intuitive feel for that which you are dealing with.

Why go to this effort?  Werner Erhard summed it up beautifully: “The context is decisive.”

I thank you for your listening and wish you the very best in your living. Until the next time…