Putting The Customer At The Centre of Your Business

Now and then a question comes along that provokes my thinking. Here’s a question that I came across recently expressed in different ways:

  • What does putting the customer at the centre of the business look like?
  • What does it mean to put the customer at the centre of the business?
  • What are the implications (for us) of putting the customer at the centre of the business?

Stop. Hold the automatic weapons fire – the hail of ready made generic and almost always abstract and theoretical answers.


Many years ago I came home after a long difficult day. Upon entering our flat my two year old rushed towards me with a huge smile and with both his arms held up. As I lifted him up and gave him a hug, I found myself making a decision: to put him at the centre of my life.

Grappling with that question it became clear to me (over some weeks) that it meant that his wellbeing came first. That my decisions and actions had to be mindful of the impact on his well being. It also became clear to me that his wellbeing was tied to the wellbeing of his mother – he spent most of his waking life with his mother.

Did it stop there with that abstract realisation?  No. Looking at the way of my living it became clear to me that work came first in the way I showed up and travelled. My son and his mother, got what was left for me to give after I had given all to work. As I was often away from home during the week this meant that he got to spend time with me only at the weekends.

I made a decision – to do just enough at BigConsultingCo whilst actively looking to move to a smaller more local employer. Within a year, I left BigConsultingCo and moved over to a software company which was five minutes drive from home. And for which I did not have to travel….

Let’s be clear on one thing: putting my son’s wellbeing first meant, for me, giving up chasing the promotion to partner in BigConsultingCo.  It also meant leaving a world with which I was familiar/comfortable and walking into a new industry / new company and having to learn a new way of doing business.


Back to the question of putting the customer at the centre of your business – your particular business.  What are your answers to the questions I shared earlier?

It occurs to me that you can put the customer at the centre of your business in at least two ways. You can take the busy road where you will find many: you can put the customer at the centre of your business with a view to learning all you can about that customer, and using that knowledge to influence, shape, manipulate customer behaviour so as to enrich you.  Which may account for the fact that customer loyalty has been declining even whilst big brands have been spending a fortune on their IT armoury.

Alternatively, you can take the road less travelled. You can focus your efforts on gaining a deep understanding of your customer and using this insight to enrich the life of your customer.  How do you enrich the life of the customer?  No generic answer will do.  You have to generate this answer for your customer, your business.  It requires insight – insight into the life of your customer, the expressed needs, and the hidden unexpressed needs/wants.

Apple has enriched the life of their customers through compelling/superior products, a distinctive/superior in-store experience, and premium image.  Amazon has done it through an effortless convenient shopping experience and value for money pricing.  John Lewis has done it through a combination of good products, outstanding service provided by friendly knowledgeable human beings, and a culture of integrity.

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

 

Beyond Listening to The Voice of The Customer / Employee

Customer gurus and technology companies push the need for the company to listen to the voice of the customer. Many companies, especially large companies, buy what they are selling. Indeed, it makes sense: listen to the voice of the customer through some manner of surveying customers seems complimentary to conducting regular market research.

HR gurus and technology companies push the need for the company to listen to the voice of the employee. In the service of this sale frightening soundbites are put forward about the state of employee engagement – disengagement is rife and getting worse. What happens, organisations set up once a year surveys of their employees in order to listen to their employees.  Ok, some do it twice a year. Maybe, a handful do it quarterly.

Is this listening?  You may be convinced that this is listening. I do not find myself in agreement with you. I say that listening is a specific encounter between one human being and another human being or human beings.  I say that listening really takes something – it takes a dropping of the self to enter into and get the world of the other. I say that listening rarely occurs inside and outside the workplace – we simply do not have cultural practices that teach us to listen nor call us to listen.

For a moment, let’s assume that surveying customers and/or employees is listening to customers / employees. Is this listening complete?  Put differently, have your heard all that your customers / employees are saying?  Before you come to a definitive answer I consider the following:

When a man whose marriage was in trouble sought his advice, the Master said, “You must learn to listen to your wife.”

The man took this advice to heart and returned after a month to say that he had learned to listen to every word his wife was saying.

The Master smiled and replied, “Now go home and listen to every word she isn’t saying.”

Be with this for a moment. Doesn’t the profound truth of this hit you?  One can listen at many levels for the speaking is occurring at many levels AND to truly listen to another person it is necessary to listen to the speaking that is silent.

I invite you to consider the following:

  1. Listening to the voice of the customer and/or the voice of the employee through surveying is the pretence of listening. It is not listening.
  2. Even the best designed survey will not give you access to the speaking that is silent.
  3. Listening of the kind that really hears can only take place when you genuinely respect and care for the person you are listening to.  At a very minimum it requires a deep sense / feel of our shared humanity.
  4. The only real world evidence that listening has occurred is a change in the way that you/your organisation is in the world. By “is” I mean the way that one shows up and travels in the world: being-doing.
  5. Good strategists, leaders, managers, sales people, customer service folk have to be great at listening to the silent speaking.

I thank you for your listening and wish you a good day. Until the next time…

 

 

CX and the Art of Getting & Keeping Customers

The Story: How I Ended Up Moving On From My Favourite Cafe

I walked in to my favourite cafe and greeted the fellow behind the counter by his first name. He was so happy to see me that he smiled a huge smile, welcomed me, and came around the counter to shake hands with me.  Delight – what a welcome!

Then I ordered my usual: fresh orange juice, hot chocolate, a croissant, and a pain au chocolate.  My ‘friend’ behind the counter pointed at his orange juice making machine: no oranges, no fresh orange juice – his supplier hadn’t delivered the oranges on that day.  I find myself disappointed – really disappointed.  That is when something important is unconcealed to me: of the breakfast what really matters is the fresh orange juice.

I eat my breakfast noticing all the time the absence of the fresh orange juice.  I pick up my bag, put on my overcoat, say goodbye and leave for work: the client’s offices.

It’s mid-morning and I’m thirsty. I head down to the ground floor where the cafes and restaurants are.  I notice a small place that I had not noticed before.  Why do I notice it? It seems to be like a fresh juice bar! I head over there and sure enough there are various freshly squeezed juices including orange, orange and banana, orange and mango…. A little later I find myself drinking the orange and banana juice. Delicious!

The next day I find myself at this juice bar for breakfast. I help myself to the fresh juice, a croissant, a pain au chocolat, and pay. Whilst paying I strike up a conversation with the lady serving me. Then I take a seat and enjoy my breakfast.

I do the same the next day, and the next day, and the next day.  I find that despite my intentions to go back to my favourite cafe I do not go back. Yes, I think fondly of the fellow who works there. I wonder how he is doing and I wish him the very best. I even think of popping in after work… Yet, I find that I never go back there for breakfast.  I stick with the fresh juice bar.  Why?

It is convenient – on the ground floor of the client’s offices. It always has the products I am looking for. By being a regular customer and willing to initiate conversation I have gotten to know Anne – and she has gotten to know me. The place is clean and there is always plenty of room to stand or sit down and have my breakfast in peace.

What Might This Unconceal About Winning & Keeping Customers?

1 – What happened happened yet I did not intend it to happen. Neither did the fellow working at my favourite cafe. Indeed, if you had told me that things would have worked out this way  I would have argued against it. I would have found many reasons to back up my position. Which makes me wonder how much you/i can trust what customers/prospects say in surveys.

2 – Great customer service was not enough to keep me as a customer.  I am clear that every time I turned up at my favourite cafe I received great customer service. In part this was because I had established a personal connection with the chap behind the counter who served me.

3 – Great personal relationship with the customer facing front line employee was not enough.  Yes, the fellow behind the counter was, to use Richard Shapiro’s language, a Welcomer.  Yes, the fellow behind the counter and I had cultivated a personal relationship with one another such that both of us were genuinely pleased to see one another.  Yes, it was great to be greeted by my first name, with a smile, and asked about what I had been up to since the last visit.  No, this level of relatedness did not turn out to be enough to keep me as a customer.

4 – As a customer I did not realise what really mattered in my ‘eating breakfast’ experience until what really mattered was not present.  In my case what really mattered was freshly squeezed orange juice – the experience (taste, pleasure) associated with drinking this particular product.

5 – The customer’s experience is holistic and it necessarily involves the ‘product’. Put differently, the customer’s experience is more than how you treat the customer when s/he is ‘dancing’ with your organisation.  It is more than having a Welcomer welcoming.  It necessarily involves the ‘product’ that the customer came in search of.

Further Reflections on The Customer’s Experience and Customer Loyalty

Based on my experience of being a customer, it occurs to me that the customer’s experience can be broken down down into the following components:

A.  Desired Outcome: Did I ‘get’ the outcome I was after?  The answer to this question is binary: yes or no.  There is no in between.  Think pregnancy – you are pregnant or you are not pregnant, you cannot be somewhat pregnant.

B.  Treatment: Was I treated the way I desire/expect to be treated whilst in the pursuit of my desired outcome?  The answer to this question is not binary when treatment is taken as a whole across my ‘customer journey’.  There may be elements of the journey where I was treated well. Other elements where I was not treated well.

C.  Effort-Time: How much effort-time did it take for me in working with you/your organisation to generate my desired outcome? I am clear that if you are the supplier that is the least effort-time consuming one to deal with then you have an advantage when it comes to winning my business and keeping me as a customer.

When I look at my transition from using my favourite cafe to using the on-site juice bar I notice that the juice bar won because:

  • It generated my desired outcome – every time without fail;
  • I was not treated as well as I was treated at my favourite cafe bar yet I was treated well enough. And I was able to cause improvements in my treatment by cultivating a more human / intimate relationship with Anne who usually staffed the juice bar; and
  • Doing business with the juice bar saved me time-effort because it was on my path-route to work. Whereas my favourite cafe was a 5-10 minute detour.  So it ended occurring up as convenient.

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

What Can The Hotel Industry Learn From Homelands B&B?

Homelands Bed & BreakfastDuring November, whilst on business, I stayed at Homelands Bed & Breakfast and thoroughly enjoyed my experience. It was so good that staying at Homelands occurred as staying at a home away from home.  My experience lived up to the five star rating that Homelands has earned on TripAdvisor.

Here’s what I think the hotel industry can learn from the folks (Erik and Nicola Burger) who own and run Homelands B&B Woodsmancote:

After Booking And Before Arrival

I think I made the booking via Hotels.com about a week in advance of arrival.  A couple of days after making the booking I received an email from Erik and Nicola confirming the booking, welcoming me, and letting me know that the normal check-in time is between 4 and 9pm. And if I was going to arrive outside of that window then they needed to know so that alternative arrangements could be made.

Further, they provided useful advice like which road to take and importantly which road to avoid unless I had strong nerves and a 4×4 vehicle.

After an email exchange it became apparent that Erik and Nicola make it a habit to welcome their guests. Yet few guests turn up on a Sunday night – business travellers don’t tend to stay there. And the Burger family had made plans to go out that Sunday evening.  This was not a problem we came to an arrangement that worked well for all of us.

What impression did this exchange make on me?  “Wow, these folks know I am coming. They want to make sure that I get there safely. And that when I get to their place they are either there to welcome me. Or at the very minimum, that I can get to my room without any problems. They are living up the praise they have received on TripAdvisor. I have made the right choice.”

Further because of this proactive email exchange I was able to let Erik and Nicola know that my breakfast needs were simple: fruit, croissants or cereal (granola), and a cup of tea.

Now compare this with the Holiday Inn Express where I stayed the first week of November. I made the booking. I heard nothing from the Holiday Inn Express. When I turned up I found there was no parking. Which came as an unpleasant surprise. And then I had to ask for car parking options.

Lessons:

  1. Reach out to your customers when they place an order and provide them with useful information.
  2. If standard ways of doing things don’t work  for this customer in this particular instance then look for creative ways around the standard ways. Creative ways that leaves the customer feeling valued. And yet does not damage the business.

Upon Arrival and First Night At Homelands

I arrived on Sunday night. It was dark. I was in the middle of the countryside. After asking a neighbour I found Homelands, used the pin code that Erik and Nicola had emailed me. Found the envelope with my name on it and key inside – as promised. Entered Homelands, found a friendly welcoming note for me. Then made my way to my room for the week. The room was tastefully decorated. The sheets were clean… Everything was in order – just as I had been led to expect it from the photos, from the reviews.

Lessons:

  1. The ‘product’  must match your description of your ‘product’. Put differently,  the ‘product’ must contain / do exactly what it says on the tin. In this case the picture of Homelands accurately represented Homelands. The decorations were tasteful – just as described…
  2. In the hospitality business the experience (total experience) is the product!  How you treat folks matters as much as the quality of the room you are selling or the breakfast you are providing.
  3. You must keep your promises – if you promise something then you must deliver it. Why? Because the customer is counting on you to deliver it.

First Morning at Breakfast Time

At the agreed time (7:50am) I came down to breakfast. I was greeted warmly and professionally by Erik. What I had asked for, for breakfast, was there: fresh fruits, jars of cereals, apple juice, orange juice, water….

During the process of getting to know one another I learnt that Erik was Dutch. That the night before he had gone to see the new Bond movie with his son…. I told Eric a little about me, like where I lived, why I was in his part of the world….

Then Erik asked me if there was anything else that I needed. Like a cooked breakfast. Or coffee. I told Erik that I was keeping things simple as I was on bunch of drugs due to back and neck problems. And that these medicines has a side effect: constipation.  So, I was being careful about what I did eat and what I did not eat.  Then Erik asked me if there was anything else that he could do for me.

After hesitating, I made my request. I told Erik that I had neck and shoulder pain. That he could help release that pain. And I showed him how to do it – by pressing his elbow at two points on the upper part of my body. Erik told me that this was the most unusual request any guest had ever made of him. And he accepted.  Frankly, I was surprised. After Erik had finished, I expressed my gratitude as I was truly grateful.

Can you imagine me making that kind of a request at a corporate hotel?  What do you think the likely reaction would have been if I had approached a staff member of Holiday Inn, Hilton, Radissan SAS.?  I guess I would have been told it is against policy for staff members to physically touch guests. Never mind press down hard with their elbow into the top of my shoulders!

Lessons:

  1. If the customer selects from a range of options then make sure that you deliver on the selection that the customer has made. No point offering / giving more than what the customer needs e.g. like laying out a cooked breakfast that a customer is never going to eat.
  2. What really takes the customer’s breath away and builds gratitude, loyalty, advocacy, is your ability to do something special (as defined by the customer) for the customer – especially when the customer asks for it.

Second Night At Homelands

One of the most frustrating things I find at hotels of all kinds is that they don’t feel like home. At home, if I need water I can just get some water. If I want some fruit juice I can get some fruit juice. At hotels I am stuck, at best with an overpriced, mini-bar.  And that leaves me feeling like I am being milked for all the milk the hotel can get out of me.  I usually respond by either buying a large bottle of water from a restaurant – which is still cheaper than the hotel. Or by finding a local store and buying it from there and taking it to my hotel room. I have an aversion to being milked!

Not at Homelands. At Homelands there is kitchen and in that kitchen is big fridge. And in that fridge are fruit juices, and water bottles. There is milk. And there are extra mugs….

So when I woke up in the middle of the night and had to take some pain killers and muscle relaxants, I made my way to kitchen and helped myself to the Apple juice. Exactly the kind of thing I do at home. I wake up, I find myself in pain, I walk down the stairs, I find a glass, open the fridge…..

Lesson:

  1. It is amazing how the little things – like being able to get a small glass of fruit juice, or water without having to pay – matter. And how much they matter.  But to understand which little things matter and how much they matter you have to be able to access your humanity. To genuinely have walked in the shoes of the customer – as a normal every day human being rather than a marketer or a process/six sigma guy…
  2. There is absolutely no substitute for kindness / generosity. Stan Phelps calls this Lagniappe.

Second Morning at Breakfast

After waking up and having a shower, I took the time simply to gaze out at the fields, the green grass, the trees, and the horses. Such a refreshing change to staring at buildings, tarmac, and hearing the noise of vehicles on the road.

When I made my way down to breakfast, I noticed that the range of fruits had increased. In addition to melon, and grapefruit there were berries and prunes.  If you don’t know, prunes help with constipation.  Clearly, Erik had listened, used his listening to learn about me, and most importantly acted on his insight into my health and condition.

How did this leave me feeling? I say it again, it left me with the feeling of being at home away from home. Why is this important? Because home is where I feel safe. Home is where I am with people I know care for me. And people I know I can count on for help if I need help.

Whilst having breakfast Erik and talked a little bit more.  I learnt that Erik is Dutch. That he is into nature and conversation. That Erik and Nicola make their own honey…. A human conversation the kind that I am used to having at home whilst I have breakfast.

 

Lessons

  1. If if you show up in the correct manner and simply engage in conversation, customers will tell you a lot about themselves, the situation they find themselves in, their hopes and fears, the constraints they are working within….
  2. Insight in and of itself has no value. Value, as experienced by the customer and repaid through loyalty, is generated when you act on the insight in a manner that leaves the customer feeling grateful because your action/s have made his life easier, simpler, richer.

Time to stop. I could go on and on. And my back is beginning to hurt and that is not good.

By writing this I have kept my word. What word?  Upon leaving Homelands for the second and last time, I told Erik that Homelands had occurred as home away from home.  And that I would be writing about Homelands and sharing my experience.

If you are on holiday or on business and looking somewhere great to stay then I thoroughly recommend that you check out Homelands Bed & Breakfast.  I cannot praise it highly enough. And neither can all the other folks that have stayed there – Homelands gets a five star rating on TripAdvisor. 

A la prochaine – until the next time.

Customer Experience: Beware The Data Trap

Data. It is being made out to be sexy – really sexy. Many folks even think that collecting mountains of data and stuffing it into CRM and/or marketing automation systems is the access to delivering great customer experiences.  They are mistaken. Collecting mountains of data can be useful to marketers in helping them achieve higher direct marketing ROI through better targeting. It may allow the folks in operations to tune aspects of operations. That is about it.

What is the basis of the assertion that I am making? Lived experience. I invite you to ponder the following:

To describe me as weighing a certain amount is …. to “disregard the existential state of being-in”. It is to describe me  in a way in which one may describe any physical object. I can weigh x pounds as a living Dasein or a corpse, it makes no difference.

So, if we disregard a person’s existentially and treat him or her simply as a physical object, we can describe that person in terms of his or her factual determinations. In doing so, however, we are missing what makes his or her life the life it is. People do not just weigh x pounds: they live such a weight as being overweight or underweight or as being indifferent to their weight. Weight, as a way of being-in-the-world, is not an indifferent physical property, but rather an existentiall condition. We may similarly between biological sex and gender, between physical height and stature.

– William Blatner, Heidegger’s Being and Time

I say that if you are to excel in the domain of designing and staging great customer experiences then it is not enough to collect masses of data. Collecting data can actually be a distraction from the real task. What is the real task? The real task is to get a handle on the facticity of your customer’s life: a gut level grasp of his/her life and in particular what makes his/her life the life it is.  Data of the kind that ends up in databases cannot and will never provide this kind of insight.

Does this kind of insight into your customers matter? Yes.  This is the kind of insight that allows you to come up with business models, value propositions, products, services, and customer experiences that attract and retain the customers you have chosen (intentionally or accidentally) to serve. It is also the kind of insight that you need to call forth the very best from the people that work for you and work with you. This requires a level of humanness that is rarely given space in established large organisations.

If you do not get the passage that I have quoted above then I say you are wasting your time in the Customer Experience sandbox. You’d be better off in the direct marketing, CRM, or operations optimisation. If you do not get this passage and choose to continue playing in the CX sandbox then know that is perfectly OK. Why? Because you will find many like you in the CX sandbox – you are in the majority.

Thanks for listening. I wish you a great day.

Customer / Leadership: What Is The Access To Cultivating Greatness?

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:

  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.