Let’s imagine that you want to play the sales effectiveness game. What does it take to play this game well – effectively? At a minimum it takes folks in marketing and the folks in sales to play well together – as one team. Take a broader look, play with the time horizon, and you are likely to find that it takes folks in product development, engineering, strategy/finance, marketing, and sales to work well together.
What does it take for an organisation to excel at the customer-centricity / customer experience / customer loyalty game? One way of answering this question is to take a look at what folks nominate as the biggest obstacles in playing this game. Do the following sound familiar: lack of executive sponsorship/leadership, competition (rewards and resources) between folks in different silos, and the lack of employee engagement – ‘us versus them’ even within the folks in each silo, especially between folks in management positions and those who work at the coal face.
When I look at what is so, I do not find a process challenge here. Nor do I find a technology challenge. And I certainly do not see a strategy challenge. I see a people challenge. In particular I see the challenge of creating a context which calls forth organisational magic.
What is the source of organisational magic? Allow me to put that question different: who/what is the source of greatness in organisations – greatness as in generating breakthrough performance-results? Go beyond the dominant ideology of Anglo-Saxon individualism, beyond the Steve Jobs type myth, and you are likely to find that the source of organisational magic is teamwork: genuine teamwork. What calls forth teamwork? Is it technology, for example the latest collaboration technologies? Is it specific teamwork processes, methods, techniques? Or does the access to genuine teamwork lie in the human realm – how we relate to one another?
It occurs to me that envisaging and articulating a future/possibility that leaves the folks in your organisation inspired-uplifted-elevated is necessary but not sufficient. The leader who is effective must also cultivate a context that calls the folks in the organisation to work well with one another in the pursuit-fulfillment of that future/possibility. Put differently, the effective human-centred leader must call forth, forge, genuine teamwork.
How do you, as a leader, call forth organisational magic: genuine teamwork over a prolonged period of time and across many different types of people (personalities) in different roles, functions, and business units?
I invite you to listen to the following words of wisdom (bolding mine) from a master of insight into the ‘human condition’ (bolding mine):
“I could always tell when an organization was in good shape. I could tell because the manager of the organization would always be talking about how great the people in the organization were. If the manager was talking about anything other than how great people in the organization were, I knew that the organization was in bad shape. The way to manage an organization successfully is to manage it in such a way that you can be proud of the people with whom you are working. You have to find a way to interact with the people with whom you are working in a way that makes you proud of them.”
– Werner Erhard
As one who is in a leadership position are you proud of the people who you find yourself working with? Be honest. Now ask yourself how likely it is that you will call forth the best from folks who, at least at a subconscious level, get that you are not proud of them – that you see them broken-faulty-lacking in some manner.
I say that if you are playing the customer-centricity / customer experience / customer loyalty game then you are, whether you realise it or not, looking to find ways to interact with your customers which leaves them feeling good about doing business with your organisation.
Given that your organisation is the folks that collectively constitute your organisation the pressing challenge, for you as the leader, is to find ways to interact with these folks in your organisation such that you are left feeling proud of them. And they are left feeling appreciated and proud to be working in an organisation led by you.
What way of interacting with folks is likely to leave you feeling proud of them, and them proud of you? A great place to start is with the practice of granting an A.
I invite you to consider that you, as the leader, are responsible for each and every person who you find yourself not proud of. How so? Either you failed to put in place the right recruitment practices and people. And/or you have created a context where people you are proud to hire into your organisation end up being turned into people you are not proud of. I am not saying this is the truth. What I am saying is that this is a great (as an powerful, effective) place to stand and operate from. Why? Those who play victim do not make great leaders; great leaders take responsibility for that which is so, and not so. Enough for today, thank for listening.
Note: this conversation was originally published here on the CustomerThink site.