Who’s Driving the Taxi?

Posted on by Scott

imageI just got back from Houston. I spent all day yesterday in meetings, moving from group to group and topic to topic. But the business I conducted wasn’t the most interesting part of my trip. What I can’t stop thinking about is my taxi driver.

Normally when I travel for business, I’ll reserve a rental car. I like being in control of my time and will often have a free evening to explore or shop. Having a car allows me to decide on a whim where I want to go. Picking up and dropping off at the airport makes it easy.

But for this trip, I was given a last-minute invitation to fly in on a private plane. I cancelled the front end of my flight and the rental car. We landed at a small airstrip without any rental options. Another passenger gave me a ride to my hotel where the desk clerk helped me secure a taxi for the next morning.

Bright and early yesterday morning, the familiar yellow vehicle pulled up at the front entrance and out jumped Eugenio.

Now, you’ve probably heard the stories – some true, most not so much – of the taxi drivers who go super-overboard. They have a blanket in the back seat if you get cold. They have a thermos of hot coffee and a cooler filled with soft drinks. Thy offer you the morning paper and an assortment of magazines. They give over control of the car’s audio so that you can tune in to the music you like the most. They go above and beyond to provide you with the most incredible cab ride you’ll ever experience. And of course, they work off of reservations. You’re lucky they had a cancellation or you’d never have even known they existed.

Eugenio is not one of those drivers. Don’t get me wrong, the ride was just fine. He was friendly without being overbearing. And after verifying my destination, he did ask if the music he was playing was ok. But no mind-blowing, over the top gestures of customer service were forth coming. He waited patiently while I answered some emails on my phone before engaging me in conversation and quickly delivered me to my first meeting.

As I signed the credit card slip, he asked if I needed a ride after the meeting. I had already arranged to ride with others who were heading the same direction as I was, and I told him so. I did, however, need a ride to the airport this morning. Handing me his business card (Take a look at it. For obvious reasons, I’ll keep it forever), he agreed to meet me at 6:45 in front of the hotel. Sure enough, he pulled up this morning about ten minutes earlier than necessary, and I got to the airport in plenty of time.

Eugenio didn’t try to reinvent the taxi business. He didn’t seek to overwhelm me with a series of WOW moments. He simply provided the service I was looking for, secured additional business and then made sure I knew how to contact him in the future. Anything beyond that would have been unnecessary and, in my opinion, awkward.

My point is this: To be seen above the crowd, you don’t have to be a giant. You just have to stand a little taller. So many businesses try to revolutionize their industry in an attempt to out-shine the competition and then fail to live up to their own hype. It’s like the football team that pulls out the secret play – that may or may not work – when simple execution of the basics would win the game. In a world where so many organizations fail at the simplest of tasks – arriving on time, delivering the correct order, providing correct information – those who repeatedly perform in a manner that’s unremarkable will win the day. Don’t worry about offering me a drink. Just get me where I need to go on time and I’ll ride with you every time.

New Year’s Resolutions for Leaders

Posted on by Scott

Fuochi d'artificioIt’s only the day after Christmas, but many people are already looking ahead to the new year – and their new year’s resolutions. Some of my friends have sworn off making resolutions, preferring instead to identify a personal challenge or two. Personally, I don’t see the difference. Regardless of what you call it, the idea is to identify one or more goals you commit to working toward during the next year.

Of course, many will settle on some version of the “Big 3” resolutions:
1. Eat Better
2. Exercise More
3. Lose Weight.

Resolutions aren’t just for transforming your body. The start of a new year is a great time to focus on developing good habits that will help transform your organization. Here’s my take on a trio of resolutions – consider them challenges – for you in 2013. I’ll use the same three resolutions likely at the top of your personal list.

1. Eat Better. It’s been said that you are what you eat. And just as ingesting healthier food will do your body good, the proper mental diet can improve your thinking and decision making. Resolve this year to read, watch and listen to material that helps you become a better leader. Subscribe to trade publications and newsletters to help you stay on top of the latest trends in your industry and few others. Invest in some audio books or podcasts from recognized thought leaders. Signup up for webinars and check out free You Tube videos that show you how to master new skills. A steady stream of the right thoughts and information will fuel your efforts to lead your organization to new heights this year.

2. Exercise more. Just like most resolutions, many organizational efforts die in the planning stage. Some suffer from a lack of resources, while others die due to a lack of true commitment. But most, in my experience fail because there’s a lack of accountability for true results. Make 2013 the year you actually get things done. Focus your efforts by turning ideas into specific action items with owners and deadlines. Teams work better when every member understands the goal, has a clearly defined role to play and is held accountable for following through on their assignments.

3. Lose weight. A of of us carry around extra weight – weight that prevents us from moving as quickly as we could or doing the things we should. Organizations carry some unhealthy weight too. Outdated or cumbersome policies can stifle progress toward meaningful objectives. So seek out and eliminate red tape that does more harm than good. A good place to start would be policy that inhibits free communication, timely customer service, or employee creativity.

New Year’s resolutions are notoriously difficult to keep. That’s probably because we tend to bite off more than we can chew. You can’t reverse a lifetime of bad habits overnight. So improve your chances of success by making small changes. Set two or three small goals for yourself – things that are easy to achieve, but meaningful. The boost you get will help propel you into the next one.

I’m excited about what 2013 has to offer. I hope you are too. Happy New Year!

Managers vs. Leaders

Posted on by Scott

business boxingWhat’s the difference between a manager and a leader? Here are a few ideas.

Managers seek to organize and standardize.
Leaders seek to grow and innovate.

Managers focus on processes.
Leaders focus on potential.

Managers try to find the right answers.
Leaders try to ask the right questions.

Managers rely on policies to control the business.
Leaders rely on people to transform the business.

Managers ask “What do we stand to lose?”
Leaders ask “What do we stand to gain?”

D-6 Does Not Work

Posted on by Scott

This afternoon I made a trip to the office vending machine for a little chocolate fix. I tend to go for Snickers, occasionally opting for Twix. If chocolate doesn’t feel right, I’ll go with a PayDay. Well, as you can see from the picture, an earlier visitor had gone looking for their favorite snack and left disappointed. So they left a note. “D-6 does not work” They even dated it 11-27.

Instantly, I felt a wave of panic. “Oh no, what if D-6 holds the Snickers? I’ve got to have my Snickers!” It turns out slot D-6 holds salty peanuts. There were plenty of peanut bags in the slot, so I imagine the issue is mechanical. Lucky, Snickers are in slot D-0. I breathed a sigh of relief.

Dropping my quarters into the coin slot, I began to feel sympathy pains for my unfortunate co-snacker. I’ve been in their shoes plenty of times. You probably have too. Remember?

It’s mid-afternoon and you’re sitting at your desk when the craving kicks in. “I need something sweet,” you think. “Just a little something to take the edge off and tide me over until dinner.” You check your pockets to make sure you have change. And on your way to the vending machine, your mind settles on a choice.

Then you arrive only to find that the machine is out of order. Or your number choice is all emptied out. Or the machine keeps spitting your crumpled dollar bill back out at you. Or, occasionally, the worst fate of all. Your selection gets hung up. It dangles there – resistant to any amount of machine shaking – until you cough up another round of payment.

A trip to the vending machine encompasses the myriad range of emotions a customer can feel when interacting with any business. These emotions can be broken into three distinct phases of the interaction.

Initially, there’s the lead-up. This phase involves everything that happens prior to the actual interaction. In the case of a vending machine visit, there’s the craving for somethign sweet, the frantic search for spare change and the eventual settling of the mind on a desired product.

Next comes the actual interaction. In the case of my frustrated co-worker, I imagine emotions such as surprise and confusion came into play as their preferred selection proved to be unavailable.

Finally, there’s the post-interaction phase. Walking away from the vending machine, you might feel satisfaction or even elation (like when someone else leaves their change in or an extra candy bar drops into the bin). Of course my coworker felt dissatisfied, frustrated and possibly even angry.

It may seem like a small thing, but empathizing with a person’s emotional state as they interact with your business is an important part of designing a superior customer experience. The key is imagine the emotions you want the customer to feel at each stage and then put strategies in place to ensure they encounter a scenario in which those emotions come into play. You also need to imagine the emotions you don’t want a customer to feel and design processes that keep them from evolving.

Were I a vending machine owner, I would want my customers to feel satisfied with not only their purchase, but their experience. I would not want them to feel frustrated or angry. Therefore I would design processes to ensure the best emotions come into play and reinforce their decision to visit my machine. After all, I’d love for them to come back day after day.

Here are a couple of things I might do to ensure the best emotions were felt by users of my vending machine.
• I’d keep track of inventory to know how often I needed to restock to ensure everyone’s favorites were available when they wanted them.
• I’d check the mechanics of each button frequently to make sure delivery was actually taking place.
• I’d post a note letting users know how to get their money back in case of a malfunction.
• I might even run periodic “sales” by discounting certain products to provide an element of surprise every now and then.

All of this ran through my head in the seconds it took for my coins to fall into the machine. I pressed D-0 and the machine’s display instructed me to try another selection. Uh, oh. I tried again thinking perhaps I’d accidentally hit two buttons at once with the same result. So I tried D-1 (Peanut M&M’s), D-2 (Twix) and D-3 (Plain M&M’s) all with the same result. The entire D section is out of commission.

Frustrated and still hungry, I decided to punt. I pressed E-4 and a PayDay dropped down. I walked away an unhappy customer.

What emotions do your customers feel as they anticipate interacting with you? What about during or after the interaction?

What emotions would you like for them to feel?

What steps will you take to ensure your customers feel the emotions necessary to reinforce their buying decision?

Thoughts On My Anniversary

Posted on by Scott

Today is my 21st anniversary. On September 16th 1991, Susan Bradley said “I do” and became Susan Voland. Our journey together has been full of ups and downs. Our marriage has survived a variety of job/career changes, multiple moves and the adoption of three children. There have been rough patches and plenty of adventure. It hasn’t always been easy, but we’ve managed to beat the odds and are still going strong.

As fate would have it, I had to travel today. I’m sitting in an airport with another 2.5 hours before my flight takes me home. That’s a lot of time for people-watching.

An airport is like a mini cross-section of the human population. I’m surrounded by people of all ages, sizes and ethnicities. The sounds (and smells) of various lifestyles and cultures are everywhere. I find myself imagining where some of the people around me are headed, and where they’ve come from. I’m reminded of the song “Meant to Be” by Sammy Kershaw. The lyrics and video tell the story of a man and woman who chance to meet at an airport and wind up spending the rest of their life together.

Susan and I didn’t meet at an airport, but we very well could have. Our story, like that of most couples, started with a meeting that could have easily never happened. Looking back, there are a thousand decisions I made prior to meeting her that added up to us being together. Had I gone to school somewhere different, taken a different job, etc., we never would have met. And the same goes for her.

Sometimes we look back at decisions we’ve made with regret. If only I’d decided to go left instead of right, we think, I’d have the corner office. If I’d taken path “A” instead of path “B” I’d have achieved something more by now. What we usually fail to think about are the seemingly chance consequences of those decisions. Change that one choice years ago and yes, I would be in a different line of work. But I’d also probably be with someone else, or with no one.

Susan often asks me if I’m happy. Sometimes I’m not too quick to answer. Like most everyone, I have regrets. There are things I’ve done and things I’ve said that I wish I could take back. But I’m happy with the course my life has taken. I like where my decisions have brought me. And our future together looks bright.

I believe we are who, and where, we are as a result of the decisions we make – so I try to live my life with intent. I don’t know where the people around me are going; but I know where I’m headed and who I’m traveling with. Some things are just meant to be.

Happy Anniversary Susan! Here’s to the next 21 years.

The Power of Positive Feedback

Posted on by Scott

This morning my phone rang on the way in to the office. It was my wife. Her first words made my heart sink. “I just got a call from Abby’s Principal.” Instantly I assumed the worst – either my daughter is hurt or in trouble. Parents rarely get good news from the school principal.

But it was good news. A new student had transferred in and Abby had taken it upon herself to befriend her and make her feel welcome – showing her around and introducing her to a circle of friends. The new student’s first few days of school, understandably full of anxiety, had been made wonderful. The parents couldn’t say enough about how grateful they were and the principal wanted us to know.

Obviously I’m proud. As I hung up the phone, I pictured the scene that will likely take place as my wife tells Abby what her principal had to say. I can already see the smile on her face and the pep in her step that she always gets when she receives a pat on the back. And her behavior, which isn’t bad to begin with, will ratchet up a few notches for several days.

Come to think of it, we’re all like Abby. We all like to hear good news, especially when it’s about us. Receiving positive feedback for something you’ve done can turn an average afternoon into a great one. I know that a single positive word regarding one of my projects can significantly affect my mood long after the event has passed.

From a leadership perspective, I’ve noticed three key benefits from the positive feedback I give to members of my team.

1. Morale improves. Something magical happens to a person’s attitude when you pay them a compliment. It’s amazing how many times I’ve given someone a bit of positive feedback only to have them say “Wow. You just made my day.” For some reason, our human tendency is to focus on the negative aspects of work. Telling someone “thank you” followed by a sincere explanation of your gratitude, is often enough to break the cycle of negative thought.

I believe that most people genuinely want to produce good work. The problem is, they never get any feedback to indicate their work is, indeed, good. They hear about what’s wrong, missing or late. As a result, the average employee focuses on staying out of trouble (a negative outlook) rather than on producing good (or even great) work.

2. People reciprocate. Any time I give my daughter some positive feedback, I get some in return. If I thank her for cleaning her room and brag about how great it looks, she thanks me for helping her with her homework. In addition, I’ve noticed that positive feedback I give to one of my children results in positive feedback they give to someone else. So not only do I get to enjoy the boost from reciprocal back-patting, the rest of the family does too.

This phenomenon also plays out at the office. Recognizing one team member’s contribution to a project almost always results in their recognition of someone else’s effort. From the outside it must look like a mini love-fest with everyone thanking and congratulating each other on a job well done. But the psychological impact of just a little positive reinforcement is often enough to lift the whole team. It’s like a wildfire – light a match and pretty soon the place is burning with pride.

3. Team productivity goes up. Long ago I realized the potential of positive feedback to produce better work from an individual. Recognize someone’s effort toward a successful project ”A” and watch how much better project “B” turns out. It’s like a little productivity switch gets pushed into overdrive. I’ve even noticed this effect on my own psyche. When someone says “thank you” it makes me feel great. And it makes me want to work harder in order to get more of that great feeling.

You’ve probably heard that praise should be given in public while corrective actions should always be done privately. One of the reasons behind this is because the feelings underlying your feedback (positive or negative) get transmitted to everyone around – not just the person receiving the feedback. So people who witness a coworker receiving kudos for their efforts instinctively begin to act in ways they perceive will result in getting their share of the praise.

For years I’ve said “You will receive an abundance of what you praise or tolerate.” I honestly believe positive feedback is one of the most powerful tools at a leader’s disposal. Unfortunately, positive feedback is difficult for most people. Like most skills, you have to work at it in order to get good at it. Thankfully, the reward is well worth the effort.

I’ll bet you can think of someone in your organization that could use some positive feedback. Imagine the good that you’ll receive when you stop reading this article and go deliver it. In fact, why don’t you go do it right now?

Legacy

Posted on by Scott

Alfred’s favorite school subject was science. He especially loved chemistry and, like most boys, was drawn to combinations of chemicals that resulted in explosions.

As an adult, Alfred continued his fascination with volatile chemicals. After studying chemistry for a few years, he invented a detonator. This was soon followed by the first blasting cap and a safe mixture of nitroglycerin that he called “dynamite.” He envisioned a world where his innovations were used to improve mining operations and for the development of transportation systems.

But many saw a darker side to Alfred’s inventions. He was dogged in the press following a series of accidents at his factories – one of them killing five employees including his younger brother. Dynamite developed a reputation as a force of destruction rather than good. Undeterred, Alfred pushed on with his production of explosive materials, going on to develop safer, easier to handle materials.

But another brother died in 1888. This time, it had nothing to do with Alfred’s explosives. However, a French newspaper published Alfred’s obituary by mistake. The review of his life’s work was scathing. Alfred was labeled the “Merchant of Death” and credited with “finding ways to kill more people faster than ever before.”

Seeing his accomplishments depicted in these terms made Alfred think about the legacy he would eventually leave behind. Uncomfortable with the idea of going down in history as “The Merchant of Death,” he decided to take steps to ensure his name would be associated with progress rather than destruction.

So Alfred Nobel rewrote his will, dedicating the vast majority of his fortune to the establishment of a series of annual awards recognizing achievements that positively impact mankind. In 1901, the first prizes were awarded for significant advances in the areas of physics, chemistry, medicine, literature, and peace. Today the Nobel Prize is universally regarded as the most prestigious recognition one can receive in these fields.

How will you be remembered?

What legacy will live on after your time on earth is finished?

What steps should you be taking now to preserve your legacy for future generations?

The Power of Mission

Posted on by Scott

On July 21st 1969, Neil Armstrong became the first human being to walk on the moon. Most of the people reading to this weren’t even born when this happened and don’t understand the significance of the event. They don’t remember the grainy TV pictures or the excitement in the air as people around the world listened to Armstrong declare “That’s one small step for a man, one giant leap for mankind.”

And it was a giant leap. Just eight years earlier, President Kennedy had presented the challenge of placing a man on the moon by the end of the decade. Almost before the words had escaped his lips the skeptics appeared. It’s a waste of time. It’s too expensive. It’s too dangerous. It’s impossible.

But for those who believed, the challenge became a mission. They dedicated themselves to seeing the dream become a reality. Some made the ultimate sacrifice for the mission; men like Ed White, the first American to walk in space who later died in a launch pad fire along with fellow astronauts Virgil Grissom and Roger Chaffee.

However, most of those involved were mission specialists and controllers, men and women operating behind the scenes, each playing some small part in accomplishing the mission even though they themselves would never personally experience gazing back at the planet Earth from the surface of the moon. It was the combination of hundreds and thousands of contributions that led ultimately to Armstrong’s moonwalk. Without everyone playing their part, it never would have happened.

Sometimes it’s hard for people to see how their small contribution fits into the overall mission. It’s the job of the leader to help them see it. Leaders have to “connect the dots” so that everyone understands how important they are to achieving the larger goal. It’s not enough to just delegate tasks. You have to paint the “big picture” in order to draw people in.

Does everyone on your team understand the mission?
Do they each understand their role in achieving that goal?
What will you do today to help connect the dots?

The Magic of Experience

Posted on by Scott

In 1966 Walt Disney quietly began buying up swampland in central Florida. Today, millions of people every year travel from all over the world to visit that swampland – and they pay a premium to do it. Ask your kids where they want to go on vacation and odds are Disney World makes the short list.

Disney World doesn’t have the most thrilling rides. It doesn’t have the tastiest food. It doesn’t have the most convenient location. And it sure doesn’t have the lowest price tag. So why is it that 70% of the guests in the park at any given time are repeat visitors? Why is the average family willing to save for two and a half years to make the trip?

Walt Disney knew that in order to build the best theme park, he couldn’t compete the same way the other guys do. He knew that if he built a great new ride, someone else would just build a better one. If he lowered his price, the competition would simply lower theirs to stay on the game. Disney knew that these strategies were expensive and ineffective.

Disney knew that the only way to win was to provide an experience unlike any other park – an experience so engaging it could only be described as “magical.” And so Disney World remains the ultimate example of customer experience. Their culture revolves around this goal. Let,me give you a couple of examples:

– Disney cast members never say “I” or “they.” They always refer to “we” because the team as a whole is responsible for the customer’s experience.

– Street sweepers receive a minimum of 2 weeks training – not to learn how to use a broom,mbut to learn about the park – where an attractions located, the start time of the parade, etc. – so they can quickly answer a guest’s question.

– High traffic areas are painted every night, with painting timed carefully to dry by morning, so they remain clean and fresh for every guest.

– Everyone’s job description, regardless of position, includes the same two items at the top of the list:

1. Keep the property clean.
2. Create happiness.

Disney challenged his employees to examine every aspect of the customer experience and do what they could to make it better. He knew that it would take the entire team, working together, to make the “Magic Kingdom” a reality.

Now consider your last customer’s experience. Was it “magical” or forgettable?

How can your team work together to create a better experience for your customers?

And what can you do differently as an individual to create some magic for those you serve?

A Matter of Ownership

Posted on by Scott

My wife Susan recently shared a sad customer service experience with me. She and my oldest son Andrew were in the middle of a full-days’ worth of appointments. They realized that in order to have anything to eat before dinner, they would have to pick up something and eat on the run. Spying a fast food chain nearby, they pulled into the driveway. Susan ran into the restroom while Andrew approached the empty counter to place their order.

Well, my wife came out and Andrew was still standing at the counter. No one had taken his order. No one had even acknowledged him standing there. They waited for a few more minutes, watching as employees busied themselves with cleaning, stocking and other chores. Finally, they turned and walked out of the restaurant.

Most organizations say they put the customer at the center of everything they do. But when you experience the service provided by the average business, you see this just isn’t the case. In all honesty, most businesses enact processes and policies designed to maximize their convenience, not the customer’s. Why is there such a disparity between what’s promised and what actually takes place?

Part of the problem is a lack of ownership.

Ownership involves seeing your job and the service you provide from the outside and taking personal responsibility for the satisfaction of your customer. It means putting someone else’s needs and satisfaction before your own. Ownership occurs when you take on someone else’s burden as if it were your own. You quite literally own it.

Ownership is at the heart of customer service. When ownership is present, customers see you as an advocate or a partner. They want to do more business with you. When ownership is missing, customers want to leave and never come back.

Identifying a lack of ownership is easy.

Ever contacted a business with an issue only to be transferred around several times? That’s a lack of ownership.

Ever left a voicemail for a coworker without receiving a return call? That’s a lack of ownership.

Ever left a place of business because no one acknowledged your presence, or asked to help you? Needless to say, that’s a lack of ownership.

Ownership is both an individual trait and part of an organization’s culture. Effective leaders know the value of ownership and cultivate it in their organization. So how do you build a culture of ownership? Start by asking yourself these three questions:

What does ownership look like in my organization, department or job?

What policies and procedures do we have in place that prevent people from taking ownership?

What can I do today to model the concept of ownership to my team?