“The capacity to develop close and enduring relationships is the mark of a leader. Unfortunately, manyleaders of major companies believe their job is to create the strategy, organization structure and organizational processes—then they just delegate the work to be done, remaining aloof from the people doing the work.” —Bill George, Authentic Leadership
“XFX”: Friendship driven!
Innovate or Die: Measure It!
Innovation Index: How many of your Top 5 Strategic Initiatives/Key Projects score 8 or higher (out of 10) on a “Weird”/“Profound”/ “Wow”/“Game-changer” Scale? (At least 3???)
Innovation Index: Move every project (definition) 2 notches up on the “WOWification Scale” … THIS WEEK.
Innovate or Die: Ubiquitous!
Iron Innovation Equality Law: The quality and quantity and imaginativeness of innovation shall be the same in all functions —e.g., in HR and purchasing as much as in marketing or product development.*
Customers describing their service experience as “superior”: 8%
What's the Secret to Providing a World-class Customer Experience?
Conveyance: Kingfisher Air Location: Approach to New Delhi
“May I clean your glasses, sir?”
On a Mumbai to Delhi flight, as we began our approach the flight attendant came down the aisle in business class and asked us if we wished to have our glasses cleaned. No joke, that’s the sort of “little” thing one remembers … for a lifetime.
It BEGINS (and ENDS) in the …
Parking lot development at Disney is an art and a science. The parking lot is a … Supreme STRATEGIC Asset.
W and … >TGR (Things Gone WRONG-Things Gone RIGHT)
Quality—minimizing things gone wrong—is of the utmost importance. But fact is, most things work pretty well these days. Hence the emphasis associating with differentiation switches to the other side of the equation: THINGS GONE RIGHT. The trick is to focus—systematically—on adding to the TGR population.
“Experiences are as distinct from services as services are from goods.” —Joe Pine & Jim Gilmore, The Experience Economy: Work Is Theatre & Every Business a Stage
“Experience” is, say, well beyond “customer satisfaction.” (In fact, of an entirely different character.) It is about the totality of the aesthetics and functionality of dealing with your organization.
CXO* *Chief eXperience Officer
I’m urging a “C-level” position. (Or the equivalent thereto—evn in a 6-person unit.)
“Experience”: The Law of Ubiquity
The experience notion applies to the internal function dealing with its internal customers as much as it does with interactions with outsiders.
*I use “manage-measure” a lot. Translation: These are
not “soft” ideas; they are exceedingly important things that can be managed—AND measured.
TGRs: K = R = P
The ultimate “TGR”?
“Courtesies of a small and trivial character are the ones which strike deepest in the grateful and appreciating heart.” —Henry Clay “The deepest principle in human nature is the craving* to be appreciated.” —William James *“Craving,” not “wish” or “desire” or “longing”/Dale Carnegie, How to Win Friends and Influence People (“The BIG Secret of Dealing With People”) “The deepest urge in human nature is the desire to be important.” —John Dewey
"Let's not forget that small emotions are the great captains of our lives." –—Van Gogh
“When dealing with people, remember you are not dealing with creatures of logic, but with creatures of emotion, creatures bristling with prejudice and motivated by pride and vanity.” —Dale Carnegie (from Timeless Wisdom, compiled by Gary Fenchuk)
Press Ganey Assoc: 139,380 former patients from 225 hospitals: NONE of THE top 15 factors determining Patient Satisfaction referred to patient’s health outcome. Instead: directly related to StaffInteraction;directly correlated with Employee Satisfaction Source: Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel
“There is a misconception that supportive interactions require more staff or more time and are therefore more costly. Although labor costs are a substantial part of any hospital budget, the interactions themselves add nothing to the budget. KINDNESS IS FREE. Listening to patients or answering their questions costs nothing. It can be argued that negative interactions—alienating patients, being non-responsive to their needs or limiting their sense of control—can be very costly. … Angry, frustrated or frightened patients may be combative, withdrawn and less cooperative—requiring far more time than it would have taken to interact with them initially in a positive way.”—Putting Patients First, Susan Frampton, Laura Gilpin, Patrick Charmel (Griffin Hospital/Derby CT; Planetree Alliance)
K = R = P
Repeat Business =
K = R = P/Kindness = Repeat business = Profit
On time all the time.
Apologizes with dispatch for screw-ups.
“Over”-reacts to screw-ups of any magnitude.
“Professional” in all dealings.
Understands that kindness to staff breeds kindness to others/outsiders.
Applies throughout the “supply chain.”
Applies to 100% of customer’s staff.
Explicit part of values statement.
Basis for evaluation of 100% of our staff.
Kindness … WORKS!
Kindness … PAYS!
The Manager’s Book of Decencies: How Small Gestures Build Great Companies. —Steve Harrison, Adecco