The story of the missing TV

A friend came for supper after we’d moved house. Whilst showing her around I mentioned that I wanted to sell my old TV and get a new small, flat screen one to fit into the bedroom. Shortly afterwards she received an e-flyer advertising a limited special on TVs from a well known store. She forwarded it to me pointing out the one that looked perfect for my needs. The price was excellent, less than half the normal price.

I noted that it was a limited offer and that one could go in store or order online. There are no stores close to me so I went online to see if I could still place an order.  I was thrilled when the order was accepted and I received confirmation of my payment. There had been an option for free delivery if you were prepared to wait a bit, I think it said 5 to 10 days. I opted for that.

Eight days later I emailed asking when delivery could be expected. No reply. The next day I called the online orders help desk but couldn’t get through. In trying to find help I landed up at the Customer Resolution Desk and was assured I’d be hearing from someone by the following morning. 

The following day, a Friday, there was a call around midday from the manager of the closest branch explaining that “the system had been down for two days” but he now had my query and a lady would be calling me to arrange delivery. That evening I received an automated response to my original query giving me a reference number and stating that they are "passionate about customer service". Then nothing.

Late on the Monday I landed up at the Customer Resolution Desk again. After many attempts from them to connect me with someone who would attend to my query I received a call the following evening from the admin lady at the branch who said “We can’t fulfill the order because the stock was finished the day the “clearance” started. We have checked with all the other branches and no one has stock left. We can’t give you a different TV because they cost more than you have paid.”

I explained, “That’s not acceptable. You took the order and my money and I now want a tv set. Please relay this to the branch manager and ask him to call me to tell me what he has sorted out.”

Two days later I was again talking to the Cust Res Dept. but this time I was asking for the name and number or email address of the MD/CEO. The information was given quite willingly all be it that it was for the wrong CEO. What a disconnect when staff don’t know who the “big boss” is.

After going round in circles with the switchboard I eventually emailed my issue to the CEO. I received a very prompt reply from him politely explaining that he was the wrong individual and redirecting my email to the correct CEO. Within one hour of that I had, had a call from the Regional Manager to say that a different TV would be supplied and checking I was okay with that and the admin lady had confirmed the delivery for the next day!

I was very happy with the outcome. The TV is working great. And I received calls from both the admin lady and the Regional Manager to check that it was received in good order.

I am not surprised that the problem got resolved once I escalated it to the top. I am sorry that I had to waste the time of two CEOs to achieve it. 

At the same time the second one is ultimately responsible for that being necessary. My experience exposed some serious flaws in the business, some in the IT systems and some in the people. One sees combinations of these same problems in many companies. 

• Why does the online ordering system allow the processing of orders it can’t fulfill?
• How can a paid up order lie in the system unfulfilled and unnoticed?
• Why does the help desk line not get answered?
• Is the Customer Resolution Desk able to achieve its purpose, add value?  
• Why is the branch manager handing off tricky cases to an admin person?
• Why does the branch manager not appreciate the value of customer service versus the cost price of one item?
• How empowered are the branches?
• Why do the staff not know who the CEO is? Would it make a difference if they did?
• How many other customers are having bad experiences which aren’t reaching the desk of the CEO but are reaching the ear of their friends or the pages of social media?

I don’t expect junior staff to have the authority to resolve all problems. What all staff do need is training to recognise legitimate issues and for them to be able to access appropriate support quickly. Middle managers need to be able to see big picture as well as deal with detail. They need to balance cost and risk, and be able to deal with potential conflict appropriately.

I spoke to many different staff members during the whole episode. Many were average, some had poor interpersonal skills and others stood out. When I wrote to the CEO I had included a compliment for one of the staff in the Cust Res Dept. It was clear that he had the intent to help, he communicated clearly and the first time I called he paid enough attention to hear my surname and find my order himself before I could give him the order number. There is potential which if given the right environment can flourish and make a difference. I hope he will go far in his work life.

Wherever you sit in your organisation are you able to deliver the very best service to your customers? Are your people able to deliver the very best? Are the systems and processes really working? Do they produce value? Is what has been designed on paper actually happening, or working, on the ground?

Where is the missing TV in your department?

To Solve or not to Solve?

The other day my daughter described something in her life that sounded like a problem. When she finished I remained quiet, processing what she’d said. She then went on to say, “You don’t need to solve it, I just needed to say it.” I was quite relieved! I had been thinking, “I don’t know what to suggest. What should I say?” 

Her talking through the issue, and me hearing her, was far more important than her getting a solution at that point in time. For many of us that is a strange way of thinking. We are accustomed to going straight into solution mode.

Very often better solutions would be found if we first allowed more time for people to express their needs and feelings. We could be more helpful by asking some questions which focussed their thoughts. And, in giving them the time to think out loud, they may find their own solution, or just the acceptance of what is.  This applies both at home and at work.

During a workshop I was facilitating for managers we practised Fierce Conversations. These are structured conversations that allow us to confront tough issues with courage, compassion and skill.

In this ten step method we name the issue in step one but we only talk about any sort of solution in step nine!

The delegates really struggled with this. They kept jumping to the solution before clarifying how they felt about it, or what was at stake, or eliciting the other person’s viewpoint. They also wanted to present the other person with the solution instead of allowing them to make suggestions.

If the problem is ‘solved’ in this manner the opportunity to be aware of alternative perspectives is missed. The other person hasn’t developed any of their own problem solving skills. And very often they are unwilling to change their behaviour to adopt your chosen solution. 

I myself am a solution oriented person. I have had to work very hard at listening, asking appropriate questions and allowing others to find answers for themselves. However the results when I get it right are so exciting. The other person feels so much better about their own abilities, they often come up with amazing ideas and they are far more likely to go ahead and implement those ideas with enthusiasm.

There are of course times when you are in fact responsible for finding a solution, especially in a work environment. Even then the results maybe better if you involve a group of people in the discussion to find a solution. Letting go of the need to always have the solutions can be a big relief.

A possible new approach is:

Does this situation require a solution?

NO - Then I can simply listen with empathy.

OR YES - Then is it really necessary for me to solve it all by myself

   YES - Solve it!

   NO - What questions can I ask? (which will help the other person, or a group of us, to come up with some ideas to explore)

Misplaced stoicism

All the wonderful athletes at the recent Olympics have many qualities that lead to their success, one of which is probably stoicism. But stoicism is not always appropriate.

“I’ve been sick for two weeks. I just can’t seem to get better.” “I’ve had a cold/flu for over a week. I’ve tried everything except staying in bed.” Sound familiar?

The last few months in South Africa we have had a few nasty cold and flu bugs doing the rounds. If you are genuinely sick, stoically going to work every day is, in most cases, stupid. There are very few of us who are absolutely indispensable – despite how we like to see ourselves. If we work for a company and get run over by a bus, the company doesn’t collapse!

When we go to work sick we make other people sick.

When we go to work sick we can’t think clearly or concentrate properly, so we only get half the work done.

When we go to work sick we make mistakes.

A day or so of bed rest (with medicine if needed) allows the body to do what it is designed to do – heal itself. And quicker than it ever can whilst we are up and running around.

Even an ill performer in a world where the maxim is “the show must go on”, can rest most of the day and then go to the theatre at night. And those of us who work for ourselves need to do the maths on a couple of half days off versus a few weeks of working at half pace.

So if you have succumbed to one of the nasty bugs please don’t be a martyr. Take a couple of days to stay home and get good bed rest. Then go back to work and give it your all.

The Right Timing

A client in a senior management position recently came to me for a couple of sessions after being over looked for a promotion. Her boss told her that although she was highly qualified and did very good work, she “didn’t make her presence felt” in meetings or workshops, so no one noticed her.

This client made excellent progress over her three sessions. In fact between her initial phone call to me and her first appointment, she had already experimented with speaking up in a meeting. She was so surprised that she could do it and at how well she was received!

After experiencing the fulfilment of being more involved and recognised, she said she wished she had come to see me years ago. I replied, “That may have been good but you also may not have been ready to make the small but necessary changes in yourself. We all grow when the timing is right.”

A couple of days ago a 20 year old, contemplating a choice between continuing their current studies or changing institutions, told me “staying where I am is safe, but I am feeling it is time for another big jump.” A lot of young people are more attuned than we perhaps were. They are ready to take brave leaps if we are supportive or simply get out of their way.

Have you experienced tackling a project where nothing seems to go right, no matter how hard you try? And perhaps you end up leaving it. Sometime later you pick it up and try again – and it all falls into place, almost effortlessly.

There are other times when the little clues tell you to do something but it feels scary and we argue ourselves out of it. If the plant doesn’t flower when the Spring conditions are just right, it may have to wait a full year to have another chance. Keep yourself open and alert to the opportunities and clues that come your way – people you meet, things you read, a word you hear. And when you feel that urge, be brave and go with it.

If we listen to our wisdom, whilst being open to opportunities, everything will happen, when it should – not too soon and not too late.