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?

Focusing where it matters

During our May packing up exercise I made a trip to Westpack to buy extra boxes. These are stored up on a mezzanine level so I had to look for a shop assistant to get them down. The first lady I asked smiled and said “not a problem I will be with you in a moment”. Whilst I waited she spotted another assistant and called to her, she then turned to me to explain that this person would now be helping me. The new lady walked energetically towards me with a smile on her face as she greeted me and asked what I needed. She found everything, arranged a trolley and steered it over to a till for me. It was such a pleasure to deal with both these people and has ensured that Westpack becomes a store of choice for me. I doubt it was accidental that they were both friendly and willing to help. I expect that the store manager is working towards a culture of customer service with a smile. Probably not everyone will have got it as well as these two ladies have, but they alone are making a difference.

One evening we tried out a new Japanese restaurant in Rosebank. My friend had been there during the week and enjoyed the “two for one” sushi special. It turned out that this wasn’t available on a Saturday evening so we were teasing the waitress that this was no good. Whilst we were still deciding on our orders she reappeared with a plate of croquettes, compliments of the manager, to make up for missing the special!

At a GIBS forum on customer centricity the presenter made the point that it is almost the only way left for businesses to differentiate themselves. I agree that it makes an enormous difference and in this age of ‘high tech’, ‘high touch’ becomes even more important. As humans we are craving more connection, to be recognised as an individual, not just a number, and to be shown some caring. But there is an even more important step for companies before focusing on customer centricity, and that is employee centricity.

The differentiator of excellent service is delivered by people, by employees. Whether they interact face to face with the customer or whether they perform background functions, they all contribute to the customer enjoying a good experience. If the employee doesn’t feel appreciated, doesn’t identify with a purpose and doesn’t have a sense of control, they will struggle to deliver that special customer experience. Zappos.com has a culture of happiness and a tagline of “powered by service”. Founder Tony Hsieh says “In nine-years we have gone from zero to $1 billion in gross merchandise sales. And the No. 1 driver of that growth has been repeat customers and word-of-mouth ... I think that happier employees lead to happier customers, and happier customers lead to better business overall.”

Which South African companies do you think are getting this? What can you do to help yours to get it?

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)

Getting on with people

“Achieving success at work & in life, one conversation at a time”. This is the sub title of a book called “Fierce Conversations” that I am reading. Robust conversations are very important but I’d like to paraphrase Susan Scott and say “Achieving success at work & in life, one relationship at a time”.

I know many people who are highly successful at work or in business, essentially because they get on with pretty much everyone. When I see children at school who are at ease with their peers and with their teachers I think “they have a bright future ahead of them.” And when I meet very smart people who can’t relate to others I am sad that they may well struggle to succeed and their potential could be wasted.

One of the quadrants of the Leader Management Framework is People Connection. Without this connection a leader manager may well produce some results, but the staff will never work as effectively as they would have if the people connection was there.

There are many aspects to connecting with people. Some important ones are building trust, communicating effectively and valuing people. At a more basic level we need to understand people and that starts with understanding ourselves.

I have been working with a couple, whose already poor relationship has been severely strained by changed circumstances. They have been married for about thirty years and yet they have no understanding of each other’s different personality, different needs and different communication styles. Until they improve their understanding and acceptance of each other they can’t move forward.

Some of us are lucky and have somehow done that unconsciously. What can the rest of us do? Observe and learn, with a little help from books, talks or workshops.

Start by understanding your own behaviour, reactions and needs better. Become an observer of yourself. Notice what you do and how you feel, and ask yourself why.

And then do the same with those around you. Notice how people respond to you and to other people, and think about why. Adjust your behaviour towards them (whilst remaining authentic) and see if you get different responses.

Try to recognise their needs, and if appropriate meet that need. What response do you get?

There are many excellent, easy to read books which can increase your understanding. There is a list on my website (“Personality Plus”, in particular, is a very funny read).

Or you can learn in a much more informal environment. Watching movies or live shows, and reading novels, are great fun ways to study human dynamics - as most of them are all about people!

Being happy at work

A recent e-mail from a client ended, “I often asked myself, why can I not be satisfied with what I have achieved, or just see my job as a means to earn my living.” My immediate thought was, “because you wouldn’t be you, and you wouldn’t have achieved the success you have.” The client is a senior manager who has built up a very successful business unit within a large organisation.

Keeping that famous life / work balance is tricky and sometimes the balance comes from two equally unbalanced phases - working flat out - and then taking a complete sabbatical. The headmaster at King Edward V11 school recently did that. He has been head for eight years so took an entire term off to travel through the Kruger and other game parks. Sound inviting?

Although driven people sometimes do question themselves, they for the most part thrive on being driven - on the achievements and on creating something just a little better than last time – it makes them happy. And being driven is not stressful if it fits your personality - a laid back life would quickly become boring for them.

I am reading a book called “Happiness at Work. Maximising your psychological capital for success” by Jessica Pryce-Jones. For years I have ‘preached’ that we can create productive, effective businesses with happy, engaged, fulfilled people working in them. What is great about Jessica’s work is that she and her team have conducted really robust research that proves that people who are happy at work are more productive.

The happiest employees focus on their work 78% of the day compared to the unhappiest who focus on what they need to do for only 53% of the time. That means the happiest people put about 60 extra days of work effort into their year.

A very big, proven key to productivity at work is happiness!

She also states, if you are happy at work you get promoted faster, get more support. generate better & more creative ideas, achieve your goals faster, receive superior reviews, are healthier, and many more ...

The book explores many factors that determine how happy we are at work. I maintain that all leader-managers should be managing in such a way as to make it easier for people to enjoy their day at work (and get the job done!). However the book really focuses on what each of us as individuals can do so as to increase our own happiness at work. My work with past clients didn’t use the same structure as Jessica uses but I have seen many people who were so unhappy that they came to me to explore changing jobs and yet ended up finding themselves becoming happier and deciding to stay where they were!

As an individual are you happy in your work? And if not consider changing that. Life is too short to waste it being unhappy.

If you are a leader-manager do you know how to manage so that your team are productive and creative, and happy?