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Begin With the End in Mind

June 9, 2014

habit 2 How often have you started a project at work, or been part of a community effort that took some time to get off the ground, to discover partway through that your team had lost its way, unsure of what was the original goal?

This happens all too often. And what’s scary is when it happens to large government taxpayer-funded projects, whether in healthcare, defense or transportation, to name just three areas. It is indeed somewhat amazing that the supposed brain power and leadership behind mammoth projects is frequently highly fallible. We’re human beings placed on this planet for mere nanoseconds when placed in the context of Earth’s history. But we think we have the answers and ready solutions. As American actress Mae West once said, “An ounce of performance is worth pounds of promises.”

Enter one person who articulated so well the importance of beginning with the end in mind as the path to remaining focused, achieving our goals on time, and meeting our promises and commitments to co-workers, friends and loved ones.

Stephen Covey in his hugely popular book The 7 Habits of Highly Effective People described seven daily practices with which each of us should lead our lives (an 8th habit was released several years after the first edition was published). Check out the 7 Habits.

Habit #2 is Begin with the End in Mind. At the personal level, it’s about imaging the future and creating a mission statement to define, articulate and to focus one’s energy to realize that dream. Extend this concept to working within organizational walls, or in a community setting. As Covey explained: “Begin with the End in Mind means to begin each day, task, or project with a clear vision of your desired direction and destination, and then continue by flexing your proactive muscles to make things happen.”

Covey’s Habit 2 is easily converted to the aggregate level, consisting of small and large groups of people.

As someone who’s been in the work force a long time, working first in the private sector then the public sector for three decades and now back in the private sector, I’ve observed that our busy lives is seriously affecting how we approach work when it comes to taking the time to reflect clearly on what we wish to accomplish, both at the personal and corporate levels. Our growing addiction to instantaneity and multitasking is severely shortening our attention spans and long-term thinking.

This is not just undesirable from a personal goal perspective, especially for younger people who need to think both strategically and tactically in the face of a tough job market, but also from a national level when it comes to competing against the growing number of hungry economic competitors, most of whom are poor countries trying to get a piece of the wealth action.

Taking the time for reflection and strategic thinking now requires concerted self-discipline. For those people leading teams, whether project-based or intact, and especially for those leading organizations, now is the time to reassert your leadership. This comes by modelling the behaviors you wish to see your peers and followers emulate. Encourage periodic downtime, where the urgent is parked temporarily and the important (as Covey urged) becomes sacrosanct.

You will be stronger as a leader. Your team will be more vibrant. And your organization will strengthen its performance.


When you are problem-solving, you are trying to get rid of something. When you are in a creative mode, you are trying to bring something into being.

– Stephen Covey


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Do You Know the Three “Cs” in a Social Media World?

June 1, 2014

Collaboration We think a more open and connected world will create a stronger economy with more authentic businesses that build better products and services.

We expect governments will become more responsive to issues and concerns raised directly by all their people rather than through intermediaries controlled by the select few.
– Mark Zuckerberg (Founder, Facebook)

The economy’s inter-connectedness has been driven heavily by technology. That’s well documented. In the span of a decade social media has been responsible for shaking up not only how business operates but also in helping citizens in totalitarian, state-run countries empower themselves. Governments in these countries have been caught off-guard. Witness the rapid changes that occurred from the Arab Spring which gained momentum in 2011. The ensuing violence was seen around the world, along with the victories.

Perhaps, as some observers have suggested, too much credit has been given to Facebook, started by Mark Zuckerberg in a university dorm room in 2004. Twitter may have played a more important role, if not at least an equal one. The point to keep in mind is that some countries, such as Syria which “unplugged” the Internet while it has continued to slaughter its citizens, found expedient ways to repress dissent. This has left reporting to the outside world to incredibly brave Western journalists. Sometimes old-fashioned methods outperform new technologies.

The rapid growth in social media is exerting pressure on business and government on how they serve customers and citizens. Social media is rapidly changing how organizations function. And with this comes tensions between older and younger generations, in which Gen Y (13 to 33) embraces technology and virtual collaboration. Baby Boomers (48-67) are trying to adapt to this change, struggling with such dated concepts as “bums-in-chairs = productivity.”

Enter three key concepts that are exerting profound impacts on how people get work done: Collaboration, Co-creation, Co-production.

The three Cs are quickly changing how we think and act. As just noted above, Gen Y can be thanked for the role it’s playing here. For far too long, companies and governments have dictated how employees and citizens should think and behave. Our (Canada and the U.S.) primary savior for the future is embracing collaboration, co-creation and co-production, because from these people-driven processes comes INNOVATION, the lifeblood of a society and its economy.

Attempts to compete in government-subsidized business inducements to locate plants, or reducing wages and workers’ rights, lead to a downward spiral from which a nation may never recover. It’s a literal race to the bottom. This is what is happening in America, where numerous states have legislated union-killing Right to Work acts, or where states out-bid one another with insane enticements to automotive manufacturers. What the heck is going on here?

innovation-010 It’s ALL about INNOVATION. Social media and technology, combined with the ingenuity of people, can make a huge difference in how a nation addresses global competition.

With collaboration people come together, whether face-to-face or virtually, to make a positive difference in whatever field or area in which they are working to improve. It could be healthcare, public policy or manufacturing.

China gets it. That country’s four main priorities for innovators are: promoting collaboration, understanding Chinese customers, retaining talent, and creating a risk-taking culture.

The power behind co-creation is that when people collaborate and put aside their egos and differences, amazing things can happen. Nothing is more powerful than a shared vision, which propels a group of people forward.

From this emerges co-production, where collaboration and co-creation are now producing new policies, products or services for consumers and citizens.

The power of the three Cs is to help redefine what connectivity means, a word that has become superfluous because of its overuse in day-to-day conversation. What’s most exciting is that society is still in the infant stage of what social media and technology offer to help improve society’s overall wellbeing, and the tools to assist business and government reach out more effectively to serve customers and citizens. In particular, the potential for quantum leaps in innovation is unlimited.

For more on technology’s impact on our lives read my new e-book Workforce of the Future: Building Change Adaptability, 2nd Edition


The best way to predict your future is to create it.

– Peter Drucker


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Are You Generating Transactions Or New Customers?

May 26, 2014

Dog Once upon a time there was a CEO of a pet food company who wanted to increase his profits from making dog food. So he consulted the wisest men in his company, who all knew about developing computer programs that would analyze the nutrition needs of dogs and the nutrition content of various grains and food supplements.

Eager to please the CEO, the wise men programmed their computers to come up with the optimum combination of grains and supplements that would meet the nutrition needs of man’s best friend at the lowest price.

But a strange thing happened.

During the first six months of selling optimum nutrition mix at the lowest price, profit margins at the company declined. The next quarter, profits dived once more. “What is going on?” the CEO demanded.

Since his wise men didn’t have an answer, the CEO consulted the greatest expert in the land, who knew all about the mysterious science of systems analysis and who conducted an extensive study (at considerable expense).

When he was finished, the expert appeared before the CEO. “Have you discovered why our profits are declining?” the CEO demanded.

“I have,” said the expert, leaning on a thick report. “The dogs don’t like it.”

(As told in The Capitalist Philosophers, by Andrea Gabor)

Dog lying down You enter a retail or personal services store. The staff ignore you, or mutter some form of incomprehensible greeting. You’re not asked if you’d like some help finding a product or what kind of service you’re seeking.

Or you ask where something is, only to be ignored. Or if you’re lucky, an outstretched hand motions somewhere towards the back of the store: “It’s back there along the wall, beside the whatchamacallit.” You search in vain, no one offers any help and you finally leave the store in frustration, vowing never to return.

Then there’s the famous scene of trying to return merchandise, to discover an onerous process involving numerous steps and a store manager whose approval is needed but who cannot be located. You finally succeed in making the return, only to feel somewhat guilty for having generated such an amount of work for staff.

There’s an endless of array of situations and stories one can recount when it comes to customer service. And that’s not even touching call centers, which raises the degrading of consumers to a new level. The point is, at the core of this problem is treating customers–human beings–as transactions.

The maxim “Treat others as how you would like to be treated” would seem to be the obvious solution. However, the obvious doesn’t always hold in real life. I’ve sometimes pondered how those individuals who provide crappy, rude service to customers, regardless of industry, react when they’re on the receiving end.

Me? I’m a demanding old codger. BUT, having spent several decades in and around the area of customer-client service, starting back in the late seventies when I first worked in consumer lending, through three decades in government service branches and currently in retail sales, I consistently treat people as how I want to be treated when I walk into a store or phone a call center.

It’s not rocket science. Yet it seems that most companies still don’t get it. They’re the ones providing mediocre service at best. And then there are those that step on customers, wondering why their business is faltering as sales slide. Then there is the minority: companies that truly get it when making the connection between outstanding customer service and making money, and lots of it. And along the way customers are happy and more than satisfied, telling their families and friends about their experiences. The beauty behind this is that this is FREE advertising.

dog2 Examples abound of companies that advertise heavily, spending huge amounts of money yet when customers walk into, say, a motor vehicle showroom, the sales staff are indifferent, rude or arrogant. Given how competitive the automotive industry is, I’ve yet to understand why automotive dealerships haven’t figured this out.

I look at my own history of buying cars over some 35 years and there are only two instances I can recall where the sales guys were superb. They treated my wife, Sue, and me with respect, and they remembered our names, coming over to talk to us when we brought our vehicles in for servicing. Indeed, one of the fellows is the salesman from whom I’ve bought our two current vehicles. Three of our kids have purchased their cars from Roy, and they, in turn, including me have referred friends to him. And it’s why Roy is Hyundai’s top sales person in Canada. Roy’s loyal customer base is growing steadily, and he doesn’t have to pay a cent for promotions or advertising.

To paraphrase political pundit James Carver, who as Bill Clinton’s campaign advisor in 1992 said in reference to President H.W. Bush, “It’s about the economy, stupid!” Well, for the purpose of this post, “It’s about customer service, stupid!” One could state it more elegantly; however, it’s more fun to use the vernacular sometimes when stressing a vital point.

The key to providing superior customer service is learning how to make an emotional connection with each customer. Yes, most of the time service providers are spending only a brief amount of time with customers. However, what gets overlooked is building repeat business, where a customer makes your establishment his or her go-to place for certain products or services.

That’s accomplished by focusing intently on their needs and wants, presenting options when possible, remembering their names or activities they engage in, etc. The aim is to make that customer feel like they’re the only one in the store at that moment. And the next time they’re in you ask them how the product they bought worked out. Or maybe they’ve returned from the trip they told you about. Ask them about it.

Service providers aren’t perfect and certainly don’t walk on water. However, the folks I’ve worked with in different sectors have made a strong effort to engage customers. And it pays big rewards to the business when a loyal customer following is created.

It all starts with making the emotional connections with those who enter your business. It takes additional effort and needs to be done consistently, each and every time. But it’s also enjoyable for those serving others. It may be work; however, incorporating an element of fun into helping others should be encouraged. After all, we’re human beings who are seeking more than just transactions.


If stupidity got us into this mess, then why can’t it get us out?

– Will Rogers


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Redistributing Wealth in a Globalized Economy

May 19, 2014


Skyline

In a recent post I introduced my new ebook Workforce of the Future: Building Change Adaptability, 2nd Edition. One of the four major forces that is changing society–and for the better–is the redistribution of wealth that has been accelerating over the past two decades. Western Europe, Great Britain, Canada and the United States have become accustomed to an ever rising standard of living, in part gained from resource exploitation from what has been called developing countries or The Third World in years past.

No more.

There are new kids on the block, and boy are they ever hungry! They want a piece of the wealth action.

So who are these kids?

The list is long: South Korea, Brazil, India, China, Singapore, Indonesia, Taiwan, Mexico, Turkey…. These countries have worked tirelessly at building their economies over many years. South Korea is an outstanding example of a country–growth economy– which, only a couple of decades ago, was a dictatorship. Now look at its prominence as a recent democratic nation that produces world-class consumer and heavy industrial products. The names Samsung, Hyundai and LG are now part of our vocabulary. South Koreans live on average 26 more years and earn 15 times as much as North Koreans.

And the Chinese? They live an additional 28 years and are 10 times wealthier compared to 50 years ago.

What’s been happening over the past two decades is the growing assertiveness of these once poor countries. Coupled with this has been an increasingly intimate planet, where people half a world away from North America want a piece of the wealth action. Facilitated by technology and the West’s insatiable need for instant gratification, the traditional have-nots want democratically elected governments to enable: a) a voice for the people and b) the path to creating meaningful jobs that produce income and enhanced consumer buying power.

Placed against this scene is the trend in America, Canada and many parts of Western Europe of the expanding gap between the very few rich and the declining middle class and working poor.

Bull

Years before the 2008 financial meltdown and ensuing Great Recession, North America’s and Europe’s manufacturing sector had begun to shrink, losing in the process typically well-paid jobs, replaced with call centers and other service-related employment which often pay much lower wages. Business people, public policy wonks and economists claimed that manufacturing was a has-been industrial activity, in contrast to the “knowledge jobs” that the service sector would create.

Those who drank the Kool Aid came to realize that the hype from various think tanks that spouted off the benefits of offshoring jobs to a long list of new economic players was just that.

The genie of an emerging multipolar world can’t be shoved back into the bottle. It’s striking when one looks in the rear-view mirror of the past two-plus decades. The intertwined nature of geo-political, economic, technological and environmental events has taken the world to where it is today.

A world characterized with increasingly distributed wealth is more democratic when it comes to economic power (yes, political democracy is slipping globally based on recent analyses). Citizens in such countries as Indonesia, Vietnam and Brazil are more enabled to lead decent lives. Out of a population of 1.3 billion people, China has a middle class estimated at 300 million, and growing. That’s almost the population of the United States. One of China’s priorities is to shift from a reliance on exporting manufactured goods to the West, to meeting rising domestic consumer demand.

Before one comments that these countries, along with dozens of other emerging economies, have significant gaps between the haves and have-nots, just look at the United States and its deteriorating condition with respect to income disparity. Anyone recall the 99 Percent? Canada, incidentally, has one of the fastest growing income disparity gaps in the world.

With a redistribution of wealth, driven by a global rebalancing, come new threats and alliances. Rather than wring one’s hands in anxiety, the more appropriate response would be to identify the challenges and opportunities and then act on them strategically and quickly.

Enter leadership.


Predictions are good therapy, arising from a human thirst for certainty. That might have been reasonable in some ancient world, but is hardly right for today’s.

– Nassim Nicholas Taleb (The Economist, The World in 2013)


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Why Arrogance Leads to Eventual Failure

May 12, 2014

arrogance As a human race, we tend to jump to conclusions and write off people who appear to have no hope. The same applies to companies, which are legal entities but nonetheless composed of living, breathing human beings.

As a Canadian, who spent three decades with the federal government working on economic, labor market and management development issues, I watched in dismay as Canada’s technology crown jewel collapsed in a pathetic heap, only to be followed shortly afterwards by the ongoing saga of another jewel.

The first company is–make that was–Nortel, a hugely proud company whose roots trace back to the creation of Northern Electric and Manufacturing Company in 1895 in Montreal. A merger in 1914 caused a name change to Northern Electric Company. Half a century later, after dealing with a variety of challenges as it grew, Bell Canada bought the company in 1964. A name change ensued to Bell Northern Research, during which time the company began to explore fiber optic cabling and digitizing telephone communications. Once again a name change was in order. In 1976, the company changed its name to Northern Telecom.

Northern Electric Northern Telecom was the world’s leader in developing a complete line of digital telecommunication products, branded as Digital World, which included a digital central office serving 100,000 lines. This proved to be one of the company’s key revenue streams for 15 years.

In 1995, Northern Telecom shortened its name to Nortel to celebrate its 100th anniversary, launching itself forward aggressively to dominate the world’s rapidly growing information technology market.

Fast forward to the 2000 IT bubble and the subsequent problems Nortel encountered. Opinions and speculation by technology experts and the media continue to this day on why Nortel collapsed, a company that was once the 9th most valuable in the world. However, it’s only in 2014 that an indepth analysis by a University of Ottawa professor of international business reveals the intertwined factors for Nortel’s demise.

Jonathan Calof (whom yours truly has met in the past) and his team of researchers interviewed hundreds of former Nortel managers, customers, competitors and suppliers in an effort to better understand what happened. Instead of one factor being the sole cause of Nortel’s disintegration, Calof and company discovered numerous inter-related factors. However, the one factor that stood out in the team’s analysis was senior management arrogance. The company had become a victim of its huge success in becoming a dominant international technology force. Read the summary report here.

Nortel Leadership In Canada alone, Nortel was for years the country’s biggest investor in research and development, dwarfing all other firms combined. In Ottawa, the nation’s capital, employment hit 20,000 in 2001, making it on par with the federal government. Nortel was everywhere in the capital, constructing new office buildings and manufacturing facilities.

Nortel’s top-down driven arrogance was supported by weak financial management, a broken corporate culture and emerging rumors of its problems. Yet Calof’s study produced one interesting conclusion: Despite Nortel’s share price plummeting from a high of around $800 to $6.71 on March 7, 2008 (not forgetting that shares hit 67 cents on October 10, 2002) and facing imminent bankruptcy, Calof argues that the company could have been saved by selling off business lines that didn’t fit with its strategic goals and by focusing instead on its core competencies. This never happened. Rather, senior management watched Rome burn as it desperately played with its financial numbers and ignored the changes in the global information technology market.

The second crown jewel is Blackberry, a corporation that’s very familiar to people in dozens of countries. Once again, this is a sad story of top management arrogance, where the supposed corporate leaders paid little attention to market changes, remaining content with past success and Blackberry’s (to that point) market dominance with its handheld devices. It now has about three percent of market share.

Blackberry Blackberry was also destined to become a member of Canada’s corporate Hall of Shame, pretending that it could rebuild its image and market share which had vaporized. And then came along a leader on a white horse, who while being a human being like the rest of us, has a reputation for turning companies around and who tackles real world corporate challenges.

Meet new Blackberry CEO John Chen.

Chen is still early in the game of refocusing Blackberry and the verdict is still yet to be delivered. The company will be much smaller and more focused on where it adds value through its core competencies; however, with any luck it won’t join the likes of Nortel.

To paraphrase James Carville, President Bill Clinton’s campaign advisor in 1991, “It’s about leadership, stupid!” (Substitute “economy” for leadership in Carville’s remark). John Chen is making unpopular decisions (such as shutting down business lines, closing offices, laying off employees and selling real estate holdings), but they are necessary if Blackberry is to survive in the long-term. Chen has not just a clear vision for the company but he has the unique skill to execute that vision by enrolling employees, customers and stakeholders in that vision.

In a previous post You Are Not Your Position I talked about the importance of those in formal managerial leadership roles to maintain a degree of humbleness and to not attach their identities to their positions. And this applies more broadly to people who seek to be leaders at any level of an organization or community group. When you don’t know the answer to a question, say “I don’t know, but I’ll find out the answer.” To his credit, John Chen has actively been seeking out and meeting with stakeholders to listen to their views and suggestions. This didn’t happen with Nortel’s top management nor with Chen’s predecessors at Blackberry.

The world is undergoing too many wrenching changes, from geo-political events in Ukraine to rising sea levels resulting from climate change to information technology’s impact on privacy concerns, for those leading organizations to engage in hubris and arrogance. Leading by watching the rearview mirror, as with Nortel’s management and Blackberry’s former management, is a guaranteed path to failure.


When you are problem-solving, you are trying to get rid of something. When you are in a creative mode, you are trying to bring something into being.

Stephen Covey


Leading in Multipolar World 2nd editionClick here to download my complimentary e-book Workforce of the Future: Building Change Adaptability, 2nd Edition.


Visit my e-Books, Resources and Services pages.

Jim TaggartTake a moment to meet Jim.

Leading in a Multipolar World: Four Forces Shaping Society

May 4, 2014

Leading in Multipolar World 2nd edition When I released the first edition of this ebook just a few years ago, society had been through numerous upheavals in the span of less than a decade. From 911 to the 2008 financial meltdown and ensuing Great Recession to the Arab Spring of 2011, there seemed to be no end of socio-economic and geo-political events that grabbed society’s and the media’s attention.

More recently, witness the ongoing onslaught of Syria’s repressive government, with some 1.5 million refugees and over 200,000 injured and killed. Or Vladimir Putin’s seizing of Crimea and the ongoing tensions with Ukraine. And of course there are events that fly under the media’s radar (and limited attention span), whether in Nigeria, the Congo or with Canada’s Aboriginal peoples.

Workforce of the Future: Building Change Adaptability, 2nd Edition presents some ideas and concepts to stimulate your thinking and reflection on what’s happening to our world as the result of four major forces of change. However, leadership is at the heart of this ebook, seeking to discuss potential implications for how leadership will be practiced in both organizations and communities in response to unrelenting change.

Baseball legend Yogi Berra may have said it best: When giving directions to Joe Garagiola to his home, Berra stated: “When you come to a fork in the road, take it.”

Fork1 Berra’s comment sums up the challenges facing leaders today, whether it’s working in a manufacturing plant, call center, hospital or government department. It’s especially relevant to those who have worked in and become accustomed to the economic might of the industrialized West and its attached benefits – our standard of living.

Leaders aren’t sure which direction to take. Should they hope for the best and merely tinker with their organization’s plumbing, or should they embrace a rapidly changing world, trusting their instincts and employees, and boldly move forward?

The four major forces of change describe what’s been happening around the world, from financial collapses to strong economic growth in what were once developing countries to the effects of climate change:

1. Redistributing wealth

2. Building networks through social media

3. Ageing population dichotomy

4. Warming climates, droughts and floods

Leading in a multipolar world is not for the squeamish. However, for those seeking to play a role in helping solve some of the problems facing society the journey will prove exciting, with new challenges often arriving unexpectedly. It doesn’t matter what level you are within your organization; there are opportunities for all. And there are enormous opportunities to contribute at the community level.

When you come to a fork in the road, which direction will you take?


A desk is a dangerous place from which to view the world.

– John Le Caré


Leading in Multipolar World 2nd editionClick here to download my complimentary e-book Leading in a Multipolar World: Four Forces Shaping Society, 2nd Edition.


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Don’t Pee on the Electric Fence: A Lesson in Customer Service

April 27, 2014

Electric Fence In my last post Customer Service Meets Productivity I shared a recent customer service experience with the Hyundai dealership where I’ve dealt for three and a half years. We own two Hyundais, three of my four adult kids own Hyundais, and they in turn have recommended their friends to Myers Hyundai in Ottawa’s west end. And all to the same sales man, Roy, who is one of the tops in Canada.

No one likes to hear negative feedback, even businesses that are supposedly customer-focused. However, when Myers emailed me after that fateful service appointment (getting my summer rims installed on my Tucson) I replied with a short note and a link to the blog post I’d written on my experience. I also copied Roy on that email, who immediately responded to me–on a weekend I might add–saying he was sorry to hear about my experience, that he valued me as a customer and that he’d copied the general manager so that he would be aware on my experience.

I was curious whether I’d receive a phone call. Monday evening when I got home from work there was a terse voice mail message from someone called “Shane” who is with Myers Hyundai. He didn’t say his last name nor what his position is with Myers. I returned his call early Tuesday morning leaving a detailed message, which included asking what his role is at the dealership.

Waldo By the end of the week I still had not heard back from “Shane,” who at that point had become my “Waldo,” reflecting the kids book, can you find Waldo?

I emailed Roy to express my disappointment, to be informed that many changes were underway at Myers Hyundai.

That reminded me of a chat I’d had with the general manager a month previous while one of our vehicles was in the shop for an oil change. Marc, the GM, told me he’d just “let go” the service manager, code for being fired. It was, of course, none of my business, but I found his comment interesting. Waldo, I mean “Shane,” is now the new service manager.

I have no idea why the general manager didn’t call me, nor why Shane has not returned my call, following his initial call to me. As I said at the outset, as human beings we don’t like receiving negative feedback. But in the customer service world getting feedback, in all its forms, is the lifeblood of any business. Indeed, sometimes a bad customer service experience if handled properly by a business can actually strengthen a customer’s loyalty. That’s happened to me in the past.

Consider the general rule of 10 people being told about a negative customer experience compared to five who share positive ones. You could logically conclude that businesses would focus on hearing from and correcting these bad occurrences. Yet the opposite happens frequently. Sticking one’s head in the sand, pretending that bad experiences are outliers, or writing the customer off as a crank is a fool’s exercise, only to be reinforced by the creation of a business culture that ignores the truth and rewards mediocrity.

At this point, I assume Myers Hyundai has written me off as a crank. Pity, considering the many new customers that can be linked to me.

If you’re in the business of serving people don’t pretend that all’s well. Show leadership and seek out those who are not happy with the service or product they received. Listen to them. Hear them. And don’t judge them.

American satirist Will Rogers once said: There are three kinds of men. The one that learns by reading. The few who learn by observation. The rest of them have to pee on the electric fence for themselves.

When it comes to customer service, pay attention. Learn by observing. Read up and be informed. But don’t pee on the electric fence. JT


Leading in Multipolar World 2nd editionClick here to download my complimentary e-book Workforce of the Future: Building Change Adaptability, 2nd Edition.


Visit my e-Books, Resources and Services pages.

Jim TaggartTake a moment to meet Jim.

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