Discipline makes Daring possible.

Double bubble

Double bubble

What could be more energising than knowing that every action you take contributes directly to a customer’s experience?  Nothing superfluous, nothing bureaucratic, nothing but the relationship being created or maintained between you and the person you are serving.

So the perfect marriage of customer experience and operational efficiency, turns out to be the perfect marriage of employee engagement and operational efficiency too.

Double bubble.

What’s not to like?

What you do is what they get

What you do is what they get

Repoussé is a metalworking technique in which a malleable metal is ornamented or shaped by hammering from the reverse side to create a design in low relief.  What appears on the front of the object is a direct and immediate result of what is done on the back.  No more, no less.

It’s the ultimate LEAN process.  There is nothing extraneous, nothing intermediate, nothing behind the scenes.  Every action contributes directly to the result.

And as Wikimedia also says “There are few techniques that offer such diversity of expression while still being relatively economical.” 

The perfect marriage of customer experience and operational efficiency.

Something to aim for in your business?

Concentrated learning

Concentrated learning

As aboriginal Australians know, the way to deepen learning is to make it immersive.   They also know that practising scenarios before you encounter them speeds up the process.

We small businesses have our own form of immersive learning.  We call it ‘throwing them in at the deep end’.

Somehow, we hope that through this experience, newbies will learn to make and keep promises on behalf of the business as well as we do.  Of course, many don’t, and some just drown.

I don’t know about you, but I wouldn’t be happy if pilots learned by being ‘thrown in the deep end’.   I prefer what actually happens.  They learn in a simulator.  A safe space – the paddling pool if you like – where they can be immersed in what if feels like to fly a plane, and systematically run through all the scenarios they may have to cope with – taking off, landing, turbulence, bid strikes, engine failures, and so on.

You and I can feel safe getting on a plane because pilots have literally been through all these experiences many times before they get anywhere near a real cockpit, at the head of a tubeful of passengers and crew.

Why not do the same for your prospects and clients?   Build a simulator for your business, program it with likely scenarios and use it to train new people, or practise new services before you deliver them, or explore how you could do things differently.  Make it a psychologically safe space and it will be fun, team-bonding and surprisingly productive.   It will become a practise space people use regularly to improve your customer experience score.

Discipline makes Daring possible.

Rearranging deckchairs

Rearranging deckchairs

Before you cut costs in your central department of government or business by removing a job it currently does, here’s a good question to ask:

  • Can we remove the need for this job completely?

If the answer to that is ‘No’, then ask these:

  • Who is best placed to do this job effectively and efficiently?
  • What resources do we need to shift along with the responsibility?
  • What resources will they need to set themselves up to do this job?

I’m all for devolution.  The closer to the front line the better, but too often ‘devolution’ merely means shifting where the work is accounted for without shifting the resources needed to get it done.

When you’re looking for real efficiency gains, shuffling deckchairs is rarely the best answer.

Empathy comes before logic

Empathy comes before logic

When you’re on the receiving end of a complaint about your product or service, it’s tempting to rush into fixing the ‘problem’ through the use of logic.  “Nobody else has complained about that.”; “That can’t have happened.”; “Ok, let’s replace it.”, or “Here’s your money back.”

What you’re missing when you do this is an amazing chance to create a stronger connection with the customer or client in front of you.

If you start with empathy, acknowledging how they feel, aiming to understand how their real needs have been let down by the perceived failure, you’ll show them that you truly care about them as a person.

That enables you both to collaborate constructively on how best to meet those needs, and address that failure in a way that is often less damaging or expensive for you business, and more positive for the customer.

In other words, empathy is more efficient than logic.

Managing what matters

Managing what matters

When you pay a traffic warden by the ticket, you’ve incentivised them to find the easy targets, not to prevent illegal parking, and certainly not to keep the roads safe for other users.   Worse, you’ve incentivised them to pursue minor infractions over major ones.

That’s why my street is full of traffic wardens just before school opens and just after it closes.  It’s why parents arrive 30 minutes before they need to in order to grab a legal parking space, wasting an hour a day just sitting in their cars.   It’s also why everywhere else in my town centre remains plagued by illegal, inconsiderate and dangerous parking.

This kind of simplistic proxy for performance has become endemic, because its easy to measure.   If you can say ‘I’ve hit target’, you’re off the hook as a person, a school, a company or a government department.   Never mind that you’ve actually made life worse for everyone, and really dreadful for some.

What gets measured gets managed, they say.   True.

So start with what you really want, then explore different, creative and possibly multiple ways to measure whether you’re achieving it.

The answer’s unlikely to be a simple tally.  And you may just come up with a completely new approach to the problem.

Everything’s a process

Everything’s a process

My grandmother was obsessed with spotlessness, which meant my mother grew up under an extreme housekeeping regime: shoes had to be taken off at the door; books weren’t allowed to be seen (too untidy); everything, from picture rail to chair rail had to be dusted every day.  And of course at that time, as the only girl of three children, it was my mother’s job to do it.

When she had a family of her own (7 children), my mother had to come to an accommodation with housework.   It was pointless spending all day dusting chair rails, when a horde arrived back every afternoon bearing a new cloud of dirt, but to leave it to a once a week blitz would mean living in what felt like squalor to her (and ruin a precious weekend day).

So every day, once we were out at school, she’d spend an hour on housework, using a weekly rota to keep on top of everything.   That freed up the rest of her day to read, see friends, shop, whatever, knowing that if a visitor dropped by the house would be, if not spotless, respectable.

The thing that makes housework depressing (if you let it) is that it is never ‘done’.   It’s a continuous process.   For my mother, the answer wasn’t to avoid it, or even to outsource it.  It was to embrace it as a process, enjoy it as part of life, without letting it take over.   She knew her house would never be perfect, she preferred to enjoy living in it.

That’s an approach worth learning from.

After all, everything we do (and are) is a process.  We’re never ‘done’.

So instead of fretting about a stasis that’s impossible to achieve, let’s make sure we all enjoy doing what might get us there.

Superficiality

Superficiality

I had my blood test yesterday.   Ahead of me in the queue was an angry (not rude) man.   He’d waited 2 weeks for his appointment and taken time off work to attend, only to be told “You’re not on our list”.

Testing was a pretty efficient set-up, with 3 people taking samples for 3 people every 5 minutes, so they were able to fit him in.

During my turn I asked what had gone wrong.

“It’s the call centre”, I was told.  ‘They send us about 30 people a day, who aren’t on our list of appointments.   Sometimes for appointment times that are already taken.  Sometimes for children who shouldn’t even be sent here – we can’t handle children here.  We do our best to fit people in, but we can’t always do that.  It wastes everybody’s time and makes our job miserable.   We’ve tried to tell the call centre, but we don’t have the authority.”

On the face of it, centralised booking for several different units at different hospitals should be more efficient.  A small team can handle more volume more efficiently, saving costs across all units.

But this only works if the central team are a) incentivised to produce a satisfactory outcome of the entire process;  b) have all the information they need, when they need it, to do that job properly, and c) use feedback from people further down the line to improve how it works.

Otherwise all you’ve added to the process is a silo that increases real costs for everyone involved.

There’s a more fundamental error that’s been made here.   The people delivering a service should be in control of the customer experience of that service.   Either by managing the end-to-end process themselves, or being a key player in its design and continuous improvement.

But I’m guessing that customer experience was probably the last thing on the mind of whoever came up with this, along with a genuine interest in efficiency.   Superficial gains were enough for them.

It shows.

Rescuing babies

Rescuing babies

Sometimes, all it takes to solve a new problem is to revisit an old technology, applying the best of the new technologies we’ve developed since we last used it, to make it work far better than last time.

Sail Cargo is one such solution, using ancient technologies in a 21st century way.

Another is Homespun/Homegrown – where the old textile town of Blackburn will grow and make it’s own jeans using the even more ancient technologies of flax and woad, alongside some thoroughly modern manufacturing, marketing and distribution methods.

Babies don’t have to be thrown out with bathwater.

You can fish them out first, and help them grow up gracefully.

Keeping it simple

Keeping it simple

I needed to consult my GP, and I wasn’t looking forward to spending hours on the phone to get an appointment. Imagine how pleased I was that in response to