There’s no blog today, because I’ve been submitting slides to support my application for a Women in Innovation Award. I found out I’d been shortlisted last week, and have my interview on Friday.
Wish me luck!
But most of all, thank you for being there.
In medieval times, Islamic markets weren’t governed by the state, but by religious courts. They were seen as an extension … Read More “Invisible hands”
Growing a culture is easy. You just leave an agar dish open to the air. The culture you get is a matter of what falls into your dish.
For a business, it’s the same. As soon as you add people to your business, you get a culture. As new people join, they pick up the norms, the narratives, and the identities of the people already there. The result of whatever’s fallen into your dish.
But with a framework that attracts the right things into your dish, that’s easy to grow on and around, it’s possible to grow a culture you’ve designed rather than one that happens by chance. Even if you’ve already got the wrong culture already in place.
What would your business culture look like if you designed it?
It’s a trap many founders of service businesses fall into. You start off as the technician, doing everything, and at first you love it.
Then you grow your client base, and with it a team to help you serve them. Yet it seems, no matter how much you reassure them that your team is capable, no matter how much extra you charge them for the privilege, clients insist that you are the one that looks after them. Or, they insist that it’s a particular member of your team that looks after them. You get overloaded, and your team lose out on the chance to grow.
The answer is to make sure a new client or a new project starts with one of your team, not you. Perhaps random, perhaps thoughtfully matched to each others’ working styles. That means making sure everyone knows how to make and keep your business promise as well as or better than you, from start to finish. And that means articulating what that experience looks like.
There’s nothing wrong with being relationship-based – I’m all for connection between people – but the deepest relationship you want to forge is one between the client and your business, where the client’s experience will be consistently outstanding, no matter who delivers it. Not identical, consistent.
The more you enable your team to stand up and say “I am Spartacus!“, the more clients you’ll be able to delight, without killing yourself or your team in the process.
This post from Seth is so good, I have to give it to you in full:
Most large organizations would disagree.
They hire cheap labor to answer the phone. They install recordings to mollify people who are on hold for hours. They measure the cost of the call center and put loopholes in the warranty.
When you see customer service as a cost center, all of these steps make sense. Any money spent lowering costs seems to raise profits.
But customer service is actually a profit center, for four reasons:
First, because the customer who calls you or shows up at the adjustments window is fully enrolled. Unlike just about every other moment you’ve had with them, in this moment, they are paying attention, leaning into the situation and on high alert. Everything you do here, unlike just about every other marketing interaction you have, will go on your permanent record.
Second, because your competitors have foolishly decided to treat this interaction as a cost, the chances that you can dramatically overdeliver are pretty good. You can’t make a car that’s ten times better, but you can easily produce customer service for your car customers that’s ten times better than what most manufacturers deliver.
And third, because in our industrialized economy, people love to tell stories about service. And so the word spreads (or doesn’t) based on what you’re about to do.
Finally, it’s been demonstrated again and again that the most valuable customers are the loyal ones. While your promotional team is out there making noise to get you new customers, you’d be much better off turning your existing customers into repeat customers and ambassadors.
And so, the money you spend on customer service isn’t simply free. It actually repays you many times over.”
Customer service is an opportunity to play a different game, an infinite game of connection.
The irony is that when it’s genuine, it leads to more profit, not less.
PS it’s not so different when governments spend money on people at the bottom of the pile instead of the top. They get more back than they spend. And their people flourish.
This morning, an economist told the Today programme that “we are living with COVID”.
As of the 30th November, 2021, 144,969 people have died so far. The current 7-day average death toll from COVID is 119.
Next week we can expect around 833 more people to die of COVID.
In the UK alone.
This:
Parke O. Yingst (Lieutenant Colonel, United States Army), Public domain, via Wikimedia Commons
is what roughly 50 people look like when you decide they are just statistics, when you decide they don’t matter, when you decide that “there was something wrong with them anyway, so they deserved to die”.
Do we really want to learn to live with this?
You run a business with a partner. One of you hates not knowing what’s going to happen, the other loves that. One favours planning, the other seeing what happens. This is a source of much tension.
How could you reconcile these opposites to get the best of both worlds?
Simple.
Give yourself a safety net. A floor below which things cannot go. Or as Mr Nassim Taleb would have it, protect yourself against the downside.
Design repeatable processes that ensure ‘the least that should happen’. The planner will be much more comfortable with possibility when you’ve ruled out the worst. You can both be open to the upside.
When you find it, move the net up, and repeat.
This doesn’t only work for partners, it can help everyone who works with you to reconcile their individual appetites for risk.
“I knew that would happen.”
If you knew, why didn’t you do something to prevent it?
Probably because while you knew it was possible or even likely, you hoped it wouldn’t happen.
It would be much better to have a process that deals not only with the 80% of cases where nothing untoward happens, but also with the 20% of cases that don’t work like that. Or even better, one that pre-empts their occurrence.
Let’s say you’re a coffee roaster. You sell beans to lots of small independent coffee shops. It bugs you that they never plan their orders properly, often ringing up to ask for an urgent delivery at a timescale that’s impossible for you to make money on. You’ve made things clear – ‘Order before 6pm for next-day delivery’ – but still they ring at 8pm for an urgent delivery by 8am the next day. What should be exceptional is turning into the norm.
How could you pre-empt this?
You could accept that’s how they work, and find a way to deliver coffee overnight as your default. That might involve putting prices up of course, which might annoy the more forward-thinking of your customers.
You could make them order more each time, so they never run out. That would cost them more of course, and might end up in a stockpile they don’t want to carry.
You could put re-order prompts in or on your packaging, or give them the means to prompt themselves – stickers, or ‘re-order now’ cards.
You could recognise that the people using the coffee may not be the people ordering it, and make it easy for them to start an order – with a QR code on a bag, for instance – that gets confirmed with the person responsible before it’s sent out.
You could find ways to prompt them to re-order, based on how they work. That would involve asking them how they work (or even observing them as a mystery shopper?). That would cost you more up -front, but might make for a closer relationship. There probably aren’t that many different ways to run a coffee-shop, so you would quickly identify most cases. Then you could offer ordering options to new clients, knowing you have a process for dealing with them smoothly
There isn’t a right answer here, except that whenever you say “I knew that would happen”, realise that what you’ve identified isn’t just a pain for you. It’s an opportunity to cement your relationships and differentate yourself from your competitors, just by making your client’s life easier.
If you knew the stories your family, friends, colleagues, employees and clients are telling themselves you’d be astonished.
The stories we tell ourselves aren’t true. They often don’t help. We keep them to ourselves, but they leak out in our actions, and so how others see us.
What’s the story your business tells itself? Does it help?
If not, share it with your team, and see how you can change it. Your customers and your profits will see the difference.
I’ve always hated being under an obligation to anyone. I’d much rather be a giver than a receiver, and I always used to try and ‘balance the books’ whenev