Have you ever thought about how to create raving fans or advocates for your business? Working with Disney, Apple, Ritz-Carlton, Nordstrom, and others, I've seen the approach these successful companies use to consistently engage their customers - both externally and internally (their employees). It can be stated in this simple phrase:
Reach their hearts, then teach their minds.
Of course, logically being a great value is critical to success, but facts and figures will never truly create passionate relationships. Before you can "prove" your worth, you must first reach their hearts with a shared purpose, build your relationship/credibility, THEN seal the deal with your (logical) products and services.
Once you form that deeper link with what they truly value, then the rest is just details that evolve over time. If your connection remains dynamic and value-added, you will (like every healthy relationship) serve to develop each other over time. Each adding value in a dance that gains momentum, grows in depth, goes the distance.
No complicated formula or expensive technology required. Just authentic person-to-person interactions that make a difference in the things that matter. We regularly see this with the loyalty leaders out there. There's no reason why you can't do this with your employees (first) and (then) your external customers. Create opportunities to have meaningful discussions about Values, Vision, what they truly, deep down care about most. Then build on those connections each and every day to provide a pattern of consistency. Invest in these efforts now and you'll discover a growing list of passionate advocates for you in no time!
Think about it. But more importantly, do something about it...today!
Sunday, November 13, 2011
Thursday, October 20, 2011
Anticipating Customer Needs
How do companies like Apple create products and services that we want - even before we knew we wanted them? The answer to this is what will set you apart as different/better to your customers!
The truth is that customers don't always know what they want next. They rarely are able to say anything more than "better, faster, cheaper - now". Next is a mystery to them. But it doesn't have to be for you.
Let's break it down: Your customer knows what they like (not always what they want). You know your industry - especially the behind-the-scenes technical aspects. We can't expect our customers to be able to articulate anything other than some incremental improvement to what they already have. Bringing your customers' future desires to life is your job. Only you can build what they will want...if you can bridge the gap.
How do world-class companies do it? They work hard at being intimately knowledgeable and understanding of their customers - and combine that with their own technical expertise to project what future products/services can satisfy their deepest desires.
Uncover the why beneath your customers wants, and you'll have clues as to where to strategically leap. Once you've accomplished creating the next big thing, you merely have to engage them by compellingly communicating how the new product/service connects with that deeper want.
Anticipating customer needs isn't about focus groups or surveys or "expert opinions". You have a perspective that your customers will never have. It is all about truly understanding them and using your technical expertise to build their future - for their benefit. Because exceeding their expectations is a genuine priority for you. (When it is, you will always be rewarded.)
Think about it. But more importantly, do something about it...today!
The truth is that customers don't always know what they want next. They rarely are able to say anything more than "better, faster, cheaper - now". Next is a mystery to them. But it doesn't have to be for you.
Let's break it down: Your customer knows what they like (not always what they want). You know your industry - especially the behind-the-scenes technical aspects. We can't expect our customers to be able to articulate anything other than some incremental improvement to what they already have. Bringing your customers' future desires to life is your job. Only you can build what they will want...if you can bridge the gap.
How do world-class companies do it? They work hard at being intimately knowledgeable and understanding of their customers - and combine that with their own technical expertise to project what future products/services can satisfy their deepest desires.
Uncover the why beneath your customers wants, and you'll have clues as to where to strategically leap. Once you've accomplished creating the next big thing, you merely have to engage them by compellingly communicating how the new product/service connects with that deeper want.
Anticipating customer needs isn't about focus groups or surveys or "expert opinions". You have a perspective that your customers will never have. It is all about truly understanding them and using your technical expertise to build their future - for their benefit. Because exceeding their expectations is a genuine priority for you. (When it is, you will always be rewarded.)
Think about it. But more importantly, do something about it...today!
Monday, October 10, 2011
Breaking The Comfort Cycle
Want to make a dramatic improvement in your life? Here's a great place to start: Breaking the human nature cycle we all encounter that goes something like this...
1. You realize you're uncomfortable with some experience (public speaking, new technology, etc.) so you convince yourself that you'll never be any good at it.
2. You avoid doing that thing you're uncomfortable with (because it's painful.)
3. A situation arises where you can't avoid doing it (that's just the way it is.)
4. You don't prepare sufficiently (because you avoid the painful discomfort as much as possible).
5. You have another bad experience (the natural consequences of not practicing/preparing enough).
6. You convince yourself that you'll never be any good at it and swear that you'll never do it again (which is not true - if you practiced, you would be better.)
7. Repeat.
Avoiding something that is part of professional (and/or personal) life is foolish. An unavoidable situation will arise eventually - and it will continue to be painful until you learn from it and break through the discomfort.
Accepting these uncomfortable trials with courage and discipline will break the vicious cycle. Not only will it get "less uncomfortable" (not everything in life eventually gets comfortable), but you'll benefit from getting better at the experience.
Discipline and hard work on things that are uncomfortable aren't very sexy, but it is the only way to gut through these situations. A little extra effort can earn you that breakthrough you've been wanting.
Think about it. But more importantly, do something about it...today!
1. You realize you're uncomfortable with some experience (public speaking, new technology, etc.) so you convince yourself that you'll never be any good at it.
2. You avoid doing that thing you're uncomfortable with (because it's painful.)
3. A situation arises where you can't avoid doing it (that's just the way it is.)
4. You don't prepare sufficiently (because you avoid the painful discomfort as much as possible).
5. You have another bad experience (the natural consequences of not practicing/preparing enough).
6. You convince yourself that you'll never be any good at it and swear that you'll never do it again (which is not true - if you practiced, you would be better.)
7. Repeat.
Avoiding something that is part of professional (and/or personal) life is foolish. An unavoidable situation will arise eventually - and it will continue to be painful until you learn from it and break through the discomfort.
Accepting these uncomfortable trials with courage and discipline will break the vicious cycle. Not only will it get "less uncomfortable" (not everything in life eventually gets comfortable), but you'll benefit from getting better at the experience.
Discipline and hard work on things that are uncomfortable aren't very sexy, but it is the only way to gut through these situations. A little extra effort can earn you that breakthrough you've been wanting.
Think about it. But more importantly, do something about it...today!
Sunday, September 25, 2011
Special Forces Biz Secrets
We've all heard about the Special Forces teams that confront the most important missions our country faces for the ultimate safety and security of our citizens. General William H. McRaven recently outlined the six keys to success of those critical teams when the highest stakes are on the line. They are just as relevant for YOUR business operation.
Simplicity - Complicated rules and regulations only create confusion. Complicated doesn't get implemented consistently and isn't sustainable. Do the difficult work up front to distill your goals, roles, and responsibilities down to their essence.
Security - Teams that are insecure focus on "not losing". They become risk averse. When employees feel safe and secure they open up and begin to develop and grow - becoming more cohesive and stretching their innovation efforts.
Repetition - There's a common saying "practice makes perfect" - this is a lie. The truth is that "practice makes permanent". Not only must you make time to practice (so your efforts become automatic) but you should practice in as realistic a way as possible. Sloppy practice creates sloppy habits - and ultimately, sloppy results.
Surprise - Telegraphing your intent to the competition only allows them to prepare for you - making your efforts more difficult and your results less effective. Consistently aim to change the game. Break new ground and amaze your industry (and your customers) in the process.
Speed - Being first to market is a huge competitive edge. Making the first (well-timed) move allows you to set the terms for engagement. You're then competing on your terms.
Purpose - Having a reason why creates a reason to try (harder, smarter, etc.) A compelling Vision based on worthwhile Values makes the difference between a team going through the motions or passionately driving for world-class excellence. Everyone wants to dedicate their lives for a purpose.
Discuss how your team measures up regarding these issues and consider how you can improve for better results. Create your own elite "Special Forces" team and make a real difference!
Think about it. But more importantly, do something about it...today!
Simplicity - Complicated rules and regulations only create confusion. Complicated doesn't get implemented consistently and isn't sustainable. Do the difficult work up front to distill your goals, roles, and responsibilities down to their essence.
Security - Teams that are insecure focus on "not losing". They become risk averse. When employees feel safe and secure they open up and begin to develop and grow - becoming more cohesive and stretching their innovation efforts.
Repetition - There's a common saying "practice makes perfect" - this is a lie. The truth is that "practice makes permanent". Not only must you make time to practice (so your efforts become automatic) but you should practice in as realistic a way as possible. Sloppy practice creates sloppy habits - and ultimately, sloppy results.
Surprise - Telegraphing your intent to the competition only allows them to prepare for you - making your efforts more difficult and your results less effective. Consistently aim to change the game. Break new ground and amaze your industry (and your customers) in the process.
Speed - Being first to market is a huge competitive edge. Making the first (well-timed) move allows you to set the terms for engagement. You're then competing on your terms.
Purpose - Having a reason why creates a reason to try (harder, smarter, etc.) A compelling Vision based on worthwhile Values makes the difference between a team going through the motions or passionately driving for world-class excellence. Everyone wants to dedicate their lives for a purpose.
Discuss how your team measures up regarding these issues and consider how you can improve for better results. Create your own elite "Special Forces" team and make a real difference!
Think about it. But more importantly, do something about it...today!
Sunday, September 18, 2011
Harley-Davidson Service Standards
Their brand is as distinctive as the rumbling sound from their mufflers. Harley-Davidson has successfully generated a brand that is so strong that even non-motorcycle riding people want their merchandise. And loyalty? Their fans are among the most fanatic of any brand out there. You know you've arrived when customers start tattooing your logo on their bodies.
What kind of tools do they provide their employees to deliver a Harley-Davidson experience that matches their brand? Well, I recently worked with them and among their many tools, I have the 6 simple (though not always easy) service standards from their orientation:
Hello - Greet everyone with a warm welcome - like a valued member of your club.
Approach - Initiate contact to help break the ice.
Recognize - Engage them in a personalized way that treats them as a valued individual.
Look it up - Go the extra mile when helping the customer. Get the answers they need.
Enthusiasm - will spark that of your customers. Share the Harley passion.
You - are the one that brings Harley-Davidson to life for the customer.
(Yes, it spells "Harley"), but more importantly, it guides each person to focus on the things that matter most when earning loyalty. Even a "rough and tumble" brand like Harley-Davidson understands that genuinely connecting with their customers (and their shared passions) is what sets their brand apart from others.
What kind of experiences can your team create that inspires customers to tattoo YOUR logo on their bodies?
Think about it. But more importantly, do something about it...today!
What kind of tools do they provide their employees to deliver a Harley-Davidson experience that matches their brand? Well, I recently worked with them and among their many tools, I have the 6 simple (though not always easy) service standards from their orientation:
Hello - Greet everyone with a warm welcome - like a valued member of your club.
Approach - Initiate contact to help break the ice.
Recognize - Engage them in a personalized way that treats them as a valued individual.
Look it up - Go the extra mile when helping the customer. Get the answers they need.
Enthusiasm - will spark that of your customers. Share the Harley passion.
You - are the one that brings Harley-Davidson to life for the customer.
(Yes, it spells "Harley"), but more importantly, it guides each person to focus on the things that matter most when earning loyalty. Even a "rough and tumble" brand like Harley-Davidson understands that genuinely connecting with their customers (and their shared passions) is what sets their brand apart from others.
What kind of experiences can your team create that inspires customers to tattoo YOUR logo on their bodies?
Think about it. But more importantly, do something about it...today!
Saturday, August 27, 2011
Identifying Your Golden Goose
Do you find yourself in a sea of competition - struggling to identify a clear-cut differentiator that can help you establish a competitive edge?
Most people make the mistake of simply working harder at the same things that the competition is working hard at. Everyone continues slogging along - never really making any real progress.
The better option? Here's a quick three-step activity that will reveal what you need to know:
1. Make a list of all the things that you offer that your customers value.
2. Cross out all those entries on your list that your competition can copy (unless it is a proprietary trade secret or patent, they will copy it...and it cannot be a differentiator)
3. The remainder is what makes you unique. That is your goose that lays the golden egg. That is what sets you apart. That is what you must nurture at all costs! (Tip: Most of the time, true differentiators are relationship based. Having a special connection with a customer is typically something a competitor can't touch until you lose it. Yes, it is yours to lose...)
Think about it. But more importantly, do something about it...today!
Most people make the mistake of simply working harder at the same things that the competition is working hard at. Everyone continues slogging along - never really making any real progress.
The better option? Here's a quick three-step activity that will reveal what you need to know:
1. Make a list of all the things that you offer that your customers value.
2. Cross out all those entries on your list that your competition can copy (unless it is a proprietary trade secret or patent, they will copy it...and it cannot be a differentiator)
3. The remainder is what makes you unique. That is your goose that lays the golden egg. That is what sets you apart. That is what you must nurture at all costs! (Tip: Most of the time, true differentiators are relationship based. Having a special connection with a customer is typically something a competitor can't touch until you lose it. Yes, it is yours to lose...)
Think about it. But more importantly, do something about it...today!
Sunday, August 14, 2011
The Scam: Managing Versus Leading?
You may be the victim of a scam! Have you ever seen the common comparisons between Managing and Leading? Typically, they include words like:
Manager:
Enforces consistency
Duplicates
Asks how
Forms policy
Corrects weaknesses
Wields control
Does things right
Leader:
Elicits creativity
Originates
Asks why
Sets example
Builds strengths
Applies influence
Does the right thing
These business writers/pontificators always make it seem like being a Manager is bad and being a Leader is good.
What a pile of...uh, a crock of...uh, what a load of...well, you know what I mean.
Next time to see such a list (or hear someone spouting off this Manager = bad, Leader = good nonsense - ask them this: Is anything on the "Manager List" always bad? The answer is "No, of course not". Since when is "doing things right" a bad thing? Puh-leeze!
Bottom line: The truth is, we all need to be good at using EVERY tool possible that matches the situation we are faced with at the time. When we are addressing processes that consistency, then enforce that. When creativity is needed, elicit that.
Anything overdone, becomes a weakness. Don't fall for the "all of nothing" scam. Focus on being the best in the behaviors in BOTH lists. Then you will be a Manager/Leader (whatever you want to call yourself) that ultimately makes a real difference.
Think about it. But more importantly, do something about it...today!
Manager:
Enforces consistency
Duplicates
Asks how
Forms policy
Corrects weaknesses
Wields control
Does things right
Leader:
Elicits creativity
Originates
Asks why
Sets example
Builds strengths
Applies influence
Does the right thing
These business writers/pontificators always make it seem like being a Manager is bad and being a Leader is good.
What a pile of...uh, a crock of...uh, what a load of...well, you know what I mean.
Next time to see such a list (or hear someone spouting off this Manager = bad, Leader = good nonsense - ask them this: Is anything on the "Manager List" always bad? The answer is "No, of course not". Since when is "doing things right" a bad thing? Puh-leeze!
Bottom line: The truth is, we all need to be good at using EVERY tool possible that matches the situation we are faced with at the time. When we are addressing processes that consistency, then enforce that. When creativity is needed, elicit that.
Anything overdone, becomes a weakness. Don't fall for the "all of nothing" scam. Focus on being the best in the behaviors in BOTH lists. Then you will be a Manager/Leader (whatever you want to call yourself) that ultimately makes a real difference.
Think about it. But more importantly, do something about it...today!
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