Customer Concerns Over AI
We may as well face it, artificial intelligence (AI) is here to stay - for better or worse.
A recent survey by the Qualtrix XM Institute looked at the consumer concerns among 28,400 consumers w across 26 countries with organisations that had adopted AI.
These concerns related to:
- Lack of human connection
- Job losses
- Poor quality of interactions
- Potential misuse of personal data.
- Potential extra effort required when dealing with AI
- Reliability of information provided
What was particularly interesting for me in this survey was that in none of the cases above did concerns exceeded 50%. In other words, either people were accepting that AI was here to stay, or they did have concerns but maybe felt they could be overcome.
At present, general feeling is that AI will replace repetitive, procedural type tasks. Where, however, a “human interface" is required, we will continue to deal with humans.
Personally, I’ve seen the results of “chat bots” being used to provide so-called “Live chat services”. My gut feel is that these bots aren’t capable (yet) of distinguishing whether a human being needs to be brought into the equation or not. They simply follow a list of questions and answers and, if your problem doesn’t fit into the correct pattern, suggest that you call the organisation. Somewhat self-defeating…
Of interest also was that less than 30% felt that information provided could not be relied on. Does this mean that they’re comfortable with general levels of technology or that experience has shown that information is indeed reliable?
The three concerns rating 45 or 44% related to job losses, quality of interactions and misuse of personal data. A gain the fact that these were under 50% may or may not indicate that there is a relatively high degree of confidence in quality of interaction and data protection, but I would suggest that things could be improved.
In all, the survey suggests that it’s too early to be complacent with regards to the adoption of AI. There will no doubt be a “teething period” as organisations get to grips with how best to exploit this new technology and how to train it for their particular function.
Suffice to say, AI language programmers will be in high demand for the foreseeable future.
I’ve spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management. I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website provides a full picture of my portfolio of services.
Labels: Customer Care, Leadership, Productivity, Selling, Strategy
It’s All in the Response
One of the most important things we all possess is our personal brand.
Like a corporate brand, when people think about us, they associate certain qualities or attributes with us. These could be anything: “reliable”, “trustworthy”, “helpful”, “efficient”, “professional”, knowledgeable and so on.
Just as when we think of a corporate name, we associate certain qualities with it, we need to think about what we want people to associate with us and (by extension) our organisation.
One of the key areas in which it’s all too easy to fail is in our response to requests. When I started my career, I was taught that, unless a deadline was given, I should respond to a request in a memo or letter (email hadn’t been invented) within two working days. Even if we were unable to provide full resolution, we were required to reply that we had received the request, were acting on it, and would provide an update within a specified period of time.
Is it the case that the fashion is more to ignore communications? To be fair, many people are deluged with emails during the working day. It’s become too easy to send an email rather than pick up a phone and call the person or even (assuming it is possible) walk over to their desk and speak to them.
Another complication is that emails may go to a “Junk” or “Spam” box if the “system” doesn’t recognise our address. Add to this the high volume of “Junk” email to which we are all subject anyway and one begins to see the problem.
What can we do? The most effective technique I’ve seen so far is to go very quickly through one’s emails periodically during the working day and sort them into three categories:
“Action” items need a response or action within 24 to 48 hours. “Read Later” items may be “information only” or information needed for a report that we are expected to produce at some distant point in the future. “Maybe” emails are the ones that we get around to as, when and if we have the time. In the latter case I find that I end up deleting the contents of the “Maybe” folder.
The advantage of this method is that it clears our “Inbox” rapidly, reducing the pressure and prioritising what needs to be done. However, it requires discipline. At times I find that I still tend to let things pile up in the “Inbox” which then becomes my de facto “Action” folder. This works for me, but I appreciate that others may prefer an alternative.
After using it for a while I found that barely 20% of incoming emails were “Action” items. The rest were filed in “Read Later “, “Maybe” or just deleted on the spot.
The point of all this is that when somebody emails us, they usually expect a response. It would be unreasonable to expect an immediate response (unless they said so and why it was needed), but if more than a week went by without me receiving some kind of reply to a request I had sent, I’d start to entertain doubts as to the professionalism of the recipient of that email.
Whatever the case, we’re judged by how quickly we respond. It’s up to us to make sure that judgement is as favourable as possible.
I’ve spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management. I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website provides a full picture of my portfolio of services.
Labels: Customer Care, Productivity, Teamwork
They Remembered!
I was having lunch today at a local restaurant near my office. As soon as I walked in, the staff asked if I wanted my meal “without rice” (I’m on a Keto diet - although I wish it worked fasrter!).
It is these small things that people remember that show they take customer service seriously and that they recognise their “regulars”. They also brought me the green cut chillies that I love having with my food.
In our fast-paced world it’s often difficult to remember who one’s “regulars” are unless ones sees them on a daily basis. In a small community it’s easier, but in a city, it can be difficult especially when there are different staff on duty every day and there’s “pressure to perform”.
Whilst it may have been a small thing to be asked whether I wanted rice, it still made me feel that I was known, welcomed, and valued.
How can we as business owners, make this happen in our businesses to make sure that our customers keep coming back for more?
I’ve spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management. I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website provides a full picture of my portfolio of services.
Labels: Customer Care, Teamwork
Either It Works...
… or it doesn’t. How often have we been in situations where the service we received was just “seamless“?
Equally, how often have we experienced the complete opposite, when the best description might as well be “train wreck”?
I’ve experienced both. What I can’t remember is whether the “seamless” occasions outnumber the “train wrecks” or the other way around.
The problem is that our brains are designed to remember bad experiences. It’s part of our survival mechanism to ensure that we avoid dangerous situations. As a result, we’re more likely to remember the bad experiences than the good ones – the ones that aren’t dangerous).
When it comes to products and services, what’s going to happen? Of course, people will remember the bad more than the good. They’ll also tell their friends and can now put their experiences out on social media, multiplying the downside.
If our service or product are consistently good, people won’t stop complaining, but they’ll be more forgiving (as long as we fix things fast). I recently received a newsletter from one of my favourite service coaches about his recent experience at a new café. To put not too fine a point on it, he won’t be going there again (but he’s given the name and location to his followers…).
If our service or product are consistently good, people will come back for more - and recommend their friends (and others on social media).
If our service or product are consistently good, our sales increase.
If our service or product are consistently good, our business becomes more profitable.
If our service or product are consistently good, people will be more forgiving when we make mistakes – as long as we apologise and put them right fast.
Finally, if we treat our staff as customers, they’ll be happier, can earn more, get promotions, be successful and will care for their customers.
What can we do to make sure that things work as well as possible (if not better) in our businesses? What can be adjusted easily? What may take longer or need more effort?
I’ve spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management. I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website provides a full picture of my portfolio of services.
Labels: Customer Care, Leadership, Productivity, Selling, Teamwork
The “Generation Game” – Part II
In my previous post, I described the different generations we’re going to find in the workforce. I deliberately made no distinction by culture or country but looked only at the characteristics of the current workforce we’re likely to find.
The generations identified were:
- Baby Boomers
- Gen X
- Millennials
- Gen Z
- Gen A
Each generation’s characteristics and needs were described in the briefest terms. In this post, I’m ging to look at how we as leaders can motivate them (no matter from which “era” we ourselves hail).
So… how do we manage which generation?
Baby Boomers:
Probably some of our most experienced workers. They love challenges and thrive in teams with tough projects. They like to be part of the decision-making process, so let them lead teams or projects. When they meet expectations, they need publicrecognition. They value hierarchy, so we can promote them or allocate responsibilities which come with a higher rank. Public recognition is also valued.
Money is important to them, so many have put off retirement due to current economic conditions resulting in a drop in the value of their pensions. With better medical care, they’re healthier and don’t feel they need to retire. Offer them flexible, part-time work options (look at the number of elderly cashiers, shelf stackers, etc!) Their experience can also support training people to take over their jobs when they do retire.
Gen X:
Gen X values corporate culture and personal growth. As a result, they’ll value training and development. Workshops for leadership can be great motivators. They’ll also enjoy the chance to be mentored. In their eyes, paying attention to their development means we value them. Additionally, they make highly effective mentors to Zoomers!
They also prefer a work-life balance, so Work from Home (WFH) and “flexi-hours” can have strong appeal, as well as time off in lieu (they like freedom).
In terms of recognition, X-ers don’t go for the public setting that Boomers prefer. They’re more likely to value a smaller setting, e.g.: recognition in front of their team, or feedback on a 1:1 basis.
Millennials:
Millennials are the generation about which many “positive feedback” jokes are made. They’ve been used to praise from parents and teachers which sometimes results in them being unable to take disappointment or “rejection”. They respond to respectful, encouraging language.
We can leverage this by giving feedback based on results – preferably fast and continuous, showing we like what they’re doing for the business. They prefer electronic communications, so use positive texts or emails (and copy in their leaders).
In common with Xers, they value their work/life balance. This may mean they base employment decisions as much on time off and flexible hours as on opportunities for growth and promotion. At times, a raise or paid time off works well to motivate them. They’re also likely to value what they consider “meaningful” work aligned with their values.
Gen Z ("Zoomers"):
This is the largest generation and is starting to enter the labour market. They learn fast and, if they perceive their work has purpose and aligns with their personal values, they’ll work hard. They do, however, need a lot back…
They’re “digital natives”. They have problems distinguishing between work and personal life (I see this a lot in my business dealing with younger people). We need to understand they need flexibility, convenience, and technology as part of their work. This also translates into needing fast updates. Interestingly, they may prefer fast, regular feedback to annual reviews! If possible, we can use our Boomers and Gen X-ers to mentor and develop Zoomers, supporting their need for development.
Because they need predictability and structure, they’ll value plans for development and growth and do appreciate personal interaction (although older ones may lack the skills for “difficult conversations”).
Gen A ("Alphas"):
Whilst this generation may not be seen in high numbers yet, they’re coming! Alphas are a generation that wants to improve other people’s lives. Again, like X-ers and Millennials they want flexibility and autonomy. They’re also more likely to need to be treated as “humans”, not just in interpersonal terms, but also through mental health support.
For this generation even more than others, technology is a must. They’re used to using it to learn but will need guidance from colleagues in understanding its effect on their productivity and value. We need to understand that this generation is never “disconnected” which may mean that “no-email policies may not actually mean much to them.
In conclusion, we’ll have to manage “inter-generational dynamics” in some form for the rest of time. Those who succeed will find their businesses prosper.
I’ve spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management. I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website provides a full picture of my portfolio of services.
Labels: Leadership, Productivity, Strategy, Teamwork
The "Generation Game": Part I
As a child in the 80s, I remember watching The Generation Game hosted by Bruce Forsyth. The show involved teams of contestants - a parent and child usually - competing for prizes.
Nowadays, we play a different “Generation Game” as leaders. For reference, the generations that have been defined are:
Baby Boomers: | 1946-64 |
Gen X: | 1965-80 |
Millennials | 1981-96/ Early 2000s |
Gen Z (“Zoomers”): | 1997-2012 |
Gen A: | 2010-25 |
All of these generations have different needs and characteristics and being able to navigate between the “layers” is critical for leaders of whatever generation. Interestingly, a lot of the research I see assumes we’re managing downwards – i.e.: a Boomer managing Gen X, Millennials, etc. There seems to be a view that a Millennial won’t have to manage “in reverse”.
Briefly, the generations can be characterised like this:
Before the Boomers came the "Silent Generation" (1928-1945). This generation became adults between 1946 and 1963 and grew up with the aftermath of the Great Depression and World War II.
They fought in the Korean War and went through the witch hunts of McCarthyism in their early years. During their time, the U.S. became the world superpower and society changed rapidly as a result. Living standards rose, consumerism became dominant and suburbs began expanding. As many will have now retired, I include them for reference only. They form almost 13% f the global population.
Baby Boomers:
Born in the aftermath of World War II and grew up with the “Cold War”. Theirs was an era of economic prosperity and growth, developments in education, rebels, “hippies”, the “Nuclear Family”. They’re likely to believe in a strong “Work Ethic”, loyalty to their employer and the team and prioritise achievement. They believe in “the hierarchy”.
Older Boomers have started retiring, but those born towards the end of this generation have 5-10 years to go.
Gen X:
These were the “Latchkey kids” of the UK, the “MTV Generation” (remember the Dire Straits song?). High divorce rates were common due to severed parental relationships arising from little parental supervision as both parents worked (hence the term “latchkey kids”). Towards the end of their era and into the next, PCs began to make their appearance in homes and schools. This was the generation of entrepreneurs (the founders of Google, Wikipedia, Amazon were born during this era). Gen-Xers are self-reliant and tend to focus on goals.
Xers born at the beginning of their era still have 10-15 years to go, but others will be in mid-their career or may have founded their own businesses and have plenty yet to give.
Millennials:
Interestingly, we see a lot of jokes about this generation, particularly the Boomer/Millennial relationship. This generation were the first “Digital natives” with elevated usage of/familiarity with the internet, mobile devices and social media. Also known as “Generation Me” (need for constant feedback and reassurance), they’ve experienced slower economic growth, higher student debt and childcare costs.
Millennials born at the start of their generation will be mid-career. Those born toward the end of the Millennial era will just be starting out after graduating. They want to move on fast and “don’t do hierarchy” (let alone office rules) well. They fhave been responsible for significant advances due to their entrepreneurial spirit.
Gen Z:
Currently the largest generation on earth. These are the “neo digital natives” of our world. They’re more educated, well-behaved (they think) and a more stressed and depressed generation vs previous generations according to The Economistmagazine. They align with justice at the expense of personal gain. Gen Zers or “Zoomers” tend to voice their opinions and to lead from the front. They need and value purpose and therefore work aligned with their values. Simon Sinek describes them as lacking in “Human Skills”.
Zoomers born at the start of the zoom age have perhaps had a few years’ experience, at least two of which will have been during lockdown. They will have experienced “Remote Working” in full, may have been “let go” as employers cut costs during this time and may even have started their own businesses more aligned with their values. Those born towards the end are still in their teens with all the “baggage” inherited from two years/more of COVID. The latter will be entering the workforce in another 10 years. They may be the ones serving in cafés and restaurants.
Gen A:
The first generation born totally in the new millennium. They’re growing up n a world of falling fertility rates, mental health crises and experienced the full effects of COVID-19 in their pre- and teen years. This generation is dominated by technology, social networks and streaming services. As they’re never disconnected, “Screen time” means they learn fast, outside traditional methods of instruction.
Gen As are still in school and have another 10 years at least (assuming they go to university) before entering the workforce.
In short, we currently have a workforce consisting mainly of Boomers, Gen Xers, Millennials and some Zoomers. Each requires a different approach, which will be the subject of the next post.
I’ve spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management. I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website provides a full picture of my portfolio of services.
Labels: Leadership, Social, Teamwork
Communication Remains Key
We’re all guilty of it. Sometimes what seems extremely clear to us may not be to those with whom we are speaking.
Our problem as humans is that we naturally tend to see things from our point of view, and to understand them from our cultural or corporate perspective. We tend to forget that there are others who may not “speak the same language” as we do.
As global communications expand and we find ourselves dealing more and more with strangers overseas, we need to make sure that what we say is understandable to them and that equally we’ve understood them properly. It’s a simple case of putting ourselves in their shoes: would I understand this if I were in their shoes, several thousand miles away?
Language is part of the issue. Some may not have as firm, a command of “our” language as others. At other times, it may simply be a case of using “jargon” which may be familiar to the user in their surroundings but is not to the reader of their message halfway across the world.
In my post Communicate in ‘Clear’, I gave an example of this with someone using terminology with which I was not familiar.
Success in leadership and business is down to being able to communicate with others in a way that they understand. We’re all guilty of using “our” language. We need to make sure that when appropriate we use “their” language.
I’ve spent more than half my life delivering change in different world markets from the most developed to “emerging” economies. With a wealth of international experience in international financial services around the world running different operations and lending businesses, I started my own Consultancy to provide solutions for improving performance, productivity and risk management. I work with individuals, small businesses, charities, quoted companies and academic institutions across the world. An international speaker, trainer, author and fund-raiser, I can be contacted by email. My website provides a full picture of my portfolio of services.
Labels: Customer Care, Leadership, Teamwork
