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
