Suddenly, the "Fasten Seat Belt" sign blinked on as that familiar "ping" resonated throughout the cabin.
On Saturday, I boarded a small, 50-passenger regional jet en route to JFK after speaking at the IABC Employee Communications conference in Toronto. As the small plane quickly climbed into the sky, we left the rain-soaked Canadian landscape behind. Breaking through the cloud layer, we enjoyed spectacular sunshine streaming through the windows. A perfect day for flying, I thought to myself. About ten minutes into the flight, the captain addressed us saying that it looked as though it was going to be a smooth trip, inviting us to sit back and enjoy the ride.
Suddenly, the “Fasten Seat Belt” sign blinked on as that familiar “ping” resonated throughout the cabin. The captain returned to the PA system urging us to fasten our seat belts and remain seated for the duration of the flight. “It’s going to be a rough ride,” he said, flatly. And it was. Despite the contradictory bright sunshine and fluffy clouds that gracefully moved below us, our small aircraft bounced and swerved through the sky. Moments later, a familiar stench filled the cabin. Clearly the roller coaster ride of a flight had caused one or more of my fellow passengers to succumb to motion sickness.
What filled my head was the pilot’s announcement. Was he bound by the FAA to give us the facts, or was there something else at work here — tell us the worst and if the flight turned out to be smoother than predicted, his relieved passengers would think him something of a hero? My curiosity got the better of me. Back on the ground, I waited for the pilot to de-plane so that I could ask him the question. “For your safety,” he said, “we’re required to let you know if we expect turbulence. Otherwise, someone could get hurt.” Then he added, smiling, “But, it’s an interesting thought: Paint one picture and have the experience turn out to be better than expected.”
How can this experience at 30,000 feet be applied to communicating difficult news to our employees? Do we set an expectation for the worst and hope that we can navigate the challenge to be less than expected, or strictly give them the facts? The reality is that employees are incredibly savvy and well-resourced these days. Professionally orchestrated internal communications are often preempted by blog posts and word of mouth. So our best strategy as communicators is to be transparent. Give it to them straight, then immediately invite their personal involvement in the solution — here’s what’s happening and why. How can you help us reach our desired goal? At a time when employees are feeling helpless against external forces, inviting them to get involved in possible solutions can help them feel connected, empowered and valued.
Fasten your seatbelt. It’s going to be a rough ride. But, with a generous dose of employee involvement, we can get through this together.
Thanks for being involved today.
Tim
When your solution's not a perfect customer fit, let your employees be management's eyes and ears.
I’ve just returned from a shopping expedition to my favorite clothing store. It’s a new, stylish brand that emerged onto the scene in the past handful of years, positioned as a mid- to upper-priced men’s and women’s clothing retailer.
When I arrived at the store, I was greeted by a very pleasant young woman in her twenties who asked if she could help me find something in particular. “Yes, thanks.” I replied. “A grey, zip-front cardigan sweater” (as our wonderfully inspiring office space, housed in a historic 1800s building, can get a bit drafty this time of year).
She found a fashion-forward sweater that met my description, and handed it to me. After slipping it on and admiring its design details in the mirror for a moment, I said, “I really like it, but I was looking for something without pockets,” pointing to the two oddly placed flap pockets that seemed to be positioned just right to accentuate my 40-something years of enjoying too many sweets.
“Yes, I’ve heard that a lot,” she said. “But, I’m not the designer.” I smiled, and shrugging slightly, agreed. She was right. She’s not the designer, but she plays a critically important role as one who has a direct line of communication to the target audience who buys the design team’s creations.
There’s an opportunity here. How could this company facilitate the gathering of the customer’s feedback and funnel it directly back to the people who are deciding what we might like as an end-user? Technology makes this incredibly simple these days. What about an employee wiki where the sales person could add a quick comment or suggestion right from the sales counter? Too expensive to implement? Then a feedback form created in Survey Monkey would suffice. For less than $30 per month, customer-facing employees could be involved in the decision making that directly impacts sales — and customer satisfaction.
This, of course, is not limited to the clothing or retail spaces. Your front line employees, regardless of your industry or their function, are your eyes and ears. They have a wealth of ideas that can help you solve business issues that you may not even be aware exist — until it’s too late. Get them involved by asking for their suggestions of ways to gather and send feedback to the management team. If the idea for this feedback loop comes from them — and it’s kept simple — they’re much more likely to use it.
Thanks for being involved today.
Tim
Who: Tim will be be presenting “Stop telling. Start involving.” on Thursday, October 22, 2009 from 11:15 to 12:15 p.m.
What: IABC 2009 Employee Communication Conference
When: October 22-23, 2009
Where: Le Meridien King Edward, Toronto, ON
For the most up to date information about the conference, please visit: http://www.iabc.com/ec/program.htm
Who: Tim will be presenting “Stop telling, start involving.”
What: Colts Neck Business Association meeting
When: October 6, 2009, 6-9 p.m.
Where: Colts Neck, NJ
For the most up to date information about the meeting, please visit: http://www.coltsneckbusiness.com/index.asp
Shampoo bottle design inspires thinking around employee involvement in communications.
While on vacation this week, I had to borrow my wife’s shampoo. Squeezing a generous dollop of Herbal Essences “hydralicious” from the beautifully designed bottle (clearly targeted to my better half), I noticed something very clever. There’s a semi-circle carved into the cap so that after inverting the bottle and squeezing some product into your palm, you can draw the bottle away from you without scooping the shampoo back out of your palm and onto the shower floor.
This is clearly the work of a clever packaging designer who considered the user’s experience when creating the container for the product. This is a great example of ”user centered design” — considering the needs, wants and limitations of the end user.
We can borrow from this design philosophy when creating strategies and communications for our employees. Too often, we rush to get the committee-developed strategy out the door, anticipating that employees will rank it with as much importance as we do. Unfortunately, in today’s resource-starved workplace, there are far too many other distractions to make it so.
What if — instead — we pay real attention to the needs, wants and limitations of employees? What if their voices become part of the communication strategy by involving them in the process of making the initiative real? Paying attention to this level of detail and empowering employees to own the strategy can lead to a well-executed plan that becomes readily accepted by the culture, because it comes from them.
So, the next time you’re wrestling with the best way to roll out an important initiative, hit the shower. You just never know where inspiration may be found.
Thanks for being involved today.
Tim
Cleverly orchestrated t-shirt colors guide the Apple customer through the in-store experience.
Have you visited your local Apple store lately? If not, put a note on your calendar for this weekend and go have a look around. Apple has done something quite unique: They’ve color-coded the customer experience.
So, what does this look like? Meet “orange.” When you enter the store, you’ll be greeted by an Apple team member in a bright orange t-shirt. He or she is the concierge whose job it is to welcome you and determine your need for the visit.
If you’re interested in learning more about a product, “orange” will introduce you to “teal,” representing a member of the store’s sales staff. This highly-trained guy or gal, who begins each day attending a before-hours team meeting, will help you find a solution to meet your needs.
Ready to buy? “Teal” will remain with you throughout the sales experience, radioing (using their Secret Service-style ear piece) to “black” who will emerge from the back of the house with your product.
Need technical help or a lesson on a new product? Then “navy” is your guy. He’ll solve your issue at the Genius Bar or give you a One to One lesson on the product or software solution of your choice.
It’s all so simple. At least they make it look that way. Even in the depths of the retail drought we’ve been experiencing, Apple stores have been amply staffed with “shirts.” I’ve counted as many as 22 staff on the floor in my local, mid-sized store during an average weekday. Apple’s goal is to ensure a great experience. Period. Even if you don’t throw down a shekel or two on this visit, they’re confident that if they treat you right, you’ll be back. It seems to be working, evidenced by their ever-growing market share.
What’s the equivalent of color-coding your customer experience? Can you achieve a similar high-touch, deeply customer focused experience from inquiry to support? Great brands achieve this in their own unique way. And that’s the key. Find an approach that provides an unprecedented customer experience in your industry, but is wholly authentic to your brand.
By the way, during your Apple store visit, don’t forget to read the clever quips on the staff’s tees. A little sense of humor goes a long way in business, especially these days.
Thanks for being involved today.
Tim
Your receptionist has a unique opportunity to build your brand, each and every day.
Think for a moment about the last visit you made to an office. Any office — a supplier, a customer, your dentist, your cable company. What was your first impression after you introduced yourself at the reception desk? Did the receptionist seem happy to see you, or were you clearly just another interruption in his or her day?
In the past month, I’ve experienced three memorable receptions while visiting three client headquarters in the U.S. and Canada. On each occasion, the person at the reception desk made me feel welcome to be there, as though I was visiting a fine hotel or the home of a good friend. By using my name, making reference to my last visit and making more than small talk, each employee made me feel important to the company.
Receptionists play an often overlooked role in the creation of a brand experience. In what may not amount to more than a brief moment, they can add to the lasting impression of your brand.
What impression is your receptionist making? Have you spent time involving him in your brand strategy? If asked, could she tell you what promise your brand makes?
The next time you’re briefing your employees on your brand, save a seat for your receptionist. The investment will pay a dividend every day.
Thanks for being involved today.
Tim
Who: Tim will be be presenting “Stop telling, start involving” on the first day of the event, Monday, October 12, 2009 from 1:45 to 2:45 p.m.
What: IABC Pacific Plains Region Exchange Conference
When: October 11-13, 2009
Where: Depot Hotel, Minneapolis, MN
For the most up to date information about the conference, please visit: http://pacificplains.iabc.com/communicators-events/regional_conference.html
Involving your employees in the delivery of an exceptional customer experience can win hearts and gain customer loyalty, even in tough times.
Paying a visit to Dan Taylor’s establishment at 51 Bank Street in Stamford, Connecticut, is an experience on par with any of the finest restaurants in the town — in fact, in the country. The only catch is, Dan’s business is not an eatery; it’s a design studio.
Dan has established a culture at Taylor Design that is analogous to your favorite restaurant — you know, the one you return to again and again, because they treat you right. Dan and his team have created a carefully planned and executed customer experience. In fact, it’s all there in black and white and red in the Taylor Design employee manual:
“Customer loyalty and satisfaction is the key to success, so we must deliver what we promise without exception. Be like your favorite restaurant—remember why you keep going back for more.”
What makes Dan’s approach unique is not that this vision is captured in the employee manual, but that they live it, everyday. “I asked myself, what kind of business could I look at as a model for running a great business?” Taylor said. Inspiration came from a visit to the Columbus Park Trattoria in Stamford where Italian mothers still hand roll the pasta each day for their signature dishes. “It’s that attention to detail that makes the difference,” Taylor stated. “The food is excellent. The ambiance is elegant, but approachable. The staff creates an upbeat vibe. They recognize you when you walk through the door, without going over the top. Even in a down economy, people keep coming back. They make the customer feel important.”
Dan offers five tips to create a great customer experience:
- Hire the best people.
- Create and deliver excellent work, always.
- Model the desired behavior you want your employees to live.
- Be genuine with the customer.
- Don’t use voicemail.
Don’t use voicemail? That’s right. If you call Taylor Design, a living, breathing human being will answer the phone. They simply don’t use voicemail. Why? Because it’s the personal touch that creates a customer experience that will keep customers coming back.
Dan has created a remarkable business. As he states in the employee manual, “Taylor Design is a work in progress and anything we can do to make it a better place will benefit everyone.” That’s an open invitation for involvement. That’s a recipe for a successful brand.
Thanks for being involved today.
Tim
Who: Tim will be be presenting “Persuasive Presentations: What’s your point?”
What: Northern Fairfield Professionals meeting
When: November 17, 2009, 6-9 p.m.
Where: Holiday Inn, Danbury, CT
For the most up to date event information, please visit: http://nfp-ct.org/cgi-bin/p/awtp-home.cgi?d=northern-fairfield-professionals