Take a few minutes and walk through your place of business today. Really look at the people who work for you. Your goal — identify the employees who are just there to get the paycheck.
Maybe it’s the 16 year old part-timer who calls in sick about as often as she shows up.
Or the employee who has been there for the past 20 years and is just biding his time until he hits retirement age.
Or the employee who is still bent out of shape because they got passed over for a promotion and goes out of his way to sabotage the woman who got the nod while he looks for another gig.
Congratulations — you just met your organization’s new spokesperson. There is no “off the record” anymore. Because we’re always on the record. Just ask former Congressman Christopher Lee.
The idea that a disgruntled or disengaged employee could say something unfortunate is not new. But in the good old days, they might tell a few friends over a beer or vent to their family, but it was pretty contained and isolated. And as soon as the words left their lips…they evaporated in thin air. No record, no residual.
Not today. Any employee can shoot off their mouth on Facebook, Twitter or another social media outlet and literally infect thousands of people with their opinion in a matter of seconds. And thanks to Google, screen shots, archives and savvy web users — those words never disappear. They are etched in digital stone.
Whether you like it or not, this digital age means that every single employee you have represents you 24/7. On your time, on their time. On your communications tools and on their own.
Before you start breathing into a paper bag — recognize that this isn’t an inherently bad thing. It can be a wonderful thing, if handled right. But it does require that you understand the risks, the potential rewards and how you can set your employees up to be fantastic representatives of your brand.
How those employees look, act and perform their job functions speaks volumes to customers, prospects and even the other employees.
As I was driving into work this morning, I was behind a car with the vanity plate NAWTGRL. At first I just laughed to myself but then I got to thinking about the consequences of a license plate like that.
Putting legalities aside…let's say that you had interviewed a woman and found her to be qualified for a client-centric job opening. She would be out and about on your behalf (in her vehicle) and clients would not only see her but probably ride in her car to meetings, lunches etc.
In your mind, as the interview was winding down, you were thinking that she might be a good fit. But as you walked her to the door, you noticed her license plate — NAWTGRL.
Would that influence your decision to hire her and have her represent your organization?
How do you balance a prospective or current employee's right to express themselves (vanity plates, tattoos, hair color/style, piercings, extreme (either side) political opinions/signage in their office, etc.) or do you think that has no business being a part of your hiring decision?
I don't know the "right" answer — just curious to hear your thoughts.
Here's the challenge with most brand promises. They only live at the top of the org chart. It usually happens on a corporate retreat. The C-level gang gets together at a lodge or fancy hotel and they talk about vision, mission and maybe even a company pledge or promise. Then, they either lead themselves or hire a consultant to lead them through a 2 hour exercise and from that exercise emerges their new brand.
(cue the trumpets blare)
Now…the front line employees aren't involved or consulted. In fact, they first see the new brand promise as a tagline on the new ad campaign. They don't understand it's not just marketing spin. They don't get that it is a promise that THEY are supposed to keep. Because no one told them.
Let me tell you a story I heard a few years back. A concierge in a luxury hotel with an impressive brand name was working her usual shift. She was accustomed to handling requests and complaints from the most discerning and demanding of guests. But she was surprised when a first-time guest criticized the quality of the hotel’s complimentary combs.
“They’re horrible combs,” he told her. “They’re not like the combs at XYZ hotel. Now they have good combs. They’re heavier and you can't bend them like this," he said as he demonstrated.
The concierge apologized and asked what kind would meet his satisfaction. She promised him a better comb on his next visit. Sure enough, a few weeks later when he checked in, the guest found a selection of high-grade combs in his room. When he checked out, he left a note for the concierge. “Thanks for the combs. Much better. See you in a few weeks.”
The guest became one of the hotel’s most frequent guests. That one interaction, over a complaint most employees would not be aware that they should care about, created a loyal guest who has meant tens of thousands of dollars in annually recurring business.
All for a comb.
You see….that's the problem. While the C-suite can come up with a brand….they're actually not the ones who deliver (or don't) on the promise. Odds are, that hotel guest couldn't tell you the hotel's tagline. But he could sure tell you the comb story. Now that concierge was either just naturally gifted at customer service or she was well trained. She could make the brand come to life because she had been taught what it meant. She had been trained to look for opportunities to make it so much more than a tagline.
Think about how she could have reacted:
She could have shaken her head as soon as the man walked away and declared him a pain in the rear.
She could have given him directions to the nearest drug store so he could buy a better comb.
She could have pacified him and then forgot all about it.
She could have "written it up" in some notebook, assuming someone would (or wouldn't) do something about it.
But she didn't. She recognized an opportunity to create a "story worthy" moment.
So one guy loves the hotel. Does it matter in the grand scheme of things? You bet. The ROI of customer loyalty has been proven again and again. This isn't just touching-feely stuff. This is bottom line results.
It's not enough to say you have a brand. It's not enough to have a good brand. It's whether or not your employees know and live the brand. And that doesn't happen by happy coincidence or luck.
It happens when you involve them from the beginning and it becomes a part of your company's DNA thanks to plenty of reinforcement, training and best of all — the "lore" that grows from customer stories. Whether it's the age old favorites of Nordstroms (who hasn't heard the tire story) or the latest example — Zappos — when you create story worth moments, the brand really comes to life.
In marketing, we talk a lot about being remarkable. We want to delight our customers. We want to create moments that they can't help talking about. In short — we want to stand above our competition in a way that we become the brand of choice.
I'm here to tell you — we don't have to be on all too high a step stool do just that.
Earlier this week I was in Mt. Kisko, New York conducting a social media workshop for an advertising agency. After we were done, the agency owner and I decided we needed some caffeine, so we swung through the local Dunkin' Donuts.
What I witnessed in those next 15 minutes could be a half day case course on customer care and employee relations. I'll try to sum it up.
It's around 5:00 in the afternoon, so most of the people in line (and there was a significant line) were just buying some form of coffee. There were two guys behind the counter and a manager who flies in with supplies (milk, syrups etc) and then flies out.
It's taking them forever to fill anyone's order or advance the line. People seem pretty frustrated with the two clerks — neither of whom seem to actually know how to make many of the coffee drinks. Worse…as they are getting it wrong, they're sort of giggling about it — clearly uncomfortable. But they're not asking the manager for help, which I observe and think is a bit odd.
Finally, it's my turn to order. I order the two coffees and the guy has to ask me 3 times what I ordered. Meanwhile, the other clerk is taking an order from an old man who is clearly agitated. The manager walks by (carrying more milk) and the old man says to him in a very loud voice, "this is the worst Dunkin' Donuts I have ever been in!" (Now before you keep reading…stop and ask yourself if a customer said that to you in front of a room full of customers…how would you react?)
The manager looks at the old man and in a very sarcastic voice replies, "thanks for the compliment." The old man shakes his head and then commences to shout at the clerk because he's making the wrong coffee. I'm thinking to myself two things: First…blog post heaven and second, this can't get any worse.
I was wrong.
After the old man leaves, muttering under his breath, the manager says to the two clerks — "if that old guy ever comes in here again — you tell him to go someplace else." In the next breath, he adds, "and if you two would stop talking to each other and listen (and then he shouts for some emphasis) LISTEN to the customers — you wouldn't be getting all of these orders wrong." He continues to berate his clerks for a couple more minutes and then storms into the back of the store.
As you might imagine, the two clerks gave him a look that pretty much substituted for the finger and get back to trying to fill the order. Now I get why they didn't ask him for help.
Meanwhile, I am holding up a $10 bill because we got our coffees (mine was wrong but it wasn't worth the drama of saying so) but no one has taken my money. Both clerks nod at the other guy when I ask who I should pay. I practically have to insist that someone take my money. Finally, the kid who filled our order starts to ring us up. I remind him of what we ordered. My coffee alone should have been $3.95 but somehow he ends up charging me $4.20.
The point of this incredibly long tale? Here are some of my takeaways:
Without training and setting a good example — no employee can be successful
Secret shopping is a vital investment if you own a retail establishment
The manager/leader of an organization sets the tone for everything that happens
As customers, our standards and expectations are incredibly low (which means it should be easy to exceed them.)
Some people just should not have "front of the house" jobs
It only takes one bad experience can taint the consumer's impression about the entire brand (I see and think about Dunkin' Donuts in a totally different way now)
The whole experience was a train wreck. Are you so sure that your management team and front line employees would fare better? Are you really sure?
If you want a powerful, profitable company — create a powerful team. If you want to create love affairs with your customers — create a passionate team. If you want to leave a legacy — create a committed team.
Your team. Nothing reflects on a business owner/leader more than the team they build around them.
So in this world of disposable everything — how do you, with genuine intention, bring that mythical team to life?
Let them have a voice: There are few things more frustrating than having no control over your environment. Whether it's how to handle summer hours, what charities your company will support or how a customer service policy should be amended — ask them. Ask them and listen.
At MMG, 90% of the company decisions are made collectively. I toss the problem/opportunity on the table and we talk about it. When we think we've covered all the bases, we find consensus and move forward. About 10% of the time, it's a decision I feel I have to ultimately make — but I want the team's input first. So I ask. And listen.
Don't be afraid to use the "L" word: My friend Steve Farber teaches us in his brilliant book Radical Leap that the word and the emotion love belong in business. That there's nothing wrong with loving your team, your clients and your work. In fact, I'd worry if you don't.
Make it mean something: I don't care what you do — it has a higher purpose. Jim Collins calls it a big, hairy audacious goal. A true BHAG is clear and compelling, serves as unifying focal point of effort, and acts as a clear catalyst for team spirit. It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines. If you don't have one….your team needs you to create one.
Celebrate the big and little wins: This doesn't have to be "send the sales force to Vegas" sort of celebrations although there's nothing wrong with those either. It can be as simple as gathering everyone together for a quick high five. At MMG, we have a drum that when someone has big news (new client, big project successfully completed etc.) — we bang the drum and everyone comes to the conference room to hear what's up. It's about taking the moment. (And we're not always good at it either, so cut yourself some slack…but make it part of your culture!)
Thank them in surprising ways: Again — this doesn't have to be a grand gesture. Part of the fun of it is the surprise element. One of the goofier ones that I've done is this simple. Go buy gift cards for various places (iTunes, restaurants, your local grocery store etc.). Get enough so you have one for each person on your team. Then go buy the same number of Pringle's cans of chips. On the bottom of each Pringle's can — write a number 1- how many ever you bought. Spread the gift cards all over the conference room table and put all the Pringle's cans in the middle of the table, so no one can read the numbers.
Call in your team and tell them (with love) how proud you are of them or congratulate them on some client accomplishment or whatever. But…set the mood and tell them why you're doing this. Then, let each person randomly pick a Pringle's can. Whoever got the #1 can gets to pick among the gift cards first, etc.
It will take you 10 minutes, but they'll remember it for much longer than that.
Bottom line — building a rock solid team doesn't happen by accident. It is borne from love, gratitude and sharing a vision that matters. The good news is — it costs very little and the rewards for you, your team and your clients — is huge!
In corporate America (and probably corporate World), rules get created when people make bad choices. It's how child labor laws came to be and why we now have sexual harassment policies. The few and the stupid are the catalyst to regulation.
Which is why it's not a shock that companies big and small are beginning to institute social media policies. After the Dominos pizza incident and the world famous FedEx tweet — who can blame business leaders from wanting to protect themselves by setting down some rules?
I've put together a long list of social media policy examples for you to use as you create your own. I'll keep adding to the list as I find new ones, so you might want to bookmark the page. You can view/download them by clicking here.
Over the past few months, I have been delivering quite a few presentations on social media to groups (conferences, conventions etc.) of business leaders.
One aspect of embarking into the waters of social media that seems to give most of them some sort of tick is the idea that you have to relinquish some control.
You can't take advantage of the connectivity, reach and viral nature of he beast without also being willing to connect, reach many people and let others share. It's like wanting to enjoy the sensation of flying over the water in a boat at high speed but without the engine noise. It' the "other people" part of social media that provides its power.
Here's what I think of as social media's price of admission:
You have to be willing to spotlight and amplify other people's voices:
Many business owners seem to want to mute their employees and customers. That doesn't work in social media. Not only do you need to "let them" talk but you need to invite it. You have to allow comments. You are the topic of conversation somewhere. This is just about allowing it to happen (and encouraging it) in your digital home.
You have to be willing to be imperfect:
You need to be willing to be imperfect (like Dominos). You need to be transparent and that takes some courage. But let's be honest here. Everyone already knows you're not perfect. And…will actually respect and love you all the more for just admitting it. It's not how or whether you screw up. It's what you do next that matters.
You have to be willing to let others change your direction:
Viral means letting go. It means tossing an idea or program out into the social media space and inviting other people to pick up the ball and run with it. Sometimes, they go where you think they'll go…and sometimes they'll surprise you.
I'm pretty sure the FourSquare folks (a location based social network) hadn't anticipated that Marcus Brown would create the International Day of the Toilet — and encourage his worldwide network of friends to all create "water closet" venues on Foursquare. The interesting thing is — will FourSquare shudder at the news or help promote the idea?
There are plenty of other things you need to do to create a successful social media presence. But…if you can't swallow these three, don't even get started. Social media is nothing if it's not about inviting other people into the party.
I had a meeting with a client this morning and one of the topics on the agenda was how could they better promote an internal training event that was optional for the employees.
When I asked how they would normally promote it, they said…we'd make up a flier with all the information and attach it to an e-mail. We'd send it out to everyone. We might send it out a couple times or ask their supervisors to also send it out.
There's nothing wrong with what they're doing. But, there's not enough right. You've got to toss a lot of messages and media into the blender and mix it all up — to try to reach everyone.
Here are some other ideas we came up with as we brainstormed:
Tease them: Don't give them ALL the information at once. Give them the bare bones (date, time, place etc.) but keep some of the details for the next communication.
Catch it on camera: Run around the office with a flip camera and record some people who know about the event. Ask them why they're excited or looking forward to it. Post it on YouTube, your corporate intranet or someplace else that employees will go see it.
Drip marketing: Remember….you want your marketing to be a drip, not a downpour. So why get 6-8 little tidbits of the content (think if it like a snack…which is how we like to consume information) and rather than send out one huge e-mail….once a week, send a tip tied to the content of the training.
Let them eavesdrop: Using BlogTalk Radio or Skype + Audio Hijack, whip up a quick 5-minute podcast with the presenter. Let the potential audience hear the presenter's enthusiasm and energy around the topic.
Make it personal: Draft a quick 15-30 second script and ask every supervisor to personalize it and then leave a voice mail for their direct reports….inviting them to the event.
What have we done? We've hit them with the written word, teased them with tasty snacks of content, let their peers and supervisor weigh in, used multi-media, and made it personal.
All for the cost of….$0. (Audio Hijack is $32 if you opt for that solution).
How could you use this recipe for things you need to communicate internally?
As long as they keep surprising and delighting us….and becoming the poster child for exceptional customer service…you're going to keep hearing about them.
What's so memorable and talk-worthy about Jay's story is that one employee, not a corporate policy or CEO but one customer service rep who had clearly drank the brand's kool-aid took an extra five minutes and did something remarkable.
I think it's noteworthy that Eric's (the customer service rep) gesture was remarkable because it was personal.
After reading Jay's post, as a business owner, I found myself wondering these three questions. I'm thinking you should be asking them too.
Would every one of my employees recognize an opportunity to deliver a remarkable and personal moment?
Would every one of my employees choose to seize that opportunity?
If I can't answer yes to the first two questions…what am I doing wrong…or do I have the wrong employee?
I promise, this is the last blog post squeezed out of the recent DC trip. I can't help it…it was a fruitful couple of days.
I'm in O'Hare, waiting to board the flight to DC. It's about 5 minutes before boarding and the first officer (or co-captain — whichever is correct) came up from the jetway. He spoke to the gate agent and she handed him the mic.
Speaking very clearly and with great enthusiasm, he introduced himself, told us who our Captain was going to be and that they were all very excited about welcoming us on board flight XYZ. It was their pleasure to get us safely and comfortably to DC.
With that, he handed the mic back and headed down the jetway. He was genuine, having fun and everyone seemed to perk up a bit at his welcome.
I was impressed.
When we boarded the plane, the flight attendants didn't just keep repeating the same old "welcome on board" to each passenger. They went out of their way to have mini conversations or compliment someone's jewelry or crack a joke. I was one of the first on board, so I sat and watched them connect with just about every person who stepped on board.
Again, I was impressed.
When we were about 30 minutes from touching down in DC, the flight attendant came by and handed me a business card. (As she did with all the others) I looked…and it was the Captain's business card. He had hand-written me a note that said "Thank you for flying on United! How can we earn more of your business?" On the flip side of his card were his direct dial office phone number and his e-mail address. Holy cow!
Again, I was impressed.
Any one of these gestures would have caught my attention. And each one, independent of the others, would have made me feel valued as a customer and reinforced my loyalty to United. But look at the incredible impact this Captain and his entire crew had on the passengers of that flight by having the entire team focus on a single goal.
I can't imagine a single passenger got off that flight without feeling like the crew truly appreciated their business and was happy to have them on board.
In an age where the airlines are all fighting to survive, I would want to have Captain John McFadden and his crew flying for me! Wouldn't you?
How could your team be like Capt McFadden's? What would it take for you to get them all focused on the same goal and working in concert like they did?
We use cookies to ensure that we give you the best experience on our website. If you continue to use this site we will assume that you are happy with it.OkPrivacy policy
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=5578c37d-9c63-4713-b8c9-dd22f5e782cb)
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=82c3d9dc-4255-4e7c-b60b-29607479b58c)
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=fdde930e-655a-494d-9493-dbbc7e853df2)
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=836888c0-efca-4a97-a8ae-f89ada405386)
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=7efc2945-d0d6-4155-8db3-e969dd2738a0)
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=f7e0e9e6-a7ad-4f22-a72d-7e91afc80b7e)
![Reblog this post [with Zemanta]](http://img.zemanta.com/reblog_e.png?x-id=94a0f49c-b587-40f1-a7db-9bb769b7a9af)