It turns out that the world has been swimming in positive psychology for a couple of decades. Amid that, we have many things to cite in the world that aren’t so swimmingly positive. And how many of us have fallen prey to the motivating seminar or sales pitch, only to fail later when we return to our old habits and practices. Being positive, having unabated enthusiasm, and putting blinders up to all things negative, doesn’t create the warm, fuzzy, prosperous future we once thought it would.
In the December issue of Psychology Today, Annie Murphy Paul, explores the uses and abuses of optimism (and pessimism). Like the author of the article suggests, as in many things, context matters. It turns out that there is a time to be optimistic and a time to be pessimistic. Sometimes it is helpful to think of things that might go wrong.
Today 10,700 people employed by Borders will begin losing their jobs as the company plans to shutter it remaining 399 stores and liquidate the entire business. Once considered a staple, the big chain bookstore might be the flour for a recipe that no longer gets baked.
According to the Deloitte Center for the Edge study in 2009, only 1 in 5 employees are passionate about their jobs.
Imagine the untapped potential that exists in the remaining 4/5 of your employee population. What if you could harness their potential and put it to good use, creating value for your customers and for your organization.
So how do you know if you are delighting customers? Is there something more effective than the revenue yardstick or monitoring what people say on social networking? Customer satisfaction surveys don’t seem to work; people say they are satisfied and then leave anyway.
How many of us kick ourselves for not purchasing a boatload of Apple stock a few years back? We tend to put off taking actions, not because we don’t see the upside potential, but because we’re busy fighting fires. Here is a tip you can bank on. Happy customers are your only source of long-term revenue for your organization. Our recent economic downturn has compounded the problem; organizations responded by cutting budgets and by diverting attention inward. You may be kicking yourself down the road when Continue reading “Want a better Bottom Line, Deliver a better Customer Experience”
How are you doing with customers? How do you know? Which touchpoints matter the most in the customer journey, to your organization and to your customers? Are they the same? Do you even know what the customer journey looks like? Have you mapped the customer experience across all touchpoints? What does the conversation in your organization look like surrounding this?
It turns out that much of what I’m describing is invisible. For most, Key Performance Indicators related to the customer’s experience largely reflect, how many people were exposed, how many bought, and how many returned or got help. But, those are only base indicators. In a world with a new customer high bar you need to go beyond base indicators. You need to understand what is important from your customers perspective, when, and where. You need to understand this at each touchpoint. “Yeah yeah, customer service has that,” you say. But they really don’t until you dig for it. And when it isn’t easy to dig for it, you don’t. Likewise for your prospective customer. They don’t want to dig either.
“don’t be fooled into thinking that is good enough”
Think about the culture of your organization. Are you allowed to fail, is it encouraged, learned from, or it is something to be avoided at all costs. Recognize that as organizations mature they become less tolerant of risky, unproven, new ventures that have uncertain potential.
In public companies, beholden to the perceived needs of investors, this is troublesome. While these skittish companies and the leaders that drive them focus on short term needs of investors, more fearless upstarts are redefining industries and taking away customer mind share.