Customer World

Poverty of attention

I often wonder as we have access to more or more information, why is it that it is getting more and more difficult to take decisions ? Jeffery Phillips had a very interesting perspective on the same.Jeffery writes:

"I spotted a statement on a whiteboard that's stuck with me for a few days.  On the white board, in big, messy handwriting, was the statement:

A wealth of information leads to a poverty of attention.

The point of the statement is that what we are missing - what many of us lack in today's working environment - is not enough information, but enough attention to the important things.  We've migrated from decision makers who had to "go with their guts" and could focus their attention on important things, to those who simply cannot (and will not) get enough information and who are distracted by the search and analysis of information, rather than focusing the right amount of attention and effort on any particular problem."

We just need as much minimum information as possible( or just the right information)  and enough  time for attention amongst ourselves to make the decisions.

 

Secrets to building a customer-centric organization - #4

When it comes to building a team in an organization that thinks and breathes customers & selling best-in-class offerings, the process of recruiting the right 'fit' people rather than just the right people is important. What does this mean? It means that you might have identified the most qualified and the most experienced person for the job but they might not fit the culture, values, motivation, passion and environment that you may have in your company. The right fit is as much important as the right people. NY Times has an interesting article on 3 ingredients of success which provides more insights when you want to evaluate people and understand why they do what they do:

• After interviewing 200 people worldwide “who have made a difference in their fields,” three authors conclude that “success in the long run has less to do with finding the best idea or business model than it does with discovering what matters to us as individuals.”

• “When success just means wealth, fame and power it doesn’t last and it isn’t satisfying.”

• ...builders find lasting success when three essential elements come into alignment in their lives and work.

1. The first element is meaning. “What you do must matter deeply to you,”
2. The second is a “highly developed sense of accountability, audacity, passion and responsible optimism.”
3. Successful people “find effective ways to take action.”

Check the people who you want to recruit against this backdrop because you want to have in your team winners and not losers. Believe me, the difference will show and your customers will see it.

Secrets to building a customer-centric organization - # 3

Every customer-centric organization has to create a culture of organizational authenticity.

There is an interesting discussion around this topic in Fast Company. I have taken a few of the discussion points and posted them here.

What is organizational authenticity? Organizational authenticity means what is felt and thought concerning the mission and purpose aligns with what is said and done on a regular basis. - Paul S Markle

Transformational leadership transcends the one or few individuals and instills a sense of purpose and vision in the entire organization. The power play role of leadership is more focused with their position in their 'world' than organizational authenticity / integrity . - Donna  Karlin

How does a company ensure they attract authentic leaders for sustainability and growth and to promote a culture that is based on integrity?

"I believe there has to be a two way accountability pact or structure where both staff and leadership can ask and answer the question (in the affirmative) "Am I where I need to be to reach my level of excellence?" and "I am inspiring all those around me to reach for their level of excellence?" And can all include "...and live in alignment with my personal values and ethics?" If the people care about each other enough to ask, then they'll care enough to be authentic." - Donn Karlin

Here, you can take a organizational authenticity quiz. Go on and take the test!

Leadership scarcity

It's easy for organizations to be wanting to be customer-centric but the challenge is the need for a leader who can set the agenda, pursue the agenda relentlessly, be steadfast about the results, be ruthless about execution across various departments in the organization etc.. But, according to Jeffrey Phillips that's the area where there is a huge gap. Company boards need to find such leaders and there seems to be scarcity for such souls:

....there are few true leaders in most businesses, since it is impossible to pursue more than a handful of "visions" or strategies in any business without complete chaos.  Most senior executives in businesses are "managers" - that is, they understand the vision and attempt to implement it to the best of their understanding.  They don't create the vision, and in most cases don't fully back it or understand it, but are doing their best to implement the vision.  In any context, in any organization, there can be a maximum of one leader in this regard, however, in most firms there aren't any real leaders.  Most CEOs are pragmatists, guided by Wall Street and expected earning and returns.  Some leaders, like Jack Welch for instance, became recognized because he had a vision and pleased the street.  Some leaders, like Steve Jobs, have been recognized for their vision but have had up and down experiences - most likely because they could not communicate their vision effectively to a solid management team below them.  In many other firms, however, it is difficult to identify who is responsible for creating a vision and encouraging people to follow his or her vision.

....The best place today to find true leaders in businesses is in smaller, private firms.

Secrets to building a customer-centric organization - # 1

I have been coming across some interesting quotes (which resonate a lot & appeal to me) as building blocks towards creating a customer-centric organization. There is no one formula but I thought I will blog about them (as and when I find them), aggregate them here so as to serve as a resource for all. Here's the first!

How to get employees engaged?

I have already written in the past about the need to motivate employees to build customer-centric organizations. Technology can only do so much. We can have all the technology in the world but without engaged employees all these investments go down the drain. What are the building blocks of getting started on this? 

Nick Smith has some good suggestions:

• Know where you are coming from.
  It's probably wise, before stepping up to the leadership plate, to examine our own motivations because 'where we are coming from' speaks far louder than anything we might say or do.
• Make conversation a first class citizen.
  Conversation is the way we have got things done since Adam and Eve decided to walk out of the Garden of Eden.  The process flow is always the same:
  Ideas ----> Conversation ---- > Agreement ----> Action.
• Start slow to go quick.
  It's in wandering around, kicking the tires and sharing our frustrations that we come to discover a place we can call our own within a team.. something we can contribute and feel good about.. some role that we can fill (or learn to) that is personally meaningful to us.
• Get comfortable with blindness.
  Helping people find their own inspiration can be tricky.  Many times we don't consciously know what we want ourselves, but it comes disguised as a rant.  After all, we never get angry about the things we don't care about.
• Let go of the concept of 'failure'.
  Going out on a limb is messy.  It's all new to us, like learning to walk all over again.  We trip, we fall down, we pick ourselves up and then we do it all over again.  If we've got someone looking over our shoulder ready to snatch back control when we mess up, then we give up trying.
• Use consent rather than consensus as a framework for decision making.
  Many of us talk about Enterprise 2.0 as the democratisation of the workplace.  But seriously, is democracy that good a model?  As far I can see there are two big problems with it.  First, the bigger and the more diverse the group, the longer it takes to get a consensus of opinion.  Secondly, debate has a way of killing the brightest ideas.
• Be mindful of unexpected good stuff.
  This is about staying open and receptive to  what can never be planned.  The really magic stuff that comes out of great groups is the stuff that comes out of the blue.  It's not east to describe but when it comes it sneaks up on us and hits us up the side of the head.. and  we know.
• Be disruptive.
  Most people think of good leadership as maintaining order and keeping everything running smoothly.  What we are talking about here is the exact opposite.  Instead of being a good 'motivator' you can be a master disrupter - rearranging things to allow us to do what naturally moves us, and getting the other stuff out of the way.
• Be the keeper of the sacred scrolls.
  Just kidding!.. or maybe not.  It's part of the human condition to forget what is most important to us.  We get stuck in the inertia of those two old, tired ideas - 'work' and 'effort'... and then forget that  the real magic happens when we just enjoy our Selves.

Living life in the edge

I have been reading a lot articles on disruption,crisis management in corporations, rapid cultural changes in society, changing media habits of consumers due to new techonologies etc. I have always wondered how does one keep pace with such sweeping changes and how, me as a leader, keep the edge without jumping off the edge? Here are some interesting tips from Fast Company on what some leaders do:

Many leaders say that pushing the limits outside the office gives them the experience of being in the moment, especially in times of crisis and keeps them focused, ready to take action. They say it helps them become comfortable with pressure and embrace risk.

• Continue moving…inaction leads to stagnation.
• Read…anything.
• Talk to people…constantly.
• Ask for feedback and be open to what you hear.
• Try something that seems counterintuitive.
• Don't let others in your organization do all the dirty work.
• Go work "on the line or in the trenches".
• Do a 360 on yourself.

Try This

Make a list of all the things that inspire you about other leaders. Compare them to your skill sets. What are you missing that they have? This is a great place to start understanding what you need to do to go to the next level. Then start learning those skills and practicing them. Start now, even if it's scary. You don't have to jump out of a plane to get your heart pumping; sometimes it is as simple as looking in the mirror and telling yourself the truth about something you should be doing and then taking the steps to do it.

'Physical Size Does Not Guarantee Success; What Matters Is Mental Size'

Subroto Bagchi, COO of Mindtree Consulting makes some lovely points on what it takes to build an organization. Frankly in my view, it's the 'soul of the enterprise' that makes all the difference.Everything else is replacable. Business  will follow if you cultivate the right culture. Ask yourself this question- Does your enterprise have a soul? Surely, your customers will know it, everytime your employees interact with them. May be you can start by asking them first. Be ready for a lot of suprises!

If you then want to go back to the drawing board, you can start thinking with Subroto's advice:

• Being big is not about size, but about mindset - Let us imagine that you want to someday build a skyscraper. You have to pre-think what plumbing must go into the skyscraper. It cannot be an afterthought.So you have to pretend that, "I am a skyscraper." The inlet and outlet for the skyscraper is going to be very different. So pretending [or imagining] is a very, very important thing.
• Countries like Singapore, or Israel, or Finland, are world leaders in many ways. These are developed countries. These countries are at the top-end of GDP. But they are so tiny. They're microscopic when you compare them to countries like India or Pakistan. Many of the African countries are significantly larger. In today's world, physical size does not guarantee success. What is important is mental size. Nokia was created out of Finland. Singapore's GDP is way bigger than the GDP of India, and ... the population of Singapore is half the population of Bangalore.
• Process to Empathy Ratio(PE Ratio)- Process is not a substitute for building an emotionally rich organization. Process without emotion can quickly bring you down to the lowest common denominator.
• Inventive Thinking -When you look at building an organization, yes, the first idea is important, but an organization is built only as an idea of ideas. Sometimes people fail because they don't take a long view of time. Sometimes they fail because they do not adapt. I think adaptability is very important.
• Create the right organization infrastructure - An organization, an enterprise, is about infrastructure.We have to continuously build infrastructure.Many companies do a good job of building the physical infrastructure. Some companies even do a good job of building the intellectual infrastructure. But above these two layers is what I call the emotional infrastructure. This is the most difficult - the most difficult to build and the most difficult to sustain.In a hyper-competitive world, it is easiest to demolish a company at the physical layer. It's less easy to demolish a company at the intellectual layer. But it is the most difficult to break a company apart at the emotional layer.
• Have the right balance - Look at your enterprise as a three-legged stool. One is the employee, one is the customer and the third is the investor. The three have to be balanced at all times. If you try to deliver to the investor at the cost of the employee, or at the cost of the customer, this three-legged stool topples over. So we need to be careful.

Read more

Understanding what makes a leader

Wired has an open debate - Do leaders teach? or Do teachers lead? - between Bill George, Professor at Harvard Business School and Wendy Kopp, President, Teach for America. In the quest of building customer-centric organizations, I feel it is important that there are enough leaders at every level in every organization who have a mission in mind and work towards that purpose relentlessly. This article has some interesting points on leadership which resonated with my thoughts a lot. Hence, I felt it will be a good read for you:

• In my studies of leaders who have failed, these leaders fell prey to the pressures and seductions they faced. It wasn't that they lacked leadership skills, style or power, but that the extrinsic rewards of leadership (money, fame, glory and power) went to their heads.
• Their egos, their greed, their craving for public adulation, and their fear of loss of power overwhelmed their responsibility to build their institutions.
• In contrast, authentic leaders understand that leading is not about advancing themselves and their personal interests, but serving others and bringing them together around a common cause. In the end they create great organizations because people are inspired to step up and lead.
• Perhaps leaders are more likely to stay on course when they're pursuing their passions.
• "Why is it so hard to lead yourself"? The answer lies in differences between your idealized self--how you see yourself, and how you want to be seen-- and your real self--how others actually experience you. The key to being able to develop yourself as a leader is to narrow that gap between your idealized self and your real self by developing a deep self-awareness that only comes from straight feedback and honest exploration of yourself, followed by a concerted effort to make changes.
• Teaching successfully is an act of leadership, and I often hear our corps members and alumni describe the moment they broke through as a teacher as the moment they realized that this work is not about them, but rather about their students.

I think the article really provides insights into how we should plan, prepare, practice and evaluate ourselves honestly, if we have to become great leaders.

Home or work - Rules are the same!

Read an extremely good article in ET friday last. Written by Verne Harnish, he says:

What is the underlying handful of fundamentals that drive everything else that’s important in business? What is still fundamental today in building a successful firm that hasn’t changed for over a hundred years? Tom Meredith, former CFO of Dell Computer, and I were discussing how the fundamentals that create a great business are the same as those for parenting great kids.

Anyone with children will recognise the fundamentals as:

• Have a handful of rules
• Repeat yourself a lot
• Act consistent with those rules (which is why you better have only a few rules)

Further, he also quotes from Rockefeller’s leadership and management principles:

Priorities - Does the organisation have objective Top five priorities for the year and the quarter (the month, if growing over 100% annually) and a clear Top one priority along with an appropriate theme? Does everyone in the organisation have their own handful of priorities that align with the company’s priorities?

Data - Does the organisation have sufficient data on a daily and weekly basis to provide insight into how the organisation is running and what the market is demanding? Does everyone in the organisation have at least one key daily or weekly metric driving his or her performance?

Rhythm - Does the organisation have an effective rhythm of daily, weekly, monthly, quarterly, and annual meetings to maintain alignment and drive accountability? Are the meetings well run and useful?