leadership dot #4131: helpful

I attempted to get a gift receipt at the Walmart self-service checkout. I hit the gift receipt button, checked the item I wanted the receipt for — and nothing printed. When I asked the clerk, she sent me to the service desk to wait in another line to retrieve what I needed.

While I was there, the clerk told me that “she’s been getting a lot of these requests from customers” and that my problem was that I did not hit the “apply” button after making my suggestions. I asked her how I would know that. “I’m just trying to be helpful,” she said.

No, helpful would be putting a sign on the registers letting people know that before they had to wait in line to learn about it. Helpful would be to automatically print gift receipts for every item over $X during December. Helpful would be to have an actual human working the checkout line.

I hear from my clients that customers are crabbier than ever. Perhaps it is because there is less service and more reliance on the customer to figure it out themselves. You can have a true competitive advantage if you operate your organization from your customer’s perspective and become proactively helpful instead of pointing out where they failed after the fact.

leadership dot #4034: refills

It’s back to school for many districts and universities, and the bookstores are buzzing. I visit college bookstores whenever I can as I’m always curious about the latest products of interest to college students (and I’m an office supply junkie). I was surprised to see a display featuring multiple sizes of lead refills with many sold out. I did not think students still used mechanical pencils…

…until I remembered that I was at the Milwaukee School of Engineering bookstore. Those doing technical drawing and drafting require lead and the store was ready to serve them.

It’s a good example of knowing your audience — such a display may last a lifetime in other settings, but for MSOE, lead is an important commodity.

Whether you are selling lead, writing a memo, pitching a project, or buying a gift the first rule to follow is knowing who it’s for. Keeping your recipient in mind will help you stay on point.

leadership dot #4024: my person

Organizations have come a long way in cultivating relationships as a way to make customer connections and to make the business seem more intimate instead of overwhelming. Car dealers let you schedule service appointments with a specific service advisor. Banks offer personal bankers for their clients. Veterinary practices allow you to have repeat visits with the same doctor. Universities pair students with life coaches that follow them through their educational journey.

While each service professional may have dozens or even hundreds of clients, that one-to-one relationship makes it feel more comfortable. It’s nice to recognize a face or have someone understand the backstory without having to repeat it each time.

The downside of this arrangement is that people become attached to their “person” and when someone leaves an organization there is a loss that is not felt in a generic environment.

If you adopt the relationship model, invest in the care it takes for it to work in the long term. Require ongoing documentation so the history is not lost. Provide transition time with the incoming employee if possible. Tend to the relationship by notifying the customer of the change and sharing a personal profile of their new person. Recognize that there could be some emotion attached to the departure. (My main contact recently resigned, and I was truly sad to see her go.) Assure people that their service will continue as it has in the past.  

Having a dedicated contact can result in positive and continued business, but the severing of that relationship can also leave people feeling untethered. Don’t take those connections lightly.

leadership dot #3984: ambivalence

Yesterday, I needed to do a return at TJMaxx but wasn’t sure of their holiday hours. I checked the website and it said closing at 9:30 pm regularly and holiday hours the same as usual. I wasn’t convinced that was accurate, so I called. An automated message said that their normal hours were a 7 pm close but no mention of holiday adjustments. I called again and punched the series of prompts to actually speak to a human — only to learn that they were closing at 8 pm (instead of the normal 9:30 — so both the website and phone message were wrong). Aye!

When I went to the store, I mentioned to the assistant manager that there was confusion with their phone recording. “Oh, those were our Covid hours,” she said. Period. Not “I’m sorry for the inconvenience.” Not “I’ll get on it and fix that right away.” Nada. She didn’t verbally say: “Too bad, so sad,” but that is what she communicated.

Managers often wonder why their employees don’t deliver great service or go the extra mile for customers. This is why. If employees don’t see service practiced or a diligent work ethic implemented by those in leadership roles, they act the same way those in charge do. If you want stellar behavior, it starts with modeling it yourself.

leadership dot #3973: QR

Magazines used to be pervasive in waiting rooms — there would be a variety of publications in a stack for you to peruse during the inevitable delay of the doctor. Then came budget cuts and a pandemic, and in many places, the magazines disappeared.

A brilliant solution to this can be found in a doctor’s office in Boston where they have a QR code for patients to scan to receive a free magazine that they are able to read while waiting. It’s free to the user, contactless, and provides an opportunity for the publication to entice new readers with a current sample. A win-win for everyone.

QR codes had their day then faded, but they seem to be making a resurgence due to/after Covid. Is there a way for you to deploy the simple-to-use technology to give customers and potential customers access to your materials? It may be a great way for you to provide low-cost samples of the resources you offer.

leadership dot #3972: compassionate

A friend had to take her dog to the emergency vet due to seizures caused by ingested gum. (Xylitol sweetener is super-bad for animals.) This, of course, required tests and treatments — and a four-hour wait, an average length for this type of visit.

It seems that the vet was focused solely on the medical experience and failed to take the total experience into account. There was no area for the pet parents to eat a meal. No grass for the pets to use when they left. The building was located away from retail or food, making it inconvenient for people to grab a meal during their wait. Instead, my friend had to leave to get dinner and then eat it on the concrete steps outside the building. What happens in the winter?

Of course, the medical care was (and should be) the primary focus, but why miss the opportunity to tend to the human care as well? Anyone who is at an emergency vet is full of anxiety. A bit of attention to provide the humans with a compassionate experience could go a long way in addressing the worry that comes from needing to be there in the first place. Delivering good service encompasses everyone that is involved in the transaction.

Thanks, Laura and River!

What could have been….

leadership dot #3963: cleanliness

While Disney World tries to keep its maintenance crews inconspicuous, in Spain it was just the opposite. In central Madrid, you saw cleaners everywhere — people pushing carts and working to keep the streets free of debris. The crews wore bright neon green and blue — presumably for safety reasons, but it also served as a visible sign that people were deployed to keep the city clean.

The you-can’t-miss-them choice of outfits served to remind people that the city was paying attention to the aesthetics and environment, so even if someone saw trash, they knew there were crews working. The obvious presence of the cleaners may have also served as a deterrent to those who otherwise would throw something on the ground — it tugs a bit more on the ethics when you know a person will have to clean up your mess.

You can communicate so much without ever saying a word. Being intentional about uniforms is one way that Madrid demonstrated it values tourism, cleanliness, and safety. What do your accessories and non-verbals say about your organization?

“limpieza” translated means cleanliness or cleaning

leadership dot #3962: cashless

Like at many chapels, the Shrine of Our Lady of Fátima in Portugal sells candles. These are used by people who light a candle to accompany the prayers they offer up in this holy place, usually after donating some money on the honor system to pay for them.

At Fátima, they realize that a) people may not have cash on them and b) that they may want to take candles home as a memento from this holy place. So, in a juxtaposition of traditional and modern, the Shrine offers a QR code to allow people to charge candles to their credit cards. Now, instead of lighting one candle or forfeiting the ritual, people were walking out with armfuls of candles as souvenirs. No cash was needed to make an offering or to go shopping.

I’ll bet that the Shrine nets far more revenue with this approach but it benefits the visitors as well. It’s another example of meeting people where they are — and making it easier for them. Is there an aspect of your business that you could make self-service or change a process to facilitate transactions? If a century-old religious shrine can embrace technology and cashless payments, it’s likely you can, too.

leadership dot #3961: point

A restaurant in a popular tourist area of Lisbon solved several issues by creating a visual menu. Instead of listing items in Portuguese or even several languages, the menu consists of all pictures.

The visual menu allows people to point to the items they want without any language barriers. It saves the wait staff time that would be lost trying to figure out what people were ordering, and I’d guess that it cuts down on incorrect orders as well. The menu was displayed in the window, enticing tourists who knew that they would have a smooth way to order.

It reminded me of the frequently-used example of how curb-cuts for wheelchairs also benefit others — people with bikes, strollers, wagons, etc. The curbs may have been ramped because of the Americans with Disabilities Act but the accessibility serves other purposes. The same is true of the visual menu — it was designed for tourists and obviously benefits them, but it also makes life easier for parents helping kids order and aids everyone who works at the restaurant.

What is something you can change to make life easier for someone? Making something easier for one is likely to enhance things for many.

leadership dot #3960: check, please

I’m always interested in small things that can delight a customer — especially when it costs little to do so. Such was the case at a restaurant in Barcelona where the bill for brunch came in a miniature egg carton with their sticker. Simple, easy, on-brand, and memorable. And so much nicer than leaving the check on the table or a generic plastic tray.

In his book about customer service, SAS Airlines president Jan Carlzon wrote about “Moments of Truth” — the dozens of interactions SAS staff had with customers and how each one was an opportunity to make an impact. The same is true for encounters where your organization can set itself apart by doing something unexpected.

Think about the many ways you touch your customers and hatch one idea into a memorable surprise.