The ‘That’s OK’ Economy

 

I recently wrote about how companies can provide small, unexpected surprises, based on their normal business practices, to create ‘WOW!’ moments for their clients. Of course, the opposite is true at the other end of the client’s experience spectrum, when you ignore the impact of your daily interactions you can plunge your customers into head-shaking reactions.

 

 

Example

I was at a bakery to buy a loaf of sourdough bread (really good sourdough bread). I waited in a long line for about 15 minutes, an eternity in the right-now-reality of today. Part of the reason, of the three registers, only one was being manned despite the obvious backup of customers (the line was 12 deep). But, the bread was worth it. Even though I had to listen to the customers around me complain about the ridiculous wait, it was worth it. As my turn approached I asked for a loaf of sourdough, thickly sliced. She gave me a legitimate blank stare. I waited and then politely repeated my order. She turned to the racks of bread loaves and asked, “Which one is sourdough?”

Uh Oh! The one with the little beautifully calligraphic sign that said, you guessed it, sourdough. “Can I get it THICKLY sliced?” “Sure.” As she put the properly identified loaf into one of two slicers, I recognized that she put it in the thin slice machine. I said, “No, no, the thick slice machine.” She corrected me, “This IS the thick slice machine.” Though I don’t work for this purveyor of carbohydrates, I could tell by the width of the cutting template which machine was which, but too late to correct. The deed was done and I had a thinly sliced loaf of bread. Oh, by the way, it was the last loaf of sourdough. She apologized and I said, “That’s alright,” and went on my way.

 

 

Example

At the movies, I ordered a medium Diet Coke. That will be $4.11. I gave her a fiver and she counted out the change. She thanked me and said’ “I hope you enjoy the movie.” I stood there and she asked, “Would you like something else?” “No, but I would like my Diet Coke.” What? I gave you the money and you didn’t give me my Diet Coke, thus the transaction is incomplete. She looked at me blankly. We all, unfortunately, are getting used to that look. I politely waited for a reaction and receiving none, I repeated the order of events until she finally perceived that she had yet to complete the transaction. She passed over the drink and as I had a sip on the way to the theater discovered it was a regular coke. “That’s alright,” I figured.

 

 

 

What’s the Problem

We immediately retreat from our expectations into the realm of ‘that’s alright.’ Neither of these incidents was world-changing, but both were evidence of a lack of face to face attention. This spells a lack of training and it is the core reason for our commonplace low expectations. The basics are a big deal and the basics should be the basics. If it is client facing, it’s NOT basic, it’s fundamentally critical to your desired outcome. Front facing is the empirical identity of your brand.

Check out how you’re greeted by the front facing folks at Chick-Fil-A or the Malcolm Baldridge National Quality Award winning teams at Rudy’s BBQ (when you’re in Texas). They make you feel like family and they know their stuff because they are well trained.

We expect things to go wrong, for the service to breakdown, for the ‘that’s alright’ experience.

So, if you are looking for WOW moments, look no farther than how your phone is answered, how your receptionist greets someone entering your office, how well those that are your front line warriors represent YOU.  You know what’s important and you can stop the dipped shoulders of a customer saying, “THAT”S ALRIGHT!”

MERRY CHRISTMAS, HAPPY HOLIDAYS, AND A JOYOUS NEW YEAR!

 

Every December, Laura and I enter our time machine.  It has been stored for a year in the depths of our garage. Surprisingly, it’s contained in a series of plastic interlocking boxes, lighter than one would expect from such a piece of chronological technology.

There is a ceremony that pushes back the pages of our lives and for an evening allows us to journey backward through our years.

The tree is up, the lights are strung and slowly we begin a smile and tear-laced exercise in time travel.

Ornaments are pulled from their protected confines and the strategic placing upon the tree begins.  It is not a haphazard exercise but instead one of planning, reflection, and joy. With a gleam in our eyes and soft smiles on our face we begin.  

“Remember when Colin brought this home from school?”

 

 

“Here is Dylan’s with his sh__eating grin.  Just like his dad.”

 

 

“Oh, our first Christmas together.”  Could that date be right?

 

 

Out comes a silly snowman my dad had made in the 1960s and it still held together.

 

 

Memories flood our living room like the beams of a warm sunrise.

This season is always a special time in any year.  It reminds us of how we became who we are. It locks in the connection we have with family, those here and those who have moved on.   It also provides us a promise of something yet to come, something that should be filled with hope.

Andy tells his friend Red in the film; The Shawshank Redemption;

“Remember Red, hope is a good thing, maybe the best of things and no good thing ever dies.”

The New Year gives us an opening for us to think about.  We all come with an expiration date and new chances and hope make us reach for the most we can in the time we have.

 

I hope the memories you build this year will find a special place in your time machine.

 

From all of us to all of you, 

 

MERRY CHRISTMAS, HAPPY HOLIDAYS AND A JOYFUL AND HOPE FILLED NEW YEAR.

Put Your Focus on These 2 Things

Simple drives the universe.  It’s a fact. At the top of the periodic table (you remember that chart from high school chemistry that organizes all the elements we’ve discovered) are two simple elements.  In the first place holder is Hydrogen. It is the lightest of all the elements and has just one proton in its nucleus. Despite its humble structure, Hydrogen is the most abundant chemical substance in the universe, representing 75% of its mass.  Right next to Hydrogen is Helium with an atomic number of 2 (two protons in its nucleus) and it is the second most abundant element in the known universe at about 24%. Simple dominates the known material in the known universe.

 

The idea that simple can be a dominant player in everything from strategy to system and process development has been the foundational principle of Creative Ventures for over 32 years.  We build our platforms and models around a maximum number of three parts. For us, three marks the outside boundary of simple. This takes incrediblediscipline and focus. We also know that if it can be done in two parts, well, that’s exponentially better than three. And, if you’re somehow smart enough to find a way to do something in one step, CONGRATULATIONS, you have a light switch and everyone understands a light switch.

In the recent bestseller by author Lee Child, his hero, Jack Reacher, was in a fight.  A witness told Reacher; “You really were harsh with that guy.” To which Reacher responded; “I only hit him once.  That’s the minimum number of hits.” That’s the Hydrogen of fisticuffs. I love the simplicity of Jack Reachers worldview!

 

I was sitting in a client meeting where we were helping design the curriculum for a series of five regional sales meetings.  I was astounded at the amount of stuff they were trying to jam into a two-day meeting. Every second was accounted for and the volume of content had my head spinning.  It would be a challenge for anyone participating in the meeting to weed through the density of content to discover real learning value. What information, knowledge or skills could a sales professional grab to improve their performance?  That was one of the main goals of these meetings, to provide the kind of programming that would make their sales force better. I get it, you need to introduce the new software package and that the recent shifts in compliance issues need to be addressed.  I know that an update on how things are going is a good piece, but no one was thinking about THE BIG TWO.

 

Within the apparent infinite amount of stuff on the agenda, no one considered the ONLY TWO THINGS any sales professional can actually control, the two things directly in their sphere of influence.  They can’t impact product mix or development. They can’t impact corporate resource allocation. They can’t impact governmental regulations.  So the question is; what can they impact? What can help them get better? There are ONLY TWO THINGS:

 

  1. How good are you at what you do?  This is about skill sets. What skills can make you better?  What existing skills can you hone to a fine edge?  You want to get better, add new skills and improve your existing skills.
  2. How do you treat your customers/clients?  You are the delivery service for the client experience.  This aspect of what you do is probably your top player is distinguishing you from everyone else.  In a commoditized world, the client experience reigns supreme.

You cannot provide enough of these two fundamental sales elements at any meeting.  If the idea is that your attendees will leave the meeting BETTER than they were when they arrived, then give the right amount of focus to THE TWO.   Teach them great sales skills and provide them innovative, unique, value-driven ideas to create a client experience that creates WOW moments. Hit your sales professionals with a focus on what they CAN control and you will hit your goal. A strong learning experience that makes your sales force better.

The universe treats simple as a dominant force, so should you!

Start with the Purpose and the Rest Will Follow.

 

Let thy speech be better than silence.

Dionysius of Halicarnassus

 

He was a retired NBA superstar and took the stage to a huge round of applause.  It was exciting and I was jazzed. I love studying other speakers with the evil intent of stealing as much as possible.  I had my sketch pad ready and we were off to the races, or so I thought. In my notes, I wrote, what is he talking about?  What is the message? I had ten different ideas on what the purpose of the talk was, but even as he ended, I had no idea. It was a classic scatter-shooting, shotgun approach to content.  He had the public speaking chops, but the heart of the message was hidden in fluff. There was no real purpose to the presentation.

In 1974 we sent the first radio wave message into space.  It was called The Arecibo Interstellar Message. Its design and message were INTENTIONAL, PURPOSEFUL and SIMPLE – “we are here.”  Just in case anyone is looking, “we are here.” In a simple visual form it looked like this:

 

 

On November 4th of this year, a bunch of smart guys at MIT had a better idea.  If the core of the message is just “we are here” you should use lasers.  “If extraterrestrial life exists (see the Fermi Paradox – https://www.space.com/25325-fermi-paradox.html ) somewhere in our galaxy, we should use laser technology.  We can create a celestial front porch light.”

 

 

They knew what the purpose of the communication was.  They created their projects with a purpose at the core of their design.  The purpose of a message is at the heart of a great presentation.  What is the core message? Define it and embrace the message in a story and you have the fundamental beginnings of a well- crafted presentation.

Stage presentations, like stories, have a definable beginning, middle, and end, but without knowing the real and true message, the actual purpose of your actions, you may as well fire a shotgun and see where the pellets land.

Simple Things

Chaos is inherent in all compunded things. Strive on with diligence.

-Buddha

I opened one of the cupboards in my office and looked in with disbelief – it was a chaotic mess.  Impossible!  I had just cleaned all of these out, what, maybe a week ago.  OK, maybe a month ago.  How in the heck had they returned to their cluttered state?

I knew the answer.  We spend almost 80% of our client project time around the idea of simplicity.  I have spent 32 years committed to its strategic impact, so I knew exactly what happened  –   THE CREEP.

 


Keeping an Eye on the Creep

Simplicity is about a small sense of order, not a big one. The universe fights against big order, but you can get away with the success of small order.

 

 

Simplicity needs a rather constant level of attention.  If you pass off keeping the simplicity train on track, THE CREEP will step right in. THE CREEP loves and thrives on a lack of attention.  One of the favorite homes of THE CREEP is your garage.  You spend an entire weekend cleaning out all the junk that had a gravitational attraction to the garage.  You stand with hands on hips with a triumphant smile on your face.  You conquered the black hole of order.  A month later, with tears streaming down your face you cannot comprehend how the whole damn mess has returned.

THE CREEP is the creator of operational complexity.  It gives birth to bottlenecks and backward thinking that stops your forward momentum and leaves you asking, “How did this happen?”  Given an empty space, THE CREEP looks to fill it.

 


Simplicity Requires Attention

During a recent project where we were working with a client to simplify their client experience, this happened; he said, “Despite the success of our simplicity work, we just let it get away from us and started adding stuff until we were right back where we started.”  THE CREEP.

If you are genuinely committed to the benefit of a simple approach to anything, PAY ATTENTION.  It takes discipline to become simple and even more to stay simple.

Nothing, and I mean no strategic focus, can gain more impact than a commitment to simplicity and no strategy can collapse faster than simplicity ignored.  We consistently default to our bias for more.  Come on, we can add another feature, another service, we have the capacity and I think our customers really want it.  BOOM, say hello to THE CREEP.

You hear people talk about simple all the time.  It’s EASY, just get rid of stuff.  What?  No, no, no, it’s not about reduction, it’s about THOUGHTFUL reduction and then subtle adjustments until the simplicity you’re searching for fits YOU, fits your culture, fits your company, and fits your clients’ needs. It’s about allowing simplicity to be your lighthouse, providing you direction on your course.

Let it slip and you’ll find yourself loosing another weekend to a garage full of stuff, courtesy of THE CREEP.

I’m a Delighted End User

While it may seem small, the ripple effects of small things are extraordinary.

-Matt Bevin

 

Extraordinary customer experiences seem to elude us at every turn. I often wonder if it seems like too monumental a goal to reach for and perhaps that is why we settle so often for mediocrity or words like fine, ok, good, alright, and the like. If you think wowing your end user, client or prospect requires extraordinary effort I’m here to tell you it often doesn’t. Here are three great examples of what I mean.

 

First…

I was sitting in my plane getting ready for the flight from Portland to Austin when I took out my headphone case and realized; DAMN, I left my headphones in the hotel room. I was charging them and they’re black, the nightstand was black and the combination equaled invisible to my standard last minute “do I have everything” room inspection.

I had a backup pair, but I loved those wireless earbuds. I chalked them up to another absent-minded loss. When I landed and turned on my phone, the hotel manager had sent me a text:

 

Mr. Harvill, we found your headphones and have put them in the mail to your Austin address.

 

HUH? WHAT? You’re kidding. I immediately looked up the hotel phone number, called the manager and said, “THANKS!”

 

Next…

I was getting off a flight in Charlotte where I had a two-hour layover before my next flight. As I got off the plane there was an airline representative who asked, “Where are you headed?” I said, “Myrtle Beach in a couple of hours.” She told me the plane at the very next gate was headed to Myrtle Beach in 15 minutes and there were seats available. “Want to head out early?” HUH? WHAT?

 

Then this happened…

I don’t do any banking. My wife handles all the personal stuff and the Dallas team does all the business stuff, but I was in need of 500 pennies. Yeah, 500 penny’s (a common tool we use in our workshops). So, I walked into our local branch and was greeted with a big, “Hi, we’ve got fresh coffee and just baked cookies, want some?” Uh, YEAH! Then I thought, HUH? WHAT?

Every day our meters are set at normal.  Our expectations are for minimum effort and when even the smallest thing shatters our daily hamster-wheel-existence we are stopped in our tracks. We respond with our eyebrows raised in incredulity. What the heck, a twinkle of kindness, an extra step of effort, a simple moment changes things.

The three instances I shared made me write this.

Those minutes are measured in seconds of impact.

It doesn’t take much. The space between ordinary and extraordinary is smaller than you think. It just takes a moment, one available to everyone. It’s what separates and differentiates companies and organizations. It’s about training, accountability, and focus. I mean, how expensive is a smile?

The Art of Doing

 

It’s a dangerous business going out your door.   You step onto the road and if you don’t keep your feet there’s no knowing where you might be swept off to”

Bilbo Baggins – The Hobbit

At Creative Ventures, we get to spend a lot of time in the realm of ideas.  We often act as the genesis point for new ideas or we move and shape existing ideas.  It’s a wonderful creative playground, but it’s not the final act on the stage of creating value.  No, it’s not the sketches and the roundtable discussions.  It’s not the ideation or the Skunkworks group.  At the end of the day, it’s about doing. The actual application of an idea in the real world of business, of client connections and generating profit while cementing value.  Doing is a damn scary business.

 

 

There is an insular aspect to the world of ideas.  It’s safe.  It’s kind of like staying indoors during a storm.  When you don’t venture into the cold of the world you can stay warm and comfortable, but ideas are about motion and movement.  They’re about making something happen and making something happen is always a riskful proposition.

 

The world is not found in your books and maps, it’s out there. . ..

Gandalf to Bilbo

 

 

Roy and Ryan Seiders are brothers, brothers that were tired of the cheap and fragile coolers they took with them every time they went hunting and fishing.  They started to play around with an idea for something better.  They made model after model until they figured they had it right.  It was big.  It was a hard shell tank of a cooler. It kept ice for days.   It was EXPENSIVE.  It was the evidence from idea to a real something.  It was the birth of the YETI brand.

They presented it to a small sporting goods store and the owner was skeptical.  “That’s a lot of money for a damn cooler.”  Roy and Ryan told him; “this is no ordinary cooler”.  After a few rounds of “pitch”, he agreed to take a few, which to his surprise were sold in two days.  Proof of concept.

 

 

Next came the famous tumblers of which I am never without.  Mine follows me around the house and the golf course.  It’s a miracle of modern design.

Roy and Ryan are still on the Board of Directors of YETI, which now employs close to 600 people.  They went from idea to model, model to sale, sale to a dominate new thing!

It’s hard to let your idea go from its warm and comfortable flipchart, but making an idea real, even in its earliest stages is the only way to really get it out there.  Make something.  Test a service.  Create a model.  That’s the road from idea to value to impact!

 

Leadership… with a Little Help from Your Friends

Leadership Doesn’t Happen in a Vacuum

 

Mary Jo softly told me; “I do a lot of little things.”

Mary Jo is the CEO of a fantastic mid-size company that develops software that tracts time-based billable projects and was part of the leadership survey we did to build the 11 shared leadership behaviors forming the foundation of our leadership platform, THE DNA OF SUCCESS.

I tilted my head and simply said; “Explain please.”

She shared; “I have a great team built around all that we do, fixing bugs, marketing, client relations, financial, you know, the big stuff that makes a company run, but a lot of cracks exist in any organization and things fall through, they fall through all the time. I try to catch those. I pay attention to those things. I know the big things are critical, but the little things matter too. I think good leaders spend time on little things that matter. By providing a key focus on this I get to see where we can use improvement.”

Ah, little things THAT MATTER.

Marry Jo gave me some examples:

  • THE PRESENCE FACTOR:   Good leaders need to be present. Not just in the boardroom, but all over the place. Mary Jo is religious about getting out of the office and making small visits with just about everyone in the company. In her company, they affectionately call these – Oh Hello – meetings. She genuinely wants to know what people are doing, what they are thinking, what problems she doesn’t know about. It is an engaging and very caring little thing that defines her style. She told me the stuff she learns is invaluable and actually impacts her decision making!

This small thing has been referred to as MANAGEMENT BY WANDERING AROUND. In Mary Jo’s situation, it is a LEADERSHIP trait. You can actually trace this style back to Abraham Lincoln who used to make informal surprise troop inspections and would stop and chat with the soldiers. Management guru’s Tom Peters and Bob Waterman shared that as a practice at Hewlett Packard in 1982 in their epic business book, In Search of Excellence.

 

  • HELP: Here’s a great little thing she told me; “I am in constant need of help”. What? “I need help, A LOT. I burned out my need for ego, or the belief that I know everything during the various war’s I fought to get a CEO position. I made so many mistakes that could have been avoided had I just asked for a little help. I’m not talking about abdicating decision making, but I will tell you this, when I need input I ask. Then I weigh the contributions and act.”

You would be surprised at how hard it is for leaders to ask for help. People look at them as the answer people, but the really good ones know what they know and what they don’t know. They look for solutions, not struggles. This little thing creates engagement and builds the confidence needed in successful teams.

I know big stuff is important, but it is often the small things, those elements in your leadership peripheral vision that can make all the difference.

Great leaders sweat the small stuff, the important small stuff!

But I’m a Great Multitasker…

 

People say pot-smokers are lazy. I disagree; I’m a multitasking pot-smoker: just the other day I was walking down the street, I was putting eye drops in my eyes, I was talking on my cell phone, and I was getting hit by a car.

Doug Benson

 

I don’t want to post all the research around the absurdity of multitasking.  I’ll give you a couple of salient bullet points (everyone loves bullet points!):

 

  • Psychology Today – Neuroscience tells us that the brain does not do multiple tasks simultaneously.
  • The brain stops and then starts. This allows us to switch tasks quickly which are often disguised as simultaneously.
  • This stop and start does not save us time, in fact, it costs us time and energy.
  • Here’s why; Tasks quite often use different parts of the brain. The anterior part of the brain is goal/intent-oriented; “I want a cookie.”  The brain has to switch to the pre-frontal cortex to get your hand on that Oreo.  This takes time and energy.
  • A study at Stanford showed when testing people who described themselves as expert multitaskers that:
    • They made more mistakes
    • They remembered poorly
    • They took 50% longer to interpret the ideas presented them.

That’s enough to help you stop trying to do everything or even two things at once.  It makes your work suck!   Instead become a great Intentional Tasker.

 

 

This morning I was doing, what at Creative Ventures we call, IMAGE FARMING.  I was searching through our gigantic inventory of images to find just the right graphic to go with the idea I was working on.  This is exhausting for your eyes and imagination.  I INTENTIONALLY stop, pick up my guitar and work on a new song for a couple of minutes.  I then return to the task.  I am focused on the project in front of me, but recognize when I need an attention break.

I turn off my distractions.  NO EMAIL.  NO PHONE.  They can wait until I finish my deep work.  I’m not waiting for a kidney transplant!   T. S. Elliot said, “you’re distracted from distractions by distractions.”

 

 

We need to get some stuff done and we have short time windows.  Stop doing a bunch of things and focus on one thing.   Make it good.   The other stuff will wait.

The secret to multitasking is that it isn’t actually multitasking. It’s just extreme focus and organization.

Joss Whedon

Your Business Process Might Be Too Complex

The ability to simplify means to eliminate the unnecessary so that the necessary can speak.

-Hans Hofmann

 

During a recent strategic planning project, we were challenged on our philosophy of Three Part Models. Why three? Why not five or ten? Why are we restricted to three in this process?

This happens quite often. Clients are looking for some sort of support beyond our “just cause you say so.” I get it. It’s is hard and challenging to develop the discipline around a limiting factor. Despite the incredible success we have had in over 30 years of applying our ELEGANT SIMPLICITY planning model, I still understand the need to have some type of reassurance before the application of the discipline. So here you go:

 

FUN

 

·     We simplify the description of our 26 letter alphabet to the ABC’s.

·     There were three blind mice.

·     The genie gave you three wishes.

·     You get three strikes and you’re out.

·     My favorite, The Three Stooges.

 

SCIENCE

 

·     Einstein’s E=MC2.

·     Newton’s enumerated the movement of the universe with the Three Laws of Motion.

·     The proton, electron, and neutron.

·     Light can be reflected, refracted or absorbed.

·     Waves all have frequency, wavelength,  and cycles.

 

As far back as the 1950’s research has been done on making visual connections. In 1953 a project at Michigan State found that the brain finds it relatively easy to grasp three items but pushed to a fourth the brain gets confused. This visual clue gave rise to the ELEMENT, FONT and COLOR formula used in graphic design to this day.

Dr.’s Baddely and Hitch, in the epic study of working memory in 1974, developed the multi-component model of working memory. They defined two “slave” systems for short-term memory and one Central Executive Function that supervises information integration and coordinates the slave systems.

In 1956 Miller worked on memory and brain capacity determining that young adults were able to process up to 7 elements or “chunks” but discovered that as you matured and gain more and more knowledge the capacity lessened to three “chunks.”

As we age, the fantastic microprocessor that is our brain starts to search for no more than three parts to find context, connections, and meaning.

So at the end of all this support material, remember one thing and one thing only – Find the disciplined thinking that when applied, will shift your strategy from the complex to the simple and watch the impact!