"IDEAS MATTER. BIG IDEAS MATTER A LOT" - Tom Peters, http://www.tompeters.com
The big idea? Get team members who deliver services/products to customers in daily operations involved in a process, or set of actions, for 'asking' customers the all important question "How are we doing?" Then sharing and assessing the feedback to create learning experiences, participation, accountability, dialogue, and ownership.
Not a new idea! In fact, an old one born in the entrepreneurial spirit and ethics of the early 1900s. As enterprises grew, a customer-centric entrepreneur who had built a dialogue with customers made sure that their teams had the same opportunity. In fact, as these leaders developed their business models they personally made sure that the dialogue with and about customers continued throughout the enterprise to keep everyone focused, learning, and committed. Some that demonstrated this path were Sam Walton, Walt Disney, Ray Danner, Thomas J. Watson, and Ray Kroc, to name a few.
We feel asking, as a ninety-five percent non-verbal process, is today the missing link because as organizations grew vertical, especially post WWII, the process went to the top with senior management. Why is it so important for operational teams to be involved in the asking, especially if they already get customer feedback? Simple answer: When you ask the question, you then own the answer! It is human nature as well as part of the human experience that since we all were small children we have used asking whether it be verbal, thought, or action to focus our attention, interests, learn, and, very importantly, demonstrate our intentions. Asking is the basis for the thought and learning processes throughout our lifetime. Feedback supports these processes but it is asking that, for the most part, initiates and continues them! So, not only is asking/inquiry critical for continuous learning but also for facilitating maybe the most important type of feedback and the most challenging to maintain - that of one's feedback directly from the activity itself. The other two types of feedback, those from supervisors and colleagues are almost always present but, again, support learning but do not necessarily continue it.
ThankingCustomers.com is about a practice or activity which front-line managers can use to lead recognition/relationships for their operations teams. A career skill and enterprise tool for asking the questions and sharing/assessing the feedback with everyone on the team. Building long-term customer focus, learning and commitments. Imagine in daily operations, not only being able to initiate real-time customer feedback at will but also using it to demonstrate everyone's attention, experiences, and intentions on a continuous basis.
Imagine, when you have a project, need to launch a prototype, or just increase your market share of any product and/or service you simply switch on this back-to-basics process and create instant dialogue and understanding for everyone. Because it is a leadership activity and not a managerial program or system, there is no need to plan, announce, or even budget the practice. Like most practices that really work operationally the primary cost is time and attention. Incorporate it in with what you are already doing, without changing a single thing, and the process will provide follow-through and continuity for existing managerial programs - perfect for a single team trial.
- "Frontline
Leadership"