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The Cycle of Engagement Case Study - Starbucks People who have learned to get "internal" feedback from their own daily activities are engaged by the interaction with customers/beneficiaries. They become energized by the cycle of engagement and further develop the ability to give themselves objective feedback which enables "full engagement." The cycle of engagement is engaged associates on the frontlines engaging customers who in turn re-engage those same associates as well as partners both internal and external to the enterprise. For example, if a service provider is engaged they will engage the customer and in turn be re-engaged through customer interaction. These activities will bring about more customer and partner engagement through support. The cycle will build its own momentum as it repeats--much like the flywheel effect.
This case demonstrates how the cycle of engagement can work. A look at one of the most successful chains in some time who many credit a good portion of its success through its ability to sustain an engaged workforce and customer base. One doesn't have to visit a Starbucks long to witness associates who enjoy and are engaged in what they are doing engaging customers with everyone being energized by the interaction. Furthermore, associates appear to feed off of the engaged customers. So how does Starbucks do it? More important how do they sustain engagement and be so consistent over a wide geographical and demographical landscape? No doubt Starbuck's recruiting and training programs emphasize "people" skills but continuous frontline daily operations is where the real test is. A particularly big challenge in the Hospitality industry, with such a large number of associate--customer interactions and typically high turnover. What on the surface might appear to be an especially large challenge for Starbucks to engage so many associates with almost each one having direct customer contact may in reality be a blessing in disguise! Because all associates "face" or contact customers virtually the entire time they are in the workplace, Starbucks experiences the cycle of engagement much quicker than most other enterprises in the Hospitality industry. If an associate does not want to practice the people skills they will exit much quicker than other enterprises. On the other hand, those that do hone their people skills will move on the continuum towards full engagement much quicker. They will continuously be engaged by customer interaction which will energize them. In summary, Starbucks is a good example of the human nature aspect of the cycle of engagement at work. If an associate is engaged they will engage customers and in turn be reengaged by those same customers. The greater the number of associates who have learned to get internal feedback from their own daily activities the quicker this momentum will build. Focus, learning, and commitments are from daily experiences and relationships as everyone develops the ability to provide themselves with objective feedback. It works best when group leaders do it with rather than to everyone. It even works in classroom situations if the instructor wants to take learners on a journey toward reaching a competency level. And the bonus is they also develop the ability to provide themselves objective feedback, a life skill they can apply in any group situation.
© 2005 George Reavis - george@thankingcustomers.com |
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