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A useful concept is that of an engagement - for creating relationships between provider team members, partners and customers.
We define engagement on the frontlines of daily operations as "people involved (challenges match skills) with their hearts and minds." Involvement is more of the manageable programs and systems while hearts and minds requires leading the intangibles such as feelings, emotions, informal learning and communications. Characteristics from the heart would be passion, emotion, enjoyment, feelings, and intentions (at least as perceived by others). Those from the mind are thought, attention, reflection, informal learning and communication. All require actions. Creating a "cycle of engagement" on the frontlines of daily operations is key to engaging not only associates but partners (internal and external) and customers as well!
With the long-term customer focus practice, our philosophy is to prepare team members for a lifelong engagement with customers by learning how-to "ask" customers the all important questions for "How are we doing?". Then assessing and sharing the results to create learning experiences and aligning daily actions to organizational objectives. Our research indicates that for any associate/employee to remain engaged in the workplace they must learn and continue to get customer oriented feedback from their own daily activities.
So what does an engaged person look like? They are enthused by their own activities. Because they get feedback from the activity itself they enjoy what they are doing and are energized by it. While a person "not engaged" may still be involved and productive by executing procedures and policies, they are not emotionally attached to their efforts and continually learning from them. The engaged associate is not only learning but focused and committed through daily activities. These traits are demonstrated by reflection, attention, and intentions respectively. The engaged can also be seen engaging customers with their infectious energy and, in turn, being reengaged themselves by those customers. This sequence is the foundation for building a cycle of engagement and enhance customer loyalty.
Try this exercise. When you are in a busy restaurant observe the staff (all positions) performing their respective tasks and interacting with customers as well as each other. You will readily be able to spot the engaged associates and those that, even though they may be hard at work, are not engaged. You may even witness some actively disengaged that even unintentionally may be sabotaging efforts to serve the customer.
The exercise demonstrates another important element about engagement. It is best perceived from a customer perspective whether by management, associates, customers or partners. The magic of the cycle of engagement begins when the customer is engaged. This inspires associates by reengaging them and repeating the cycle. Everyone becomes "enthused" by the engagement and wants to repeat the feeling. Customers, associates, as well as partners will demonstrate their intentions, attention, and reflection to continue commitment, focus, and learning respectively.
One of the most comprehensive studies on employee engagement was conducted by the Gallup organization:
Another research report from Melcrum considering employee engagement indicates that true involvement inspires improvement:
More than 50% of respondents reported that engagement efforts increased employee retention and customer satisfaction. More than a third identified higher productivity and "discretionary behavior" (personal initiative?). Other respondents claimed improvements in employee advocacy, status as a "Great Place to Work," profitability, and absenteeism.
Additionally, more than a third of respondents have an in-house program dedicated to engagement where they work. How does your organization gauge -- and nurture -- engagement? How engaged are you?
this from the FC NOW - The Fast Company Weblog, posted by Heath Row
A third study which was conducted by the London School of Business on employee energy at work found that customers rather than managers where workers' main motivation
The Impact of Customer Energy at Work, conducted by MBA students at the London Business School, suggests that interaction with a customer, whether external or internal, is the primary generator of an individual’s energy at work.
Although most respondents believed that they knew what their customers wanted from them (97%) and knew their customers’ priorities (95%), only 1 in 3 said they asked their customers for regular feedback.
TrainingZONE 12-May-05 Click here to read the original article (may require free registration)
Additional studies regarding engagement
The communication we are looking to develop for the team with this practice is dialogue. Creating an exchange of ideas and opinions (assessments) about customers needs, expectations, perceptions, intentions, and satisfaction.
Ideas and opinions that create assessments not just about customers but the teams performance and the organization's strategy. This is part of the ongoing experimenting and learning process through asking for feedback, measuring it, sharing it, and assessing what it means.
We see the application of the "practice" in the definition: Something that serves to engage; a pledge
Definition of engagement.
en·gage·ment (èn-gâj¹ment) noun
1. The act of engaging or the state of being engaged.
2. Betrothal.
3. Something that serves to engage; a pledge.
4. A promise or agreement to be at a particular place at a particular time.
5. a. Employment, especially for a specified time. b. A specific, often limited, period of employment.
6. A hostile encounter; a battle.
7. The condition of being in gear.
