How do You Learn About Our Customers?
Several years ago, one of the airlines aired a TV commercial that told the story of a leader who gathered his team around a table to announce that one of their oldest clients had just called and fired them. As he handed out plane tickets, he told the team that they were going to visit their customers face-to-face and reconnect with them. "What about you, boss?" asked one of the team members. "Me," he said pulling a ticket out of his back pocket, "I’m going to visit that old client who just fired us." It was a powerful commercial. I think of it often.
Some leaders wouldn’t recognize a customer if they bumped into one. Pity. There is a contradiction if you ask the people in your organization about your customers without having any firsthand experiences to add to the conversation. Hearing stories secondhand isn’t the same as talking to a real live customer who’s frustrated by the failure of one of your products. It isn’t the same as seeing how your services enable another entire organization’s processes. It doesn’t match the relationships developed with customers over time.
There are leaders, of course, who do work to create opportunities to interact with their customers. Unfortunately, those relationships are often limited to the largest customers or those customers who have complained loudly enough or demanded emphatically enough to get an audience with a leader. These contacts, desirable as they are, do not provide a clear enough picture. What’s a leader to do? Here’s an idea–and a challenge.
Pull out your organization chart and identify twelve areas where you haven’t had, or don’t have, much occasion to interact with customers, and make it your plan to spend time with a person in one of those areas each month for the next twelve months. Spend the day with an installer. Listen in with a customer services representative. Make some sales calls, clean bathrooms with a janitor, and review financials with an accountant. Listen to their customer interactions. See your policies and procedures in action. Ask questions to determine how many of your experiences that day are typical. Experience for yourself the needs and concerns of your customers. Get smart.
The next time you sit in a leadership team meeting, think of all you’ll have to say!
P.S. Don’t forget to send thank-you notes.