“Data can tell any story!”

Every day, in every office around the globe a report is being generated; the data in that report is intended to serve a purpose, whether that is to validate a hypothesis, show progress (or lack of), track, measure, etc. Database queries, Excel manipulations of pivot tables and many other tasks are regularly being done. Usually, the command is “just get me the data”. However, I am going to propose that business analyst and database programmers take your time and be a little slow in returning the data, after all, “data can tell any story”; at least, till the following points are consider.

• Access – Yes, everyone wants the data. Experience has shown that the privilege of access to data is very easily provided to anyone who asks. However, without first establishing the program, the project or organizational goals, and the recognition by the program/project manager, or requestor the understanding of these goals, and until there is a clearly recognized confidence by the report producer that everyone is looking in the same direction and using the same “language” (definition of what the data fields are) then the answer is “Access Denied”.
• Program Objectives – Many organizations struggle with clearly defining their program objectives, both qualitatively and quantitatively. In the B-2-B world and for this discussion, the focus is on the quantitative perspective. Companies want to help their customers achieve their objectives and are quick to provide data in support of these objectives in order to demonstrate the benefit of their product and/or service. To illustrate, let’s say the customer’s objective may be to get their employees registered into an education program by ‘X’ date. Imagine the following; if, after, let’s say 1 month the customer’s program manager comes into a meeting with great enthusiasm because she/he is reporting they have 98% registration and there is only a little time left prior to the end of their stated goal date, then a Director/VP says, “what about [insert new quantitative goal here]?” Without a clearly defined, up-front quantitative objective, the program manager is at a lost.
• Interpretation – Data, when viewed by different individuals can be interpreted by in as many ways as there are number of viewers. Imagine for a moment that a Manager, a Director and a VP all are in the same meeting, all have generated reports in hand, however all arrive at different interpretations and conclusions of what the data is telling them; think about the ensuing conflict of dialog – not a pretty picture. Who is right?

I propose that 3 out of 5 readers of this topic will get it. Get what?

Communications – Personal and “De”personal

There are times when communicating with customers that a personal tone is quite effective and strengthens or creates a better relationship. However, there are definitely times when this personal approach can lead to frustration for the two parties by creating a “you versus me” tone – the specific scenario I am referring to typically occurs during customer support situations.

Here is an example to illustrate the point.

Customer calls or sends an email to customer support. They are frustrated (could be for any number of reasons); the bottom line is that they feel wronged and the support agent must right the situation. Most of the time the customer has started with an accusatory “you did (or did not)…”, thus starts the personalization – don’t get sucked into this confrontation. Here is the approach. Use empathy, personalize the support response in recognition of their frustration, after all this is a human interaction. Then, when dealing with the issue, depersonalize the communication. For example…

“Mr./Mrs. Customer, I am very sorry to hear that you have experienced this level of frustration…” (personalized)

“To be sure [Insert company name here] understands the situation, your organization requires [Insert problem here… (depersonalize)” Note the use of company name and reference to customer’s organization.

The ability to use “personal” and “depersonalized” communications will address the human side of the issue along with leading to the successful resolution to the problem.

This list of seven steps will help to remember when and how to communicate.

1. Empathy (Personalize)
2. Clarity of issue (Depersonalize)
3. Playback with empathy (Personalize)
4. Set Expectations (solution and time) (Depersonalize)
5. Confirm Expectations are understood (Depersonalize)
6. Restate empathy for situation (Personalize)
7. Work and close issue

Did this help?

I hope this helps you!

The “Bottom Line”

A customer’s experience is the MOST important and critical element to a company’s success! The customer experience is not concluded once they buy. It is not an isolated one-time event. Their experience is the sum of all interactions, formed by an organization’s culture and customer contact points. Every interaction influences the customer’s perceptions of the company’s product and/or service. There is no magic formula or checklist to follow. The customer experience consists of every impression and encounter; or someone closely associated with the customer, albeit they are one of the customer’s co-workers, friends or family members. Whether the customer is making a phone call for additional information, scheduling a meeting, or whether your website is easy to navigate, every interaction impacts the customer experience.

Believe it or not, like it or not, the customer experience is the key to your success. Accept, even a percentage of this idea, and this will lead you to look inward at your culture and not on the quarterly finance statements. If the focus is on the bottom line, you’ve missed the point. Keep the focus on the customer.

Consider this. When you have a relationship with someone and believe they care about you, you are more likely to trust them, follow their guidance and communicate with them honestly. When you don’t create this trust, then you risk losing the opportunity to have a new customer, or keeping the ones you have.

Building relationships with customers is the single most important thing you can do in determining how your product and/or service will be accepted, used and adopted. The focus must be on building a relationship with every customer, every time. (And yes, the bottom line will benefit as well.)

What happens when the “soul of the machine” is no longer?

Today, Steve Jobs, CEO of Apple announced his retirement. What does this mean for Apple? What happens now? Will the spirit and “soul” of Apple continue?

Great products and great organizations do great things when their “soul” is in it. I am using the reference to “soul” with recognition that it is the soul that drives all that we do. “We” refers to individuals or groups of individuals (companies, clubs, or any other grouping of people).

Think about it for a moment. What happened after John Wooden left UCLA or any other leader leaves their group? Is it still the same?

I recall reading the “Soul of the New Machine” and wondering, what next?

I now wonder, what next for Apple? Will Apple continue to be the world leader in innovative technology? Will they continue to be Apple?

My answer to all these questions. I believe Apple is losing its soul, but there are many souls that remain. It will be up to these remaining spirits to create their new Apple.

Good luck Steve Jobs! Good luck Apple!

Social Media Evolution?

Is social media a new way for people to “talk” to each other?

How about a quick look at history? We started with something called “face-to-face”. For those who were born within the more recent generations, this was a form of communications in which people, sans any electrical or digital devices, walked next door or across the street, or might have even driven our car to meet with, and talk to another person, or hang out with friends. There were facial gestures included in this form of communications; these represented our moods – laughing and smiling, or crying, , .

During these engagements we told stories and/or shared the latest personal or community news.

From these face-to-face, we “evolved” and started to use tin cans and strings, then telephones, then email, then IM (instant messaging), and now FaceBook, Linkedin, MySpace, YourSpace, OurSpace, etc.

Are we as a society evolving our ways to communicate?

These new technologies still allow us to tell stories and share news; and, we can emoticon our moods. But, are we missing something that only the analog world (face-to-face, or the phone) can deliver on?

What’s next on the social and technological horizon? I suggest we get together and talk about it.

Promises Kept – Creating Good Surveys

How do you know your product, your program or your service is delivering on the promises you made to your customers? Your sales people say the offering is great, your literature enforces that message and your customer buys, however, what about buyer’s remorse, or the following days, weeks, months and years; are your customer’s still happy about the promise made?

One way to find the answer to these questions is to create a “good” survey; by the way, the other is to pick up the phone or to visit in person and ask.

This short article provides 10 good keys guaranteed to deliver a really good survey.

• Develop a set of objectives – “what do you want to know”. So, many organizations and people skip this step. They immediately jump in and begin to consider the questions they want to ask.
• Clearly state the intentions of the survey. It is important to communicate the intentions of the survey to both those taking the survey and to those asking to have the survey created.
• Present surveys in an organized layout, include instructions and keep it short. Layout, layout, layout, we, the human race, think visually first! So, be sure the layout is inviting. (Right-side of the brain thing)
• Structure survey based on the information you are looking to capture. Order and/or group the questions. If you took care of the layout, then this addresses the left side of the brain.
• Use different question types (“fixed responses” and “open”). Mix it up. You know, as a consumer of digital information we have a very short intention span.
• Ask one question at a time (no “double” questions). Be precise with your questions.
• Don’t ask for personal information. This is off limits on many levels.
• Do not bias your questions. Do you really want to know what your customers are thinking; then be sure to objectively present your questions.
• Ask questions that can be answered. Remember K.I.S.S.?
• Before using survey review against your objectives and test. Now, before you hit the publish or print button – review!

Follow these steps and you WILL have a good survey. Good luck on finding out if your customers think you kept your promises.

 

Why are we doing this?

The critical first step in the life of a program is the establishment of objectives. By answering the question, “why are we doing this” provides all stakeholders associated with the program a clearly defined focus. This focus will significantly increase the chances for success.

The challenge in creating objectives is that this activity mandates that a very few sentences need to reflect the commitment and direction of the entire organization.

The best practice for completing a objectives defining milestone is to make the process iterative so that all constituents have had the opportunity to contribute and have their voices heard.

Objectives definition is not something you contract out. Yes, a consulting company can assist with facilitating the process; however, the organization must take an active role in the process. It is only through this active engagement will the organization adopt and take ownership.

The simple view of the process to define program objectives is:

1. Start at the top – The organization’s President or CEO (pick one) and/or program sponsor (senior level manager) says, “I want….” (fill in the blank). Input from this level of management says, “We know of the work and we approve”. Also, this input will shape and provide guidance to the next steps.
2. Next – Once step one is achieved, the next level of management needs to be engaged and given the opportunity to respond and/or contribute. From the program manager’s perspective, getting this level of contribution adds further validation for the program. Additionally, step one should reflect the view of how the program’s objectives align to corporate level objectives. (Pity the manager at this level who adds details that do not align to corporate goals; a sure way to lose funding when things get tight.)The easiest way to solicit input from this level of management is to start your correspondence with, “From the desk of [insert President/CEO’s name here], the following program is very important to [organization name here]. We believe that by achieving the following [President/CEO input here], [organization name here] will…”Included in this communication will be a detail about the program’s timeline along with a sense of urgency to getting feedback by [insert date].
3. Thank you! (Review) – Once you have received key stakeholder information and have crafted a short, precise list of objectives you will want to send a ‘thank you’ communication. This correspondence will include the program’s objectives. At this time, anyone who is not aligned with what you have listed will raise a question or ask for clarification. This is great! This shows that they are interested in this work and want to ensure their interests are recognized in the list of objectives. Again, thank them for their input and inform them that you are scheduling a meeting to review and finalize. (Be sure to say whose coming.)
4. Meeting (Review) – Invite all key stakeholders, and work hard to get all (most) of them to accept and attend. Prepare the program overview and state clearly that the goal is to finalize the objectives for the program to ensure they are aligned with [insert President/CEO’s name here] and [organization name here]. Get ready for some good dialog as each word is dissected. Once you near the end of this effort, you end the meeting by saying that these objectives will be how the program is managed and measured, and you will provide statuses based on this list. Be sure to get everyone’s agreement.

The steps above will greatly enhance your chances of management commitment, provide a focus for the program and act as a foundation when the program encounters business challenges, such as budget, resources and scope.

Why are we doing this?

Social “Media” and “Networks”

Today, the terms “social media” and “social networks” are used interchangibly. Even those close to these evolving concepts/applications have difficulty in accurately defining their meaning as evident in several group and blog discussions going on daily.

For anyone outside technology, the question of defining these terms would be like trying to answer, “what is the difference between the web and the internet?” The answers for each would be blurred. In conversations recently I have referenced social media/networks and received a blank stare or a quizzical “what’s that?” look, and these were people who have worked in technology for many years.

Social media and networks is new, very new. Even with the recent 5 year anniversary of Facebook there are those who don’t know about, and have not used, these communication tools/channels. Given this “newness” I believe it is more important to explain the value and impact of these technologies (Twitter, Facebook, etc.) to individuals and organizations. It is only when one “experiences” something will they begin to understand.

The important, and easy, term to grasp is the “social” part of these labels. Social means to connect with others. So, if you, or your organization is looking to “connect”, then get social and let me know what other questions you might have on “social technologies”. (another label!)

Contradiction? Social and Privacy

Is it me or is this a contradiction, social and privacy?

Simply stated, the term ‘social’, means to be with others, while privacy can be defined as being left alone, or to keep certain information private. So, here we are with many evolving “social media” technologies in our 2.0 world and the debate continues about privacy within these tools, such as Facebook, MySpace, etc.

Once out the door, both literally or digitally, of one’s dwelling we enter society and thus become exposed to others, we become social and give up on some of our privacy. Upon entering society (real and digital) a person risks the lost of their private information, by getting their picture taken (smile, big brother is watching) or having their wallet or purse stolen. We take precautions to protect what we want to protect, however, what we choose to protect is an individual choice. In the real world, some will smile for the world’s cameras and not be concerned as they tuck their wallet into their back pocket or to the bottom of their purse. While online, there are those who upload pics of their latest spring thing and at the same time will be extremely protective of financial data. So, what’s different between the ‘real world’ experience and the digital world?

The commonality between these scenarios is that each starts with individual choice.

Do today’s social media technologies present a contradiction between being social and the loss of private information? The rules (privacy statements) are out there; even when they change. The choice is left to each of us.

No contradiction.