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Leadership Card 31 – Impossible To Make A Mistake (Lean CX)

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Leadership Card 31 – Impossible To Make A Mistake

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We all make mistakes.  In fact, making mistakes usually is a good way to learn and become better in life.  But what happens when we allow – even encourage – our customers to make mistakes as they try to buy from us?  Or what about your team members, trying to do a good job in your business, but thwarted (yes, thwarted) by long, convoluted processes that seem to trip them up at every turn?

Making things easy is the real key to engaging your workers, getting customers to buy from you, and ultimately getting the results you deserve in your business.  And making things easy is done in a few ways, but one of the best ways is to find a way to make it impossible to make a mistake, as your team or your customer goes through their process.

If it’s impossible for them to make a mistake when they buy from you, they are more likely to buy.  If your team can’t make a mistake in the work that they do, they are more likely to do it.  But it also works the other way.  If it is possible, even easy, for your team to make mistakes, then they may have to redo their task over and over again, costing you more, frustrating them and reducing their engagement.

Designing your work intentionally to make it harder to make mistakes takes work, which is why most leaders don’t do it.  Instead, they fall on the crutch of “hiring the right people” or “hiring people smarter than themselves” and letting those superstars get to work.  But here’s the thing – hiring superstars is expensive.  And even when you do, there’s still an 80% chance they will be a dud – not matching the culture of your team, getting bored with the work, or wanting to go in different directions than your team, and the way they do things is ultimately still hidden in their minds (not made visible for all to see).

It is MUCH better, easier and cheaper for you to simply hire nice people – collaborative people – and give them the right boundaries with a repeatable process where it’s impossible to make a mistake.

After all, McDonald’s did it, and now it’s a multinational company with over 36,000 stores that has run for nearly eighty years.  Uber did it, and it’s now it has scaled across the globe and is worth 70 Billion Dollars.  Amazon, Apple, Microsoft, all the big names you hear about know the power of making it impossible to make a mistake.  They’ve all done it separately in different ways and have all had stellar success.  How will you do it?

Yes, you will have to brainstorm with your team.  Yes, you will have to put in a little extra work to make your process simpler.  But the rewards you will see are 100 times worth the effort.

Chat soon – David McLachlan

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Leadership Card 30 – Make it Visual, Lean CX Model

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Leadership Card 30 – Make it Visual, Lean CX Model

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A picture is worth a thousand words.  That’s what they say.  Sure, it may be an old saying, and who knows where it started?  But the thing is, it’s right.

One study found that adding pictures increased understanding and recall of information 98% of the time.  So if you’re a leader and you want your people to do something, or if you’re a business owner or entrepreneur and you want your customers to buy something, making it visual is a huge part of them getting and retaining that information so they can do what you want.

Making it visual means taking your process from being hidden in someone’s mind, and writing it down or putting it on a wall so everyone can see it.  Or better yet, taking that 1000 word report and turning it into one chart that people can easily and quickly understand.

The best websites have a user experience that visually guides their customers in the direction they want.  The best software development teams have simple red or green lights when development environments are working or when they are not.  Uber gave its customers a GPS map where you could see how many cars were close by to pick you up.

A picture is worth a thousand words.  It is also around 1000 times faster at conveying the information you want, to the people you want.

Making things visible also brings clarity to your work and engagement to your people.  When your team are uncertain of what they need to do, they are more likely to be disengaged and also more likely to not do the work – that’s what the research says.  Making the work clear and the process visible goes a long way to improving your performance and your results.

What Can You Do In Your Own Work?

Is there “hidden” information you can make visible in your own work?  Maybe it’s your best performing team member and how she does her work.  Maybe it’s clarity on the next steps your customer has to take (or will go through) in their customer experience.  All of these things are often hidden, and not clearly exposed for people to see, because it actually takes extra work for us to bring them out into the open.  Most people won’t do it.  But if and when you do, your team will be more engaged, and your customers will buy more often.

Chat soon – David McLachlan

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Leadership Card 29 – Reduce The Steps, Lean CX Model

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Leadership Card 29 – Reduce The Steps, Lean CX Model

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There’s an old saying that goes: “The journey of 1000 miles begins with a single step.”  It’s a great saying, and it’s a nice way to remind yourself to keep going and keep taking those steps when things get tough.

The only thing is, let’s say you’re a company selling software and you make your customers take 1000 steps to get what they want.  They might do it for a while, especially if you’re the only one selling that software.

But then another company comes along, and it gives your customers what they want in one step.  One single step.  Not 1000.  Just one.  Pretty soon, all your customers have gone to your competitor for the simple reason that it was easy to do so.  Nobody really wants to take that “journey” of 1000 miles or 1000 steps.

I bring this up because this is what many companies are doing in real life – they are making their customers jump through hoops, take extra steps, and take extra actions just to get what they want.  And they are doing this, of course, until Amazon comes along, gives customers one click ordering and ridiculously fast delivery and the other company falls apart.

Reducing the steps to people getting what they want is the master key to huge success in business.  It’s success with your customers, and it’s success in your teams.  The simple fact is that most companies and teams have not clearly articulated what they do, the outcomes they give, and how to get to those outcomes.  After all, that’s too mundane, right?  Why should they write down the steps they take to get customers (internal and external) what they want?  And you might think that way too, until you hear that nearly 50% of workers actually aren’t sure on what is expected of them in their job.  In other words, 1 in 2 people probably aren’t doing what you need them to do, because they simply don’t know what it is.  Why write it down?  Because you can’t reduce what you haven’t articulated in the first place.

Uber gave customers one-tap ordering of a ride, and now it’s a 70 billion dollar company.  Amazon Kindle gave you one click ordering of eBooks, and it has all but decimated physical book stores around the world.  Microsoft gave you Windows so you could click on what you wanted, when DOS (typing into a green screen) was still a thing.  Most of you won’t remember DOS because it basically disappeared from view once Windows was released.

Also, have you ever noticed that complicated things tend to break more often?  That complicated system, complicated code, complicated buying process, complicated risk review or complicated creation of the annual shareholder report – where things are complicated with too many steps, hand-offs, rework, and waiting, then things tend to break.

Reducing the steps is one of those keys to making things more robust, making things easier to do, easier to use.  And when things are easier to do, people tend to do them.  That means the people in your team, and helping them to do what you want.

So many leaders, when I speak to them, blame the people for not doing what they want them to do.  But when it comes down to it, it’s the complicated and uncertain process that causes their team to flounder.

Simplify things, and you will see incredible rewards.

Chat soon – Dave

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Leadership Card 28 – Make It Repeatable (Lean CX Model)

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Leadership Card 28 – Make It Repeatable (Lean CX model)

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How does a single restaurant manage to stay in business?  Thousands of restaurants go out of business every year.  Possibly hundreds of thousands, if you look at the industry around the world.  So how does one manage to survive?

But then let’s take it a step further – how does a restaurant not only survive, thrive, scaling to over 36,000 stores worldwide?

36,000 stores.  That’s roughly how many McDonald’s family restaurants there are around the globe, and it all started with a single one nearly 80 years ago.  The McDonald brothers made burgers so well, so fresh, and so fast, and so repeatably that their model was able to be scaled to other stores quickly.  It could be taught quickly, it could be replicated quickly, and each new store could have success quickly all because of one simple approach: Capturing their process and making it repeatable.

You see, every tiny piece of the process that went into making a McDonald’s hamburger was looked at, written down, and then improved and streamlined until it was the fastest burger at a very low price that could be found anywhere, for a long time.

By making their process so repeatable by anyone who came along, they were able to hire kids still in school, as their first job, and train them in their repeatable process.  They didn’t need to hire people with degrees (costing them more) and anyone they did hire had great success at their work because it was made clear and simple.

2018 and Beyond – Scaling Drivers Worldwide

But it’s not just burgers that have a process that can be made repeatable.  It’s anything.  And when you do this, you can scale your business beyond anything you had ever thought of before.

In 2009, could you have ever imagined that more than two million individual drivers from around the world would all be trained and working towards a common goal?  Well that’s exactly what Uber has done, and exactly why it is worth 70 billion dollars today.  They used the power of technology and delivered it in an app, error proofing with automatic payments, GPS tracking and simple visual management where you could see exactly where your driver or passenger was.  They made the process repeatable.

What Can You Make Repeatable?

Now it’s over to you.  Everything can be made repeatable, and everything can be simplified.  What are some areas in your business that you just know you need to clarify, write down the steps for, and then make a little bit simpler?

The Lean CX (or Ease of Use) framework shows you exactly how to simplify your work and your customer experience.  Clarifying the steps to getting the outcomes you want, therefore making them repeatable by anyone, is the first step to simplification.

Chat soon – David McLachlan

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Leadership Card 21 – Core Human Needs, Significance and Connection

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Engineering Happiness In your Team With Significance and Connection

There’s a funny thing about happiness.  We all seem to want it, and yet so many times we do things that we know don’t bring us happiness in the long run, don’t we?

That extra piece of chocolate cake, or spending too much time working instead of bonding with friends or partners (which was, incidentally, one of the top five regrets of the dying).  Not exercising or being outdoors enough.  it all adds up.

But there could be a very good reason for us missing the mark when it comes to performing happiness improving activities – and that is because the real core needs that drive us are actually conflicting.

In the last card, Leadership Card 19, we saw that we deeply crave certainty in our lives, but also variety.  And the more variety we have, the less certainty we have.  Well it’s the same with Leadership Card 20, where we crave significance and connection, but the two don’t necessarily go hand in hand.

Significance and Connection – At Odds With Each Other

You see, to be significant you have to stand out.  You have to lead the pack, often be different to others.  And people get significance in different ways.  They can feel significant by performing really well, earning lots of money, moving up in their career, or they can feel significant by being difficult, causing trouble to get attention, and other ways like that.

But when we stand out and are different, it’s much harder to fit in, to feel that connection and bonding with people in a team, a family, a friendship group or anywhere else.

So while we crave both, significance and connection are hard to engineer together.

Engineering Both In Your Team’s Work

So how do we create both in our team’s work?  Part of Lean CX and the Ease of Use framework is a thing called “Checking In”, where we check in with our team members at least once a week, see where we need to adjust, and then focus on their strengths.

Doing this ensures two things – first, we build that connection by checking in, making sure they know they are on our radar as a leader and that we care about their path and their progress.

But then we focus on their strengths, building that significance of individuality, because we are all slightly different at the end of the day and have individual strengths and things we want to achieve.

So check in with your team, and focus on their strengths.  Even research from Gallup on employee engagement has shown that it can improve engagement by up to 27%.  And employees who are more engaged have higher productivity, sales, profit, and lower absenteeism and turnover.

Chat soon – David McLachlan

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Leadership Card 18 – Engineering Flow and a Clear Objective

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Engineering The State of Flow, and Happiness

In the late 60s, Mihaly Csikszentmihalyi interviewed 1000 people on what makes them happy.  He found a few main things that, when present, can engineer what he called the state of “flow”, when you are lost in the moment, time flies, and you feel like you could do a task forever.

In the Leadership Card Deck we’ve seen a few different studies that have shown that a clear objective can make a huge difference to your team’s results.  And creating a clear path for your team with a repeatable process that is easy to use can increase those results again.

But there is more to this story when it comes to increasing the engagement and happiness of your teams.  And it’s because of this:

Have you ever been in a situation where what you did had absolutely no effect on the outcome?  Take this as an example – imagine you were driving a car, and trying to get to a destination, but when you turned the steering wheel it had no effect on the path you took.  In other words, the action you took had no bearing on whether you made it there or not.

A lot of teams are operating like that car ride today, because even if they have taken a step above everyone else and clearly articulated the objective and the process to get there and made it ridiculously easy to do, if your team’s actions have no effect on getting to that objective they will lose interest very quickly.  And losing interest is the absolute opposite of a state of Flow.

Working Towards A Clear Objective, With Control Over The Outcome

Mihali isn’t the only one to have found this in his studies.  In research brought to light via Daniel Pink’s book, Drive, he found that one of the best motivators wasn’t money or rewards, it was actually a thing called “Mastery”, which he described like this:

“Working continuously towards mastering a worthy skill.”

So we have a fairly ideal set up here, and this is only the start of it.  All the research is pointing in the same direction.  In Leadership Card 10, we saw that tying outcomes to a higher meaning had a huge effect on the happiness of your team.  So if we have a clear objective, where our team’s actions have control over the outcome, and those outcomes are tied to a higher meaning or purpose, then we start to see the ideal situation for engineering happiness and flow in the work that they do.

What Happens Next?

And what happens next when your team can effortlessly perform their work and it is working towards something meaningful?  Well, they enjoy coming to work much more than they thought possible.  It stops being just about the paycheck.  And the effects of high engagement show profit can go up by 17%, revenue can be doubled, absenteeism and sick days can go down by 40%, and much, much more.

Enjoying yourself at work takes a little bit of awareness – awareness that is not taught at school and is not present in most leaders who work their way up through the ranks.  But creating this scenario at work has a big payback, and doing even a little bit will show you just how powerful it can be.

Chat soon – David McLachlan

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Leadership Card 17 – Engineering Flow, Intensely Focused on an Activity

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How Would You Like To Play Video Games For A Living?

No matter how old you are – teen, millennial, Gen Y, X or Baby Boomer, I can pretty much guarantee there was a time in your life when you played some sort of a video game.  Maybe it was on your mobile phone just the other day, maybe it was on one of the original consoles like Atari in the 1980s, maybe it was more sophisticated like the PlayStation or XBox, or maybe it was just plain old solitaire on Windows.  The point is, it was fun, and you could easily get lost in the moment (which turned into moment-s) while playing it.

That’s the thing about games.  Because of their very nature they naturally engineer the state of “flow” in people participating in it – that state where time flies, you get into a rhythm, and you’re so engaged you forget to eat.

And with the state of flow – it can actually be engineered into your work to make it more game-like in its systems, through the process, the feedback, and the way the work is performed.

It’s Not Quite Playing Candy Crush All Day

Now this doesn’t mean we’re literally playing Candy Crush all day and getting paid for it – when I say more game-like I’m talking about the way the work is structured to engineer the state of flow, and help the work get done with more engagement from your team.

So we’re looking at the mechanisms behind games, not games themselves, and how they are addictive because they create this state in people.

Flow Model – The First Tip – Make it Repeatable 

The first part of the Flow Model is creating work for your team that is neither too easy, nor too hard.  This means getting right in there and creating the rules of the game – a repeatable process that can be done the same way every time (or used as a guideline for work that is wildly different, complex or creative).

Because you know what?  Most leaders never clearly articulate the rules of the game – the outcomes, the path to get there, and regular check ins to see if we’re on that path.  Can you imagine playing a game – whether it’s football outside or a video game inside – and not knowing the rules to the game?  It wouldn’t last very long, and that is exactly what is happening with your teams.

When creating that work process, it’s also really important to look at the ways we can make it easier to do – to improve the “Ease of Use” of that process.  By improving the ease of use we are making it easier for our people to fall into a natural rhythm and state of flow, and not be interrupted by making mistakes, having to check how to do something, having to wait for someone else, or multitasking between too many things.

That’s what we mean in this first step by “performing a task, that is neither too easy nor too hard”.

Most leaders never get to this step in their leadership.  

Putting out fires unfortunately becomes a routine part of their day.  They don’t understand that you have to engineer the work – design the work – and design it specifically for ease of use.

Now look at it the other way.  Your best staff – the ones you love and the ones who “naturally” do a good job.  There’s nothing natural about it at all – in order to get good at something, any star performer has simply figured out, most likely through trial and error, the best way that flows naturally for them to do something.  They’ve experienced the errors, so they know how to avoid them.  They know the sticking points, so they know how to approach them.   To learn something – anything – humans have to create and strengthen neural pathways in our brains by doing something over and over.

What I’m asking you to do is to do better for your team.  Help them design their work and the process.  Make the objective clear and make the path clear, and help make it easy to do before they have to go through all that figuring out themselves.

In doing so, I absolutely guarantee you will see some incredible results.

Chat soon – David McLachlan

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Leadership Card 16 – What Workers Want

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It’s Not About The Money (Money, Money)

Apart from being the lyrics to a catchy tune in 2011 by Jessie J, it turns out it really isn’t all about the money when it comes to your team and the people within your business.

When Richard Florida took the responses to an information week survey and filtered them for the things that made people want to do a good job, even he was surprised.  Having “Challenge and Responsibility” came in at number one, where a person is given autonomy in completing a task that isn’t too boring for them.  Flexibility came in number two, and job stability at number three – and these two things match up with other studies and research you will see in these Leadership Cards, such as Anthony Robbins’ six human needs where Variety and Comfort are both necessary to our happiness, even though they can be conflicting.

After all of those things, came money at number four.  Yes, we need money to eat, pay the mortgage, put the kids through school and go on date nights with our partner, but it turns out people put a lot of things ahead of it when it comes to their happiness at work.

Intrinsic and Extrinsic Motivators

You see, there is a very large difference in motivating factors within your team.  Sure, there are the obvious ones, like them getting up in the morning and going to work because you’re paying them.  Money and other physical benefits – something external to that person – are known as extrinsic motivators.

But have you ever done something for someone else just because?   Without the need for money and without the need for something in return?  Chances are you’ve experienced an intrinsic motivating force, where you are compelled to do something because it gives you an internal payoff.  Things like working back extra time because you like your leader, or the things you do for your kids or your family or your friends, or perhaps creating something like a drawing or piece of music.

Daniel Pink found three main intrinsic motivators in his book “Drive”.  they occurred when a person had:

  1. Autonomy: Where they are given free reign in solving a problem
  2. Mastery: Where they can work continuously towards mastering a worthy skill
  3. Purpose: Where they are contributing to something greater than themselves

Can you find a way to engineer these into your own work and process?  If you can, the results just might surprise you.

Chat soon – David McLachlan

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Leadership Card 15 – Design The Situation

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Design The Situation For Ease of Use And People Will Do What You Want

In a study by three researchers featuring college students, and seeing what it might take to get them to donate to a food drive on campus, Nisbett, Griffin and Ross found something very valuable.

Before they started, they interviewed their subjects and separated them into two groups – those who they believed would give to a food drive, meaning they were kind, charitable people by nature, and those who they believed would not give to a food drive.

The funny thing is, the students they believed would not give to the food drive actually gave more than their so-called charitable counterparts when they were given clear instructions on how to do it, where the box was to donate to (including a map of the campus), and asked to think about the exact item and day they would go and donate.

Clarity Matters

You see, it’s not enough for someone to just be “naturally” good at something.  The environment shapes a large part of a person’s results, which is ultimately good news because we can shape the environment to make it easier for our people and customers to do the things we want.

If something is hard to do – if there are many obstacles, it’s not front-of-mind, it has too many steps or we need to redo too many things, or there’s too much waiting around or there are too many hand-offs between departments – then there is a much higher chance that a person won’t do it.  That can include a customer buying your product, or a team member performing work for you.

Getting intentional about designing your work and customer experience, and designing it specifically for ease of use, can make all the difference.

And as we saw in the charitable giving example, that can mean giving clear instructions, a map of where to go, and a clear vision of what to give and when they are going to give it.  In other words – How, What, When, and Where.  For you in your business, it might be simpler.  Knowing who your customers are, what they want, and the steps to get there is a great start.  Then you can improve the ease of use for your customers simply by reducing those steps in getting what they want.

Try it for yourself, and I believe the results will absolutely astound you.

Chat soon – David Mclachlan

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Leadership Card 14 – CEOs versus Customers

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The Customer Experience Disconnect

In a study by Bain & Co it was revealed that around 80% of firms believed they delivered a “superior customer experience”.  The only trouble was, their customers didn’t agree, with just 8% of customers confirming they were provided a superior customer experience.

The study also found that companies were trying to do a good job – they truly believed they were customer focused and recognized the importance of their customers.  They obviously genuinely wanted to provide a superior customer experience, they just didn’t know how to truly pull it off.

Instead of focusing on improvements that truly value the customer, they do things like relentlessly pursuing new customers at the cost of old ones.  For example, heavy discounts for new customers while more expensive pricing for existing customers.  Or they gathered immense loads of data on their customer’s habits without actually talking to them, understanding what makes them want to stay.

How Easy Was It To Get What You Wanted, Really?

Research and consulting firm Forrester has found that making it easy for your customer to get what they want goes a long, long way to providing them that “Superior” customer experience.  In fact, customers are more likely see your company as competent and to forgive any mistakes that happen along the way.

Part of making it easy for a customer to get what they want is reducing the steps to getting what they want.  The more “steps” a customer has to take, whether it’s talking to different people or departments, filling out multiple forms or needing to gather multiple pieces of information, all affects the ease of use and the likelihood of a good customer experience.

Checking in with your most profitable customers to understand what went well, and what didn’t go well, also helped the best companies design their experiences to attract more profitable clients.

Getting Intentional About Designing Your Work

The research by Bain & Co also found that companies who outperformed others when it came to customer experience had intentionally designed their work (i.e. the operations of their business) and customer experience.  They called it Design, Delivery and Developing Capabilities, and this is where it is handy to have a simple yet powerful framework to work through decisions with.  The Ease of Use framework first outlined in the book The Lean CX Score can immediately improve the ease of use for your customers and your team in a few simple ways.

First, it brings clarity to a process by making it repeatable.  Then it reduces the steps to a customer getting what they want, by making hidden things visible and making it impossible to make a mistake.  Finally, by checking in to see if the customer got what they wanted they can reduce the steps further and make things easier again.

Don’t fall into the trap of a complicated programme of work to improve the retention of your customers – make it easy with an easy framework and focus on the ease of use for your customers.

Chat soon – David McLachlan

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