General

No feedback, no learning. It’s that simple.

April 13, 2022By Mike Hohnen

Imagine you were deprived of all feedback, no matter what you did you, had no way of knowing the outcome of your actions.

Terrifying, yes?

Without feedback, we have no possible way of improving what we do. We are flying blind. Everything we actually know how to do, we have learnt in incremental steps. Only by paying attention to the feedback have we been able to get better.

So as a leader, there are two implications to this that you need to be thinking about. And they concern you and ‘them’.

If you find yourself thinking from time to time that this or that person reporting to you could do better (and I know you have these kinds of thought from time to time because in my position as a coach and confidante of many leaders I hear this regularly), then you need to ask yourself how good a job am I doing in giving this person helpful feedback?

Oh come on, Mike…

I can sense you thinking… if you just knew how many times I have told that person that this or that is not working.

You may have told them. But is telling skillful feedback?

Not really, telling is probably the least effective tool at your disposal, yet it seems to be a tool of choice for many managers.

Sir John Whitmore, the creator of the GROW Model has a lovely video where he coaches a beginner in golf.

Notice that all he does is ask questions. What would you like to accomplish? How did that feel? What do you notice about your body? What would you like to do now? And slowly but surely, the power of the questions helps the novice golfer improve considerably in just a few minutes. Watch for yourself here.

What I find even more striking is the comparison with the other novice golfer who is being ‘told’ what to do by the more traditional instructor. The more he gets told, the stiffer and more awkward he becomes.

What is that telling us?

If you would like to see continuous improvement around you, you need to work on your feedback skills. If you feel team members could do better, that is valuable feedback to you. It tells you more about you than it does about them.

Next week, we will explore the other situation that is possibly even more terrifying than finding yourself in a black hole with no feedback. It is the situation where all the feedback you are getting is more or less fake or misleading, and that I am afraid is not as uncommon as you might think.

You have been reading the fourth blog post in a series where Mike is exploring: Why is it important to develop not just yourself but also the people around you?

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of the Service Profit chain, we have a special treat for you:

For this month only, you can download Mike’s book Best! No need to be cheap if … for FREE using this coupon JLXW8P9QSE. It is only available for the first 50 people so first come first serve.

Download the book here!

Some experiences provide more learning than others

April 13, 2022By Mike Hohnen

In our series on cultivating learning and development in yourself and others, we examined how we learn from experiences last week. If you missed it, you will find it here.

The next natural question to explore is: Then do we learn equally well from any type of experience?

Obviously not. Taking the bus to work each day is normally not a great learning experience, nor is doing the weekend shopping with the family, unless of course there is a challenge involved.

When something becomes challenging, we have a great opportunity to learn. And often we quickly solve the challenge and then pat ourselves on the back: “Well done, you are making progress.” Or we pat our associates on the back and tell them: “Well done! Nice job. I see you are learning a thing or two.” The learning that takes place here we sometimes also refer to as external. We are learning something about how the world outside ourselves actually works. This learning is often also context specific. Under these circumstances, this is what one needs to do. But when the circumstances change, as they have a tendency to do, then that learning is not always so useful.

So quite frankly these are not the challenges that maximise our learning. True learning begins when we hit serious resistance. Things are not working out the way we hoped. Maybe we are even experiencing serious setbacks and even failures. These situations provide some really interesting learning because of our lack of success.

These are the situation where we learn about ourselves more than anything else. And the learning does not arise for the external event but from how we choose to respond to whatever is going on.

This is where we learn:

To resist the temptation to blame others for the situation
We see how stepping back from the situation helps us gain perspective and as a result, we learn how we are possibly contributing to the mess that is being created.
How to develop resilience in moving beyond the unpleasantness or pain of the experience and commit ourselves to do something about our personal limitations
In short, this is where we learn how to grow.

Challenges that start out as failures and setbacks thus provide som of the richest learning environments that we can possibly encounter. Most of us get this on a personal level. “Makes sense. I screwed up on that assignment but I learnt a lot.”

But do we apply the same tolerance and understanding attitude toward the members of our team who screw up from time to time? Do we see that as a valuable part of their learning process or do we see them as a problem?

Maybe our learning should start there…

This blog post is the third in a series of blog posts where Mike is exploring: Why is it important to develop not just yourself but also the people around you?

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of the Service Profit chain, we have a special treat for you:

For this month only, you can download Mike’s book Best! No need to be cheap if … for FREE using this coupon JLXW8P9QSE. It is only available for the first 50 people so first come first serve.

Download the book here!

Converting knowledge to wisdom

April 13, 2022By Mike Hohnen

“What use is it to have a bellyful of meat if one can not digest it? If it cannot transform us, if it cannot improve us and fortify us?”

Wrote Michel de Montaigne back in the 16th century in one of his many rants against a French school system that “requires you to just parrot back everything you are told”.

So how do we actually convert knowledge into leadership wisdom?

The key word here is experience, experience not as in breathtaking customer experience, but learning from experience.

Because we all agree that we learn from our experiences, or do we?

If you have ever made the same mistake twice, you will have to agree that we do not consistently learn from our experiences.

When then do you learn from your experiences?

Elementary my dear Watson: Whenever you take the time to reflect on your experiences, you make deeper learning possible.

Reflection can be a personal reflection, or it can tackle the form of a team reflection.

Our reflection can be a surface reflection:

What happened?
Which actions were taken?
What were the consequences that we observed?

Or we can choose to do a deep reflection:

What did I learn about myself through this experience?
What are we learning about how this team functions and handles conflict through this experience?
What broader issue can we see arising from this experience?

Surface reflection helps us understand past actions and behaviours. Deep reflection helps us examine underlying beliefs and assumptions.

Both are important. But even more important is to start developing a practice of reflection. Make a habit of having a regular end of day/week or month reflection session with your team. Develop a personal particle of reflection. The best way to do that is to start a journal and spend just 10-15 minutes a day noting down your answers to:

What has been my focus today?
What have I observed?
What am I learning?
What will I focus on tomorrow?

Now your are on track to convert knowledge into wisdom.

This blog post is the second in a series of blog posts where Mike is exploring: Why is it important to develop not just yourself but also the people around you?

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of the Service Profit Chain, we have a special treat for you:

For this month only, you can download Mike’s book Best! No need to be cheap if … for FREE using this coupon JLXW8P9QSE. It is only available for the first 50 people so first come first serve.

Download the book here!

Why developing others should be high on your agenda

April 13, 2022By Mike Hohnen

When implementing the philosophy of the Service Profit Chain, we often look at three core parts:

And all three are driven by the continuous development of your team.

Employee engagement is closely linked to job content. What do I get to do at work (the other part of a job is job context which is all about the condition you get to do your work in)? A key component of job content is the perception that I am growing and developing myself.

Any book or article you read about creating a customer-centric approach inevitably will talk about value. If we are not providing value, we do not have a business, not for very long at least. But values in a service business is a result of employee competencies. This has to do with the notion that services are asymmetric in their nature. What the client buys is not what we sell. The client has a need and we translate that need into our product. If you are going to do that better than your competition, it requires competent people.

And finally, customer loyalty is developed through skillful interaction that produces an emotional connection with our customers. Delivering the basic product according to specifications just ensures satisfaction; getting to loyalty requires so much more.

So you can do what many organisations do, hope that they will improve as they go.

Or you can do what the top performing service companies do, you can develop a culture of continuous improvement and learning that drives everything that you do.

If you are wondering what works best, let me help you…

Think about any type of human endeavour where we can observe that high performance is vastly different from just ordinary performance. Playing the piano, ballet dancing or competitive swimming just to name a few. In virtually every arena in which we observe excellence, we also see a commitment to continuous improvement…

We also know from research on learning that if you are good at something and you just do what you are good at every day, your performance will gradually deteriorate and get worse. Don’t believe me? So if you have had a drivers licence for more than 5 years, do you think you could pass a driver’s test tomorrow? See what I mean?

Only if you continue to practice can you maintain or even improve your performance.

So how do we build continuous perfomance into our day to day work? What can we do to make sure that our people are always learning and developing? That is going to be the theme for my next series of blog posts.

During the months of April, May, and June, we will be focusing human development. Why is it important to develop not just yourself but also the people around you? And what are ways to do it when we already have plenty on our plate as it is?

Building capacity is at the heart of the Service Profit Chain. If you would like the full concept served up in one go, you will find Mike’s book Best! No need to be cheap if… HERE.

For this month only, you can download the book for FREE using this coupon JLXW8P9QSE. It is only available for the first 50 people so first come first serve. Download the book now!

What makes a lousy job a great job

April 13, 2022By Mike Hohnen

How to make a lousy job a great job

First, we need to understand that there are two parts to any job. There is the context and the content. Context is all about the environment in which I get to do my job. Content is all about the job that I get to do.

So context would be work conditions, schedule, uniform, tools, leave, canteen and all that god stuff.

Content, on the other hand, is all about autonomy, variation, recognition, feedback, sense of belonging, meaning making.

Context is what drives basic satisfaction – it is what people feel they need to have. Content, on the other hand is the big driver of employee engagement, and it is more in the category nice to have. This is all well documented in research after research.

So the big challenge in the service industry is that many jobs don’t provide much content. Dishwashing, cleaning, housekeeping, laundry service and similar position all fall in this category.

The work is hard, the pay is low and there is not much recognition from the rest of the organisation for doing a good job.

So how do we provide job content for these positions?

Here is a clue:

“The people we interviewed from the good-to-great companies clearly loved what they did, largely because they loved who they did it with.” – Jim Collins

The secret here is to create and environment where we focus on enabling the social connections. If we can help these teams form good relationships with each other: camaraderie, having fun together, seeing themselves as comrades in adversity then that contributes enormously to job content.

Some of the best housekeeping managers I know invest considerable time in proving opportunities for their teams to spend social time together, and they have the great-place-to-work score to prove that it is well worth the time and resources.

This blog post is part of a series of answers to frequent questions that I get around the concept of the Service Profit Chain. In future posts, we will continue to explore other key points. If you would like the full concept served up in one go, you will find Mike’s book “Best! No need to be cheap if…” HERE.

What is our biggest challenge when we map our customer journeys?

April 13, 2022By Mike Hohnen

Customer Journey

The short answer to that is that we are deeply biased. Despite all our good intentions about delivering superb customer service, we time and again end up seeing the situations from our own point of view. And using that point of view, we make assumptions about what we think the customer is experiencing. But unless we actually walk in their shoes, we have no clue what they are experiencing.

I see this time and again when I give workshops that introduce Service Design to groups of service providers. In order for them to really understand what this is about, I let them try it for real. So we pretend that they are a group of city tourism planners that need to improve the tourism experience in our city. In order to do that, I let them choose a persona situation and set up their hypothesis (or assumption) for this experience.

One team of three said that navigating the Copenhagen subway is very hard if you don’t speak Danish. Another team of three had the assumption that tourists easily pick the wrong kind of restaurants and end up in the tourist traps. And other groups pick other similar situations that they felt had some problems seen from a tourist point of view. So we sent them out for a 3-hourr field study. Armed with just their iPhones, we asked them to bring back proof in the form of pictures or recorded testimonials that confirmed their basic assumption (so that we could start working on ideas for improvements).

So what happened?

None of the teams could prove their assumption to be correct, none. What they thought a tourist experience was like (here in their own home city) was nowhere near what the tourists said they experienced.

So then I had to ask them: So how many of the assumptions that you have made about how your customer experience your service do you think are accurate?

Food for thought: How can we test our own assumptions about our own service product?

The same way as we did with the tourists. We get out of the office and we observe, document and collect lots of testimonials in the actual situations (not post-experience 6-page surveys, please). With that raw data, we can now start truly talking about what we need to do to improve our various touchpoints.

If you don’t have the time or inclination to do that ground work, your next best solution is to ask a group of students (Anthropologists or service designers) and have them do the real-time observations for you.

Map out the guest journey. Record your assumptions at the critical touch points: “Our breakfast is the best in town.” or “Our meeting facilities are perfect.”; “Guests think our coffee shop has the perfect selection.” Now ask the researchers to prove you right if they can.

Don’t forget: Assumption is the mother of all f… ups.

This blog post is part of a series of answers to frequent questions that I get around the concept of the Service Profit Chain. In future’s posts, we will continue to explore other key points. If you would like the full concept served up in one go, you will find Mike’s book “Best! No need to be cheap if…” HERE.

Service Profit Chain or Service Design?

April 13, 2022By Mike Hohnen

Service Profit Chain and Service Design

This is a question I get quite often. And the short answer is that it’s not an either-or, it is a both-and.

The Service Profit Chain is, in my view, a strategic approach. What kind of an organisation would we like to be? It is very much about why we do what we do.

Service Design, on the other hand, is all about how we actually do it. It is the step by step approach to looking at all our interactions with the customer and making sure that they actually contribute to generating values for this customer persona.

“The activity of planning and organising people, infrastructure, communication and material components of a service in order to improve its quality and the interaction between service provider and customers”
– Service Design Network

In simpler terms, you could say that on the one hand, we need to create an organisation that is willing and able to create fantastic customer experiences. That is what happens when we start implementing the principles of the Service Profit Chain.

With Service Design, we then make sure that the service that we are providing is a contribution in the best possible way to create value for the customer.

In practical terms, that means that we take the value equation from the Service Profit Chain frameworks and use that as a key tool to understand what a given customer persona actually wants. Value is deeply subjective and can only be defined and understood from the perspective of the customer.

Once we have that clear understanding of what certain customer personas are looking for, AND how each persona profile is slightly different from other persona profiles, then we can work through our customer journey, and touch point by touch point develop the best possible experience.

In that way, the Service Profit Chain and Service Design complement each other beautifully.

What is the difference between service levels and service standards?

April 13, 2022By Mike Hohnen

Service levels and standards

A key part of implementing the Service Profit Chain’s thinking is to work on consistency; in order to do that, we need to have a clear understanding of what the difference is between service levels and service standards.

The easiest way to understand this is to look at a few examples.

Many independent restaurants have high levels of service. But they may not have high standards. On the other hand, McDonald’s has a relatively low level of service, but has very high service standards, while Ritz-Carlton hotels have both high levels of service and high standards of services. And the greasy spoon down the road has neither service levels nor high standards.

Service Levels.001

Standards are all about consistency. We do things in a certain way, always. Levels of service are all about how much time and effort you put into the delivery process.

Many independent restaurants and other small service businesses go out of business because they lack service standards. Their delivery is inconsistent and creates confusion in the marketplace.

Our level of service needs to fit with our overall value proposition. How much service does this customer segment need and are they willing to pay for it?

Understanding this is crucial to building loyalty.