Mike Hohnen

Coaching for personal growth, change and development

General

Your customer experience will never be better than what your employee experience was designed to deliver.

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Service Design Thinking is a fantastic toolkit for improving our customer service experiences. Mapping out customer journeys, identifying touch points and understanding different customer personas is going mainstream as everyone chases the elusive super loyal customer.

But did we get the wrong end of the stick?

Let just backtrack for a moment and ask ourselves the fundamental question: why are we so focused on the ‘experience’?

Because in order for something to qualify as service, it has to fulfill two criteria.

It needs to deliver a certain result and there needs to be a positive experience.

If you walk into your favourite coffee shop and they serve you a horrible wishy-washy cup of latte, the setting may be nice and the lady may be ultra friendly but your basic result was not delivered.

Or the other way round.

The coffee is great, but the place is filthy and noisy, the lady is rude. The result was delivered but the experience was horrible. You could just as well have made that cup of coffee at home and saved yourself quite a few bucks. When you opted for going to the coffee shop, you were looking for a service, not just a product.

Ok so far so good. Sometimes it can be sobering to get back to basics.

So assuming that you know how to deliver the result part of whatever service you offer,  let’s examine the experience part. As Seth Godin says, customer service is all about changing feelings. Experiences are emotions in action. No emotions, no experience. How was your train commute to work today compared with the same day last year? Ehhh?? Most probably you can’t remember because if it was just the way it always is, there was no emotion. You have not stored it in your memory as ‘an experience’ (Technically everything is an experience but we only retain in our memory the positive and the negative ones, the rest is auto-deleted).

“The only purpose of customer service is to change feelings.”
– Seth Godin

So as you look at your customer journey and map out the touch points, it’s a good idea to also map the emotional highs and lows. You can start out by estimating them but eventually, you will need to research and confirm your assumptions.

Let’s map a simplified example of a customer journey most of us can relate to, the airport check in: Arrive at airport, check in on the touch screen, walk through security, walk to the gate, board using automated boarding card verification, greeted by stewardesses, Settle into a seat.

What are the potential emotional highs and lows that we could work on to ensure that we maximise the experience? The touch screen provides no emotion unless it is not working, so it is just a negative risk. Walking the hallways can at best be neutralised by making the walk pleasant on the eye and informative. Boarding card verification is again automated. The automated or physical parts of the journey we can work on to eliminate negative emotions but they are hard to turn into over the top emotionally positive experiences.

The the two touch points that have the potential to provide emotional highs are the security check and the welcome onboard greeting by the hostess. The critical variable in achieving this is obviously the human being involved in these two touch points. The customer experiences are in their hands and totally dependent on how they feel (Technically we call that engagement, but that is actually just a fancy word for their feelings toward the job.) If they feel anything less than enthusiastic, they will deliver the minimum required to keep the job.

But, you may say,  we give them a service manual and they get the onboarding service course, they know what they are supposed to do. Yes, they know, but knowing and doing is not the same thing.  They will do or not do depending on how they feel.

In order to understand what drives their emotions, we need to map their employee experience. What is it like to be an airport security agent or a flight attendant? How does their employee journey unfold on a daily basis? What are the emotional highs and lows? Do we know and what can we do to maximise the highs and eliminate or neutralise the lows? (In a Service Profit Chain context, we would call this improving internal quality.)

If you are really serious about delivering best in class customer experiences, you need to start at the other end and look at what kind of employee experience you are providing that is your foundation.  Great service design pasted on top of mediocre employee experiences is like trying to paint over the rust spot on a used car.

You can download the Dream Team Checklist below and benchmark yourself!

 

 

Developing a customer centric experience strategy is not rocket science.

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Applying “outside” in thinking is at the heart of Service Design thinking and it is actually not as complicated as you may think. First of all, it is a question of shifting perspective as I have already explained in my previous post.  But then what?

We can learn the theories, understand the principles and all that good stuff. But nothing much happens if we don’t do something. And if we are looking for change well then we obviously need to do something that we have not been doing until now.

Here are a few ideas for you to get started.

1. Talk to your customers

Most of the service businesses I encounter do not build this into their service delivery time with the customer. By that, I mean encouraging front line staff to talk with customers. This is hugely important. Research has proven time and again that a superior service experience from a customer point of view is an experience where the person serving you talks to you about something that does have anything to do with the transaction. Small talk. This applies to Doctors, Libraries, Restaurant etc Always the same pattern. The obvious presupposes that you are delivering the basic product – If you can’t serve the hot food hot and the cold food cold as Bill Marriott writes then you need to go back to basics first

2. Actively harvest their feedback

While your front line staff is talking to customers, train them to harvest what the customer is experiencing.  Asking questions that explore the customer’s need. This requires more than just ‘ Is everything alright here?’  from a passing waitress.  What is needed is genuine interest, questions that show empathy. Make sure you have a way to capture what they are learning. This can be electronically on a notice board or you can gather teams of front line employee for a brief team session and ask them the question: What is something new or unexpected you have learnt about our customer this past week?

3. Act on their feedback

A hotel that I have been staying at quite a lot over the past years asked me to fill out feedback cards in my room.  On one occasion, I mentioned that their tea mugs on the self-service coffee tray in the room had no handle, and so when I filled it up with boiling water for tea, it becomes impossible to hold. On my next visit, there was a different cup in addition to the standard ones and a small note “Hope this works better”. And 4 weeks later, the handle-less mugs had disappeared. When we show our guests that we are listening, it encourages them to talk to us. On the note, make sure that someone answers comments on TripAdvisor, Facebook, etc. This is a basic psychology of reinforcing feedback loops. If you give nice feedback in return especially to people who praise you, and you thank them in a personal way, you are encouraging others to also want to give you positive feedback.

4. Make a fuss of your most loyal customers

Mechanical loyalty programs don’t cut it here. You need to show your most loyal customers that you actually do care about them, that you recognise that they are special. The only airline I know that does this really well is Air France. Yes, they have the frequent flyer miles and all that jazz, and that is fine. But when the stewardess singles me and maybe one or two others out on an otherwise full flight, addresses me by my name and then initiate some small talks about how it must be nice to be on my way home, I’ll be honest, I feel special. Much more than at my new barber shop that insists on stamping a loyalty card every time I come but still can’t remember my name, or that I actually do speak half decent French. Forget the bloody loyalty card, get personal with me and I will be loyal forever….

What else? What are some of your favourite customer centric actions? Click here and drop me a note.  Take the opportunity also to let me know if you are finding these blog posts helpful. It is always fun to hear from my readers, and hey! I got to take my own medicine… No?

 

How do you achieve the best value fit: Inside out or outside in?

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Everywhere you look, every ‘expert’  on service is telling you that the name of the game is to provide values. And that is true. No value, no business. Everytime you see a high profile brand or product tanks and disappears from the horizon, just think Nokia, Polaroid Kodak, it is basically because they lost it. From the customer perspective, they were no longer providing values.

In the drawing above, the square box represents the company’s offering. It is deliberately drawn as a square to illustrate that we often fall into the trap of having a set solution, a basic service package, our way of doing it. The polygon illustrates the uneven, ever-changing needs of our customers. So, when we overlay what we offer with what they need, we get three zones. The overlap represents the fit (A) where we meet customer needs. The better the fit, the more values we are providing. B is the part of our offering that we charge for, but what the customer does not actually need. And C is the money left lying on the table, in the sense that this is what the customer would really like, but they cannot find it with us and, therefore, either go without it (frustration) or source it from someone else.

Market leaders in a given segment easily get wrapped up in the beauties and benefits of their own products. When they do, the value fit shrinks.

Typically what happens is that they drift slowly from being the customer-centric companies that they were when they were created, and  as a result of over-focus on their own attributes and brilliance, they gradually become more and more product-centric.

This is the danger that lies in the asymmetry that is at the core of the service purchase. What the customer purchases is not what the supplier thinks he is selling. When we forget that, we get lost.

In order to avoid that, we need to understand the the crucial difference between an inside-out and outside-in  customer strategy

Basically you have three options:

  1. I stay behind my own walls, convinced that what I do is great. Great service, great product. It is so great that the world will always beat a path to my door, as they have done in the past. Those who are not here with me must be idiots.As a consequence, I become a hostage of my own past patterns. I look at and understand the world through a filter that is primarily composed of what has worked previously, not realising at all that none of the tomorrow’s problems will be solved with yesterday’s solutions.
  1. I venture to my window from time to time to look out and observe the world. Still, from the security of my own tower, I shake my head at what is going on out there and thank the Lord that I have the right solution. I may feel some concerns, or even frustrations, that out there “they” don’t get it. Maybe I should start thinking of ways to make them listen and understand, possibly turn up the advertising, or make more noise. Or maybe I should start by sending out a survey. I delude myself that I have understood the world by looking out the window.
  1. I leave the security of my tower. I stand next to my customers and together we look at what it is that I am offering. I even try to walk in their shoes for a while and gradually I start to understand what it really means to be in their place. It scares the living daylight out of me to suddenly be in such a vulnerable position.

Only option three will enable you to maximise the value fit.

That is is why the whole philosophy of Service Design Thinking is so important. This is the toolbox that will help you transition from inside out to outside in thinking in your organisation.

 

The real key to creating the eternally fantastic experience

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The Kano model teaches us that a service experience has 3 layers. There are basic attributes that need to be in place and that all services in a given category need to have to even qualify as a service. Then there are the performance features, attributes that define the better experience from the very basic experiences.  And finally, there is a category of attributes that we call delighters. Things that make our most loyal customers come back again and again. Not only do they come back, they also tell all their friends.

But as we saw in my previous blog post, the trouble with delighter is that they have a tendency to fade over time.   There is this notion of drift. Free high-speed internet in a cafe is a great example of this. So this puts all service providers under pressure to constantly innovate. They need to come up with new ways to delight their audience or risk fading into oblivion.

But there is actually another way to do it. There is one type of delighter that somehow never goes stale, that always stays fresh, and that is incredibly difficult for your competition to copy.

The key to understating this is likability.

Think about your own patterns. There are some services that you’re frequent not because of their physical attributes or technical specifications. You may even visit these services despite them not being quite up to par on some of these physical attributes. But there is one or often a whole crew of people that you find likeable. When I lived in Cape Town, we often used to go to Roberto’s. It was not the smartest cafe in town. It was also not the most elaborate culinary experience. But Roberto’s had one thing none of the smart cafes could match; there was Roberto and Roberto was immensely likable. Ah, you may be thinking, but that is a question of DNA, the Italians, the Greeks they know how to do to that, the rest of us don’t have those genes.

Not true.

As Rohit Bhargava explains in his lovely book Likeonomics, research has made the secret available. We know the components of likability and we can apply them to our own way of working and when can train our crew to practice these principles as well.

The key ingredients are: Truth, Relevance, Unselfishness, Simplicity, and Timing.

– Truth: you trust them. When the waiter says the special today is delicious, you know he would not say it if he did not actually mean it. He knows you and when he says you won’t enjoy that wine, you are so grateful

– Relevance: The service provider is not trying to upsell you like a robot (I so hate that expression “upsell”).  They make relevant suggestions that actually enhance your experience.

– Unselfishness: They go out of their way no matter what to make sure that you have a great time, even if it is not always the most convenient for them. A hotel where I have conducted workshops recently has two crews working the restaurant. One crew always sets the lunch table for my group in the window area where there is a pleasant view and lots of light. But it is the furthest from the kitchen. The other crew always sets the lunch table at the other end of the restaurant, not nearly as nice.  But it’s closer to the kitchen. One crew is likeable, the other one much less so. It comes through in all the little details of how they work because likeable is also an attitude.

– Simplicity.  As my vegetarian chef friend says to create a great salad, use only three ingredients; that is what makes it delicious and elegant.  As opposed to the salads where they dump the whole fridge into your salad bowl, they mean well I know, but…

– Timing:  The person servicing you understands empathy. They are aware of what is going on for you and they adapt their service delivery to suit you.  They understand the difference between coming in for dinner before a movie and coming in for dinner to celebrate your spouse’s birthday. And that is all about timing.

Now think again about some of those service experiences that you keep returning to again and again. I will bet you that it is because they are likeable.

And if you can implement these basic ingredients into your service experience, you have discovered the Holy Grail of delivering fantastic service experiences.   The concept is simple. The execution is what makes it hard.

Check out the book: Likeonomics: The Unexpected Truth Behind Earning Trust, Influencing Behavior, and Inspiring Action

If you are not familiar with the intricacies of the Service Profit Chain, we have a special treat for you:

You can download Mike’s book Best! No need to be cheap if … for FREE using this coupon 8WG55DP7C3. This is only available for a limited number of 30 people so first come first serve!

Download the book now!

The paradox of becoming a perennial service experience

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I spotted at least 10-15 new restaurants, cafes and other food related concepts on my walk downtown yesterday. I love the raw courage, energy and pure optimism many of these new service ventures exude.  They are brave because the reality is that by next summer, most of them will be struggling and many of them will already be gone.

And then once in a while, there is a survivor, a business idea that makes it through that first critical 2-year hurdle and becomes a viable stable business.  But that is just the first hurdle, the real test is to make it past the 5-year mark and beyond.

So what does it take?

You need to do two things equally well. On the one hand, you need to be extremely consistent in the way you deliver your product and at the same time, you need to be constantly renewing and innovating. That is the wicked paradox and that is why it is so hard to do.

One way to understand this is to use the Kano model.

Quickly explained, you could say that our goal is to reach total satisfaction, and avoid any dissatisfaction. In order to reach that goal. I will need to ‘implement something’. Certain things need to be in place.

If we stay with the simple example of the coffee shop, there are certain basics that need to be in place in order for you as a customer to even consider this a coffee shop. Tables, chairs, coffee, decent hygiene. If these basic are not there and well functioning, you would not even consider setting foot there. But that does not mean that more tables and chairs and scrubbing the floor even cleaner are going to attract even more customers.

It will take something more than just the basics.

You will need to implement attributes that we could call performance items. For a cafe to be considered a possible option for me. it would need to have high-quality coffee, friendly helpful staff, a selection of light bakery items etc..

This, of course, is individual and subjective. Now in my case, I can easily think of a dozen coffee shops that would fulfill these performance criteria. But there are a few coffee shops in town that I will actually go out of my way to visit. Not only do they get the basics right, they also fulfill my performance criteria AND they have something that delights me, a feature that I find unique and special for this place and that few others have in the same way.

But these needs are layers in order of priority. One layer builds on the next. It’s no use focusing on the delighters and neglecting the basics.

So the need for consistency is about the ‘basic’ and especially the ‘performance’ items. If they are not stable, you’ll very soon get tired of a place. If most days the coffee is great but sometimes it’s not, that is the end of that. You find somewhere that is consistent. Because the main reason we come back to a service experience is that we would like more of what we had on the previous visit. This is a fundamental customer need that we must never forget as service providers.

But at the same time, in the Kano model, there is also this notion of ‘drift’. Maybe, 6-7 years ago what really delighted you about a certain cafe was that it had free, no code high-speed internet connection (and it was one of the few that offered this in your area). Then 2-3 years ago, you started thinking of the free high-speed internet as a performance item, most of the good cafes had that. And today you probably consider that internet connection is as basic as the tables and chairs, and if it is slightly inconsistent in its performance, you will switch to a cafe that does have a stable internet connection.

So the service attributes that start out as delights, over time drift and become first performance items and then just basic. The reason for this is that customer expectation mature and competition is constantly copying the best delighters from each other.  That puts us under constant pressure to renew ourselves to continuously think up new delighters while skilfully maintaining our performance and basic attributes.

This over time becomes a delicate balancing act. What to add, what to maintain and what to let go. It can only be done successfully by being very ‘close’ to our customers. We need to fully understand why they chose us, and how their preferences are evolving!

If we are successful doing that, we achieve the nirvana of a great service concept and become perennial. My favourite example of this is the Danish Museum of Modern Art in Louisiana, it has existed for more than 50 years. There are certain things that are rock solid consistent and at the same time, they are always reinventing themselves. Brilliant!

If you are not familiar with the intricacies of the Service Profit Chain, we have a special treat for you:

You can download Mike’s book Best! No need to be cheap if … for FREE using this coupon 8WG55DP7C3. This is only available for a limited number of 30 people so first come first serve!

Download the book now!

Would you like the people around you to take better decisions?

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Probably.

The better decisions they take, the easier your life becomes. That is the bottom line.

So how can you help them do that?

It’s all about awareness as we discovered in last week’s post. They need help to raise their awareness about their own decision-making process.

How often do you review decisions taken by your direct reports together with them? Other than maybe telling them that whatever they decided was in the good/bad category?

As you may remember, this is a point I have made several times in this blog. We don’t automatically learn much from our experiences. If we did, we would never make the same mistake twice, would we? We only learn from our experiences when we take the time reflect on them.

But in a busy service environment, reflection is not top of mind. Fire-fighting is more the mode we are in. The mantra seems to be: Do something if it works fine; if not, try something else. It puts out the fire most of the time but we don’t learn a lot from the process.

So instead of getting frustrated next time one of your people makes a less than perfect decision, try sitting them down for a chat. Make it clear that this is not a reprimand but a learning session. Use a reverse GROW process as the framework for the conversation.

  • What were you trying to achieve? (Goal)
  • What was the reality of the situation? (Reality)
  • What options did you have? (Options)
  • What did you decide? (Will)

In my personal experience, the two key points in this discussion are:

1) What was the reality of the situation?
Did they jump to conclusions, or confuse their assumptions with facts? Often it turns out their decision was based on everything but the reality of the situation.

2) What options did you have?
As humans, we have a tendency to stick with the first solution that pops into our head. “Ahha got it, I will do this”. Maybe the first solution is the right one, that flash of inspired insight. But more often than not, that first idea that pops up has overlooked other possibilities.

This is where it can be helpful to explore with them what other options were actually available. It will help them understand that next time, it might be worthwhile to pause for a moment and try and come up with a few more alternatives.

When we do this, we help our colleagues see how their decision-making process operates. Now they have a basis for getting better.

This works well in one-to-one sessions. But we can use exactly the same review process to consider decisions that we have taken together. The key here is to avoid blaming any individual but looking at the collective decision-making process in order to learn from it.

This the fourteenth blog post in a series where Mike is exploring: Why is it important to develop not just yourself but also the people around you? You can read other posts in this series on Mike’s blog.

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of is model, don’t forget to check out Mike’s online courses where you will find a lot of great tools, resources and knowledge on Leadership Development and The Service Profit Chain.

One thing that will dramatically improve your performance

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Think about it for a moment…, what is one thing you could work at that would dramatically improve your performance as a leader?

My theory is that most of us could improve the quality of our decisions. When I look at my own life and try to identify some of the main causes of difficult times, frustrations, etc., they can quite clearly be attributed to decisions that I have taken or possibly not take, which is in itself a decision.

So why is it hard for us to take consistently great decisions?

  • We are not as rational as we would like to be. We like to think of ourselves as super rational, but in reality, we are not. We make up a story that explains the irrational decision we took in order to convince ourselves and others how rational we are. Often, not always, it is bullsh*t.
  • We don’t understand what is really going on. We are looking at a situation through our own limiting mental models, and we confuse what in reality is just our perspective with reality or the truth.
  • We don’t take the trouble to gather enough information. We take decisions based on a few facts plus our own gut feeling. Sometimes it works brilliantly, but more often than not is doesn’t. A classic in this category is confusing our assumptions with facts. We think we know, but in reality, we are just assuming, and as my favourite coaching colleague from the US always used to say: Never forget Mike, that assumption is the mother of all f… ups.

So how do we work on improving the quality of our decisions? Once again it comes back to awareness. What we are aware of we can control, what we are not aware of controls us.

So the first thing to do is to start a decision journal.

Dedicate a notebook to this. And whenever you need to make a consequential decision, take a moment to think through: What are the options? What is your decision and what do you expect to happen? Make a note as well of your current state (tired, happy, stressed or whatever). Make space on the page for you to come back at a later time and note down what actually happened and what your key learning has been.

Start the decision journal today, by which I mean get it ready and commit to using it. Then the next time you need to take a significant decision, take the trouble to document it. Then on a regular basis go back and review your notes. Is there a pattern? What are you learning?

If you would like to get more sophisticated about this, check out this blog post from Farnam Street.

My personal experience of doing this is that I became aware that I had a tendency to take a certain type of decision very quickly, typically when something had not turned out as I expected and I felt an urgent need to correct the course. But what I had not previously noticed is that whenever something turns out different than what we expect, it triggers an emotional reaction and that emotional reaction would often tilt my decision toward the first idea that came into my mind.

Once I became aware of this, I have tried to postpone that kind of decision, to give myself time to get a different perspective, to resist the urge and that has definitely prevented me from a few bad decisions in the past 6 months.

Proving the point that more than anything, becoming aware of our own decision-making process helps us avoid the really bad decisions more than it makes us genius decision makers, but already that is not too shabby an outcome for many of us.

Once we have the decision journal in place, it’s time to practice getting better. A good place to start is to read Decisive: How to Make Better Choices in Life and Work by Chip and Dan Heath.

And what about your team? What is the one thing that really causes you frustration when you look at the people who report to you? If you in any way resemble many of the leaders that I coach, you will say: The quality of their decision… If only they could be trusted to take better decisions, my life would be so much easier.

Can you help your team make better decisions as well? Absolutely! It’s all about awareness, remember. We will have a look at how to do that in next week’s blog post.


This the thirteenth blog post in a series where Mike is exploring: Why is it important to develop not just yourself but also the people around you? You can read other posts in this series on Mike’s blog.

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of is model, don’t forget to check out Mike’s online courses where you will find a lot of great tools, resources and knowledge on Leadership Development and The Service Profit Chain.

Are you an accidental diminisher?

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In my previous blog post, we looked at two very different leadership approaches: multipliers vs. diminishers.

In this blog post, we’ll take a closer look at the diminisher.

So how much output do we get from someone when we hire them to do a fair day’s work?

Well, there is quite a lot of research that indicates that on average, we are getting somewhere between 30 and 50% of what people are actually capable of.

This is also reflected in the Gallup engagement research that shows that +/- 65% of the workforce is not particularly engaged in their work. If you are not engaged, you are probably also not giving it your best.

So what are the barriers for our people to give their best? The top three, according to the research are:

  1. Rules, regulations, and structure in the organisation
  2. Lack of feedback and encouragement
  3. The leadership style of the immediate supervisor

So to put it in a nutshell: If you are not getting max output from your team, it is probably because of you.

Yes, let that sink in for a moment.

That is not because you are a slave driver with psychopathic tendencies, at least I hope not.

More likely your are just an accidental diminisher. Accidental because when you have a diminishing impact, you are likely to be completely unaware of it and probably the last to know.

The first thing you need to think about is your own assumptions and beliefs.

You see, diminishers see intelligence as based on elitism and scarcity. Diminishers appear to believe that really intelligent people are a rare breed and that they are of that rare breed. This naturally leads them to conclude that they are special and that other people will never work out what to do without them.

They also seem to follow a logic that says people that don’t ‘get it’ now probably never will. Therefore, I need to do all the thinking around here.

This is what Caroll Dweck, author of Mindset, would call a limiting mindset.

The Multipliers, on the other hand, have a growth mindset, which is a fundamental belief that basic qualities like intelligence and ability can be cultivated through effort.

Multipliers get more from their people because they are leaders who look beyond their own genius and focus their energy on extracting and extending the genius of others. And they don’t get just a little more back; they get vastly more.
_Liz Wiseman

As we all well know, our assumptions and beliefs govern our behaviour.

So the diminisher typically displays some or all of the following behaviours:

  • Micromanage things
  • Do most or all of the talking at team meetings
  • Have the answers and ask few questions
  • Be judgmental and critical of others
  • Create stressful environments that often do not feel safe
  • Take fast decisions (as opposed to getting everyone buy in)
  • Drown the team with new ideas and initiatives

So here are a few questions to ask yourself and reflect on:

  • How might I be shutting down the ideas and actions of others, despite having the best of intentions?
  • What am I inadvertently doing that might be having a diminishing impact on others?
  • How might my intentions be interpreted differently by others?
  • What messages might my actions actually be conveying?
  • What could I do differently, that would make more space for the to contribute and grow?
  • These questions can be tricky to get feedback on from your direct reports, for obvious reasons. But what you can ask when there is the right opportunity is: Is there anything that I could do differently that would help you do a better job?

And then listen very very carefully.

Check out Lis Wiseman’s book for yourself: Multipliers, Revised and Updated: How the Best Leaders Make Everyone Smarter

This the twelveth blog post in a series where Mike is exploring: Why is it important to develop not just yourself but also the people around you? You can read other posts in this series on Mike’s blog.

Building capacity is at the heart of the Service Profit Chain. If you are not familiar with the intricacies of is model, don’t forget to check out Mike’s online courses where you will find a lot of great tools, resources and knowledge on Leadership Development and The Service Profit Chain.