Wednesday, April 18, 2018

CX Journey™ Musings: A Trojan Mouse and Your #CX Strategy

Image courtesy of Pixabay
Are you challenged in your efforts to implement organization-wide changes to improve your culture, the employee experience, and the customer experience?

Have you considered how a Trojan Mouse might help you gain traction in these efforts?

Trojan Mouse. What is it? And how does it differ from a Trojan Horse?

Well, right off the top of my head it seems like "Trojan Mouse" elicits an image of smallness, speed, and agility, while "Trojan Horse" makes me think of a larger undertaking that is a bit slower and more labored - in both planning and execution - and likely rejected.

Let's start with what a Trojan Mouse is. From TrojanMice.com:
Much change is of the "Trojan Horse" variety. At the top of the organisation a decision is taken to introduce a strategic change programme, and consultants or an internal team are commissioned to plan it down to the very last detail. The planned changes are then presented at a grand event (the Trojan Horse) amid much loud music, bright lights, and dry ice. More often than not, however, a few weeks later the organisation will have settled back into its usual ways and rejected much of the change. This is usually because the change was too great to be properly understood and owned by the workforce.
Trojanmice, on the other hand, are small, well-focused changes, which are introduced on an ongoing basis in an inconspicuous way. They are small enough to be understood and owned by all concerned, but their effects can be far-reaching. Collectively a few trojanmice will change more than one Trojan Horse ever could.
What do you think of that?

I am immediately drawn to these two sentences: More often than not, however, a few weeks later the organisation will have settled back into its usual ways and rejected much of the change. This is usually because the change was too great to be properly understood and owned by the workforce.

Trojan Mice seem like a great approach to implementing change for a variety of reasons:
  • Trojan Mice address the last point in that second sentence - they are small enough to be understood and owned.
  • We often talk about quick wins and showing some successes before we do a full roll out of a CX strategy. Those small wins, those quick wins, are great examples of Trojan Mice, allowing for gradual adoption of - and engagement with - the larger journey.
  • Making small, nimble changes also limits risk or makes risk more tolerable as you design a new experience, develop new products, and find creative solutions to old problems. Think: fix fast, fail fast, fix fast.
  • You can deploy various changes at the same time, which means you can test which ones work and which don't - allowing you to quickly retract the ones that won't have the intended impact, learn from them, and redeploy with updates. Again: fail fast, fix fast.
  • Given that these changes are small and nimble, they will certainly help increase speed to market, i.e., you can get the solution out there quicker.
  • Small changes that are quickly accepted, understood, and owned will add up and make for a bigger impact quickly - and over time - than rolling out a Trojan Horse that baffles people and is immediately rejected.
People hate change. And if they don't know what it is or why it's taking place, they ignore it; they certainly don't want to be a part of it. Why not break it down for them, simplify it, and help them understand and own it.

As I've said before, improving the customer experience happens in baby steps; Trojan Mice - small, yet impactful, examples with tangible value - may just be the quickest way to successful adoption of the CX strategy and to transformation success.

Fail often so you can succeed sooner. -David Kelley, Founder and Chairman of IDEO

Wednesday, April 11, 2018

Do Leaders Really Care About Their Employees?

Image courtesy of Pixabay
Does your CEO - and your entire leadership team - really care about their employees?

I had another blog post in the hopper for this week, but when this article came across my desk, followed by a phone conversation with Bob Chapman, I knew I needed to write something different, something that is top of mind for me now - and often - as I work with my clients.

The article?

"Beyond Nice,", which you can find in Conscious Company Magazine's Spring 2018 issue - or just click the article name to download the PDF. It features Bob Chapman, CEO of Barry-Wehmiller, and his approach to leadership that we can/should all learn from. Sooner rather than later.

I've written about Bob Chapman several times in the past, starting with a 2012 post about his TEDxScottAFB Talk:

Truly Human Leadership - Everyone Matters
Define Your Employee-Centric Culture
Employee Engagement Strategy? Nay! Leadership Strategy
A Customer Experience Carol
"Be Positive" is Not a Strategy
We Have a Crisis in Leadership

I have followed Bob since that first post back in 2012, and I've spoken to him twice since then. He's a very genuine and caring person, and I love how he's trying to shift the leadership paradigm. And, clearly, I believe he's on to something: we have a crisis in leadership.

Look at some of the stats:

- 88% of employees in the US feel they work for a company that doesn't care about them
- 75% of employees are disengaged
- 67% of employees don't trust their leaders
- 50% of employees are dissatisfied with their jobs
- 7% of people in one survey said they'd been hospitalized due to workplace stress
- 120,000 deaths due to workplace stress every year

Yikes!

Each one on its own is bad; all of them combined are insane. The problem: leaders don't care about their employees; instead, employees are viewed as a cog in the wheel to their success. Leaders drive to growth, to the numbers, and forget about the needs and the lives of the employees who help them get there.

Bob notes that...
We measure success all wrong in this country. Many people have made millions, billions of dollars, who have incredibly broken personal lives. Would we view those people as successful?
We are going to measure success by the way we touch the lives of people.
Imagine the employee experience if that was the case, if leaders cared about employees, their families, and their well-being! And measured success by how they touched their employees' lives! A little humanity and humaneness would go a long way.

How do leaders turn things around? First and foremost, it's a choice. Everything you do in your life, as a human, as a leader, is a choice. Choose to lead differently. Choose to align with the rest of the leadership team and the goals of the business. Choose to care.
  • Leaders must choose to put their employees' well-being ahead of all other goals and outcomes. It starts with the CEO and the executive team. The choice is theirs. 
  • Establish core values and guiding principles that set the tone for the company culture, a culture that puts people first. 
  • Create an environment based on trust, respect, and caring.
  • Adopt a servant leader mentality.
  • Take a look at the checklist in the article; it provides a dozen essential actions that leaders must take. Put a check next to those you already do, and look inward for the ones that you don't.
The bottom line is this: when leaders take care of their people, their people take care of the business.

When you look at somebody as somebody’s precious child that you have a chance to impact, it profoundly changes the way you view people. They are no longer a function for your success. -Bob Chapman

Wednesday, April 4, 2018

Drive Real #CX Change with Journey Maps

Are journey maps a waste of time, or can you really use them to drive CX change?

There's a big problem brewing out there when it comes to journey mapping:
Too many folks view journey maps as useless, when instead, the maps should be seen as one of the (if not the) most powerful tools and processes in the customer experience professional's arsenal.
Done right, you can drive real CX change with your journey maps!

So, it was with great pleasure that I accepted James Dodkins' invitation to be a guest on his ROCKSTAR CUSTOMER EXPERIENCE program via Facebook Live to talk about how to drive real CX change with journey maps. I think a lot of people talk about how to create the maps (even if they are erroneous in their ways), but not many talk about what to do next.

In the forty-minute interview, we covered a lot of territory, including:
  • What journey maps are and why they are so powerful
  • How journey maps differ from process maps and service blueprints - and why all are important to improving the customer experience
  • Why it's important to consider customer emotions - and why it's important to distinguish between what they do and what they feel
  • Which mistakes companies make while mapping
  • What to do after the mapping workshop to drive real CX change
  • What the difference is between personas and segments, and why we use personas over target segments in journey mapping
  • Why maps aren't just fluff and how to convince those who think so that they aren't
  • How to prep for and run a journey mapping workshop
  • What skills are needed to map journeys
  • How to get customer data and information for your journey maps
  • What the best strategy is for a successful journey mapping program
  • And much more!
 As you can see, we covered a lot of territory. The ultimate goal of this conversation is to help you realize that journey maps are:
  • the beginning, not the end
  • a catalyst for change
  • not just a tool but a process
Hopefully the interview helps you start to think a bit differently about how you're mapping or why you should map if you aren't yet.

I invite you to watch the interview - and to share your thoughts on it below. Thank you!

Customer experience is a journey. Only you hold the map.