Author Archives: Paul LaRue
Last week we looked into how the empty customer chair should work in customer-centric organizations. By implementing the premise properly and with the right intentions, companies can see a tremendous shift into their ability to gain trust in their customers.
Now what if we tried to implement a similar method for employees with the empty chair?
When companies think about who they truly serve, customers seem to take priority and employees tend to be forgotten, squeezed out by the push for more revenue. Yet employees are not part of an “either/or” equation, but are just as vital as customers and should always merit sincere consideration as “AND” in the equation.
Taking the same technical approaches as one does for the customers chair, let’s map out how the organization should consider the employee chair.
Employee Viewpoint. Consider what the typical employee must contend with on a daily and weekly basis. Are they overworked and stressed from no work-life imbalance? Does leadership minimize their concerns and efforts? What is the meta (macro and micro) of the comments (not just ratings) of the latest employee surveys? By thinking through all conversations and how a front line worker will view the attitudes, language, intentions and agendas of leadership, this first step will get management more attuned to how the employees really view the company.
Employee Impact. Whenever a new system, campaign or procedure is being planned out, the impact to the employee should be discussed. Will this add to their workload? Even a few extra minutes to today’s employee will seem onerous. Will there be proper training? Just showing them quickly and expecting full competency with little ongoing follow up will create frustration to the team. Will this enable them or prevent them from being more customer facing? These questions and answers need to be genuinely answered, and not in a flippant fashion that lets leadership move onto the next project once it’s been “handed off” to the team members. Focus on what’s best from their viewpoint, not easier for management.
Employee Voice. Think of three types of employees: the average worker, the skeptic and the stressed employee. What would they say about the conversations, ideas, and strategic plans being offered around the table? What questions would they have? What other types of employee voices are in your organization? Many times, leaders only consider the voice of a few, typically the top performers or the poorest performers, and dismiss the latter as problem employees and only consider that the top members will be happy with these changes. Considering that others besides the top or bottom performers statistically make up 70-80% of your employee base, the majority of the voice needs to be more represented in these sessions.
Alignment of Mission. Ask yourselves – do the employees really, truly understand our mission and core values? Do we promote them at every session? (And do we actually take real time to do this, instead of checking the box?) Many employees feel that company mission and values are not expressly given to them, leaving them with a feeling of disconnect. If leaders can consider that well over 50% of employees need a better vision of mission and can dovetail this into their initiatives, they would gain an incredible advantage into their recruiting and retention efforts, as well as raising the level of alignment in the organization. Keep discussions with a keen mindset of elevating mission alignment in the team at large.
Employee Well-Being. Prior to the covid pandemic, employee well-being was the fastest growing concern among both leadership and employees heading into 2020. As we emerge from the wake of this epidemic, employee well-being is more fragile than ever, and leaders should make this a core priority in every discussion. How to eliminate (or at least reduce) employee stress, distrust about their company leaders, job security and overall health should be a leader’s core function going forward. In addition to how the above points play into the role of well-being, contemplate how leaders behaviors and biases contribute as well. Being mindful of the employee holistically will probably be the most beneficial endeavor any organization will undertake.
Having this practice will help ensure that the employee is always at the center of your organization. Along with the customer, it will pay dividends not just for leadership and shareholders, but all constituents.
Over the years I’ve seen many people talk about a conversation they’ve had where they have reached an impasse.
Whether it was selling an idea, gaining business, or trying to gather intel they would seem frustrated with the final answer(s) by the person they were talking to.
Invariably they walk away with “so-and-so is doing this,” or they were standing pat on an earlier decision, or “they are just not ready to listen.”
And the counter I’ve coached them is “Did you ask them ‘Why?'”.
When someone is asked why, it gives the power to the questioner and not the person giving the answer. It causes them to give an explanation and reveal more information as to their mindset.
Sometimes the person I’m teaching this to says “Yes, and they said they would rather do <other action>.”
To which I say “Did you ask them ‘How come?’ “
This creates some thinking on the person asking the questions to which I reveal the process of the alternating asking “Why?” and “How Come?”.
Each question peels away another layer of information that the person being asked might be hiding behind, or neglecting details, or being non-committal.
It opens up the talking and gets the other person starting to reveal their intentions so the questioner can get to the heart of the matter.
Whether using this to ask employees about an HR issue, in a sales pitch, or in parenting or counselling, it’s simply an effective way to keep drilling down to where the real intent lies.
Two simple questions anyone can ask that can be non-confrontational and open conversation to get results.
For years an empty seat in company meetings has been the symbol to remind leaders and employees about being customer centric.
Starting with Jeff Bezos with seeds planted in years leading up to him implementing the idea at Amazon, leaving an empty chair at each meeting – whether physically when in real life or digitally during a virtual meeting – should stand as a reminder to keep the customer in the main view of focus at all times during any company meeting, strategy or endeavor.
Many companies try to imitate this method, but very few actually execute on being fully customer centric. That’s mainly due to a misplaced understanding of how the empty chair should actually work.
Here are the ways to ensure that focusing on the customers with help from the empty chair can make an impact:
- Determine to actually be customer centric. Before deploying any steps to remind your team about the customer, leadership should work to manifest the customer at the core of all the company does. Starting with the mission statement and working through a culture constitution and core values, without taking the necessary steps to create a customer dynamic in the DNA of the organization will guarantee failure to actually make any difference for the customer.
- Create processes and policies that support the customer. Many customers leave because of poor procedures or policies that are onerous and make for an unsatisfactory experience. When asked, many employees, powerless to make any suggestions or changes, simply state to the customer “Sorry, that’s our policy,” which leaves the customer with a sour taste of the organization. While policies and procedures should help the company against losses and inefficiencies, if that is all they do, the customer will feel neglected and take their business elsewhere. Procedures should not be left just solely to external customer facing processes, but also to those key components like training that carry a customer focus through all touchpoints.
- Hire, train and develop your people to be customer advocates. None of these steps can be effective without having your team properly trained and developed with a focus on excellent customer service. Starting with your incumbent staff, develop a training plan as mentioned just prior and work to train and continually develop your people to focus and perform in the customer’s best interest. Then devise a hiring process that attracts and keys in on customer-aligned candidates that will seamlessly dovetail into the new customer culture.
Once those three foundational pieces (at the least) are in place, then consider these steps to ensure an empty customer chair is best implemented:
- Explain the chair and it’s expectations. Just dropping the chair and having a quick “OK this chair means the customer is here. Let’s start … ” without any preface is poor execution. Have a thoughtful short meeting about the chair and its core purpose, explain why it aligns with the customer centric steps that the company has embarked on, and state a clear expectation that the customer needs to be heard at every meeting. Then ensure that at the start and end of every meeting this will be reinforced to continue the habits, behaviors and culture to truly make this happen.
- Place the chair everywhere. Have a physical chair at every in person meeting, and a digital chair in every virtual one as well. Create customer chair backdrops for virtual screens, posters for every break-room, and other methods to remind people what you’re all about.
- Set agenda points for the customer chair. When creating a meeting agenda, make sure there is the first couple and last couple of minutes to remind folks to focus on the customers, and also create specific points to stop and reflect on the customer viewpoint of what is being discussed.
- Rotate and have team members speak for the customer. Appoint a person on the team who is very close to the front line and the customer to actually speak for the customer. Give them intervals throughout the meeting to have them voice concerns, questions, and put the strategies and ideas to the test. By giving an actual voice on behalf of the customer, the team will have a person who is committed to looking at everything through their eyes and providing much needed insight as to what the customer may expect, understand, be concerned of or appreciate.
It’s not the chair that makes a company customers centric, it’s the cultural mindset that the customer becomes core to the efforts the company puts forth. By implementing the right strategies in support of this endeavor, the empty chair will not just serve as a token reminder, but a real process that drives every action.