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You could plead your case by insisting that the Central Bank is being high -handed and not acting in the spirit of collaboration thereby causing an undue public panic. You could criticise the media by suggesting that they have been distorting your messages and then turn around and utiliise the same medium to write an unsigned letter that accuses the opposing side of adopting an“ “unusually harsh stance". You could even forget to hold direct court with your distressed clients as they read headlines that fuel their panic in the same way as a match to a gas line. And, while you’re at it, challenge the fairness of the above named bank, and explain how a more fair and consensus based process would have educated the public, the very group who feel ignored.
Regardless of what you sell and who you are, you've got to find reasons to connect. That requires thinking differently about people. How many folks do you know like being treated as just another factor of production, or an anonymous consumer? None? I thought so. People don't enjoy being known as a human resource or Customer X, they rather be recognised as individuals.
That may require a shift, a need to tap the hidden treasures of the extended organizational tribe and its members and to start competing on the basis of feeling and fantasy, emotion and imagination.
I have two extreme examples of this. Recently, I walked into a financial service organisation and came face-to-face with a receptionist, a young woman who I see week after week when I visit the company's corporate communications department. Each time her ritual with me is the same. She picks up the telephone and watches me with a blank stare.
"What's your name again," she inquires.
"It's the same that I have been using for the past six weeks," I reply.
"Do you know how many people I see, it’s tough to remember the names of everyone" she says, her eyebrows pointed in upwards in two perfect asterisks.
So there I was, nameless and faceless to the person on the frontline. In my organisation that person would be fired, immediately.
But it makes my second encounter a richer example. Last month, I walked into DH Gifts with a tight budget to purchase gift for a departing board of communicators. "You haven't been here in a while, the shop assistant asked with a wide smile." She then took the time to understand my budget and what I wanted to say with the gifts. I was so pleased I spent all my money in the store. At the cash register, the cashier stapled my bills. Simple as this task was, few stores do it, even though it is a great service to customers. As the sales person was about to put the gifts into the bag, she asked: "Would you like them wrapped?" I questioned my hearing even as she began searching for bows and paper. The service was free and as I left the store all I could think was such outstanding service is deserving of my significantly heavier Christmas spend.
The truth is people expect good stuff. To get good value for my money I don't even have to step outside my door. All I need is Google. So being good is no longer good enough. Customer satisfaction is not enough. To achieve success you've got to surprise people. To attract them. To addict them.
Your actions don't have to be grandiose, you could, for example, be the only store in a mall that staples receipts. Whatever you do, appeal to the emotions and heart of your customers because focusing on the hardcore aspects, the bits and the mechanics, is a sure fire way to become extinct.
The challenge of leadership is just that. A challenge. If you are privileged enough to lead a team then you know that you must work harder than everyone else and do it with the highest sense of motivation and morality. You know that to lead you must play to the strengths of those on your team. And look past their weaknesses. You commit to treating everyone fairly and to making sure the vision of what is to be achieved shines like a beacon in every dark corner.
