Over the last week, I’ve been thinking through a few problems related to a couple of projects I’m working on. It’s surprising how often my ideas on potential solutions have changed.
My first reaction to almost any complex problem is usually to be a revolutionary. Everything is broken. Let’s start again. I must implement change.
I don’t think I’m alone in that knee-jerk reaction, but often it’s misguided. The urge to blame the hand you’ve been dealt and wish for better cards is strong. It’s also an easy escape. More often than not the cards you’ve already got are more than adequate. You’ve just got to play them right.
If you’re looking at your business and wondering how you’re going to forge a strong brand out of what seems like a mess, or far too boring, or ill-thought-out – resit the urge to start again. Start by thinking long and hard about the truths of that mess – the indisputable facts – and then start to piece it together in a way that means something more.
Here’s where my thinking lies at the moment: carefully-considered evolution often produces better results than all-out revolution. No doubt it will change again.
If I were to try and get you to sign up for a paid subscription service where you’d get regular, exclusive and high-value content, all written by me, you almost certainly wouldn’t. Why? Because I haven’t earned your trust – not least because I haven’t posted in over two weeks.*
I haven’t built a solid track record of consistent delivery for any of you to trust that your monthly subscription would be worth it.
Within the last couple of years, my mum has taken up running. Having never done much before, she has persisted in getting out and putting in the miles on a regular basis, and lo’ and behold she’s got herself up to a very respectable standard.
I think she enjoys it now, but she’ll tell you that when she started it was a slog:
“If I only went when I felt like it, I’d never have gone. I had to tell myself that it’s just something I do, not because I feel like it, but because it’s what I do now.”
The people we admire most are those who, come rain or shine, are consistent. They are consistently productive, or polite, or principled, no matter what they’re faced with. It’s that level of consistency that builds admiration and trust.
It’s not just about consistently showing up, but consistently being consistent in how you show up.
How can you show your audience that they can trust you and your brand?
*Somewhat ironically, the last post I wrote was about ‘showing up early and consistently’ in order to build that trust…
For a large number of consumers, Twitter has become the ‘go-to’ for customer service enquiries. Especially complaints. Tweet your grumble at Virgin Trains and someone will get back to you reasonably promptly, usually in a friendly/amusing way, and your complaint gets dealt with just like that. No need to speak to anyone directly and far quicker than writing an email.
But the thing with customer service is, it’s a hell of a lot more than call-centres and Twitter responses.
It’s become fashionable to re-brand your customer services department to ‘customer experiences’. The idea is a noble one, but the responsibility for your customers’ experiences doesn’t lie at the feet of one department.
From your email newsletter to your salespeople’s manners, the speed with which you process invoices and even the things your company does when you think no-one is watching; everything contributes to the ‘customer experience’.
No one area of the business operates in isolation. Someone is always watching.
After all, ‘experience’ is about how you feel: making a customer feel valued at every touchpoint. Allowing them to connect with your vision and purpose every time they see your name mentioned. Every time.
When you’re building a brand – or in old money, your reputation – you can never let your guard down, you can’t have one team member let the side down. Walking the walk is what you do. ‘Customer services’ is everything.
People will forget what you said, people will forget what you did, but people will never forget how you made them feel.
Recently, I’ve become fascinated with what’s going through people’s minds. Over the weekend I’ve been thinking about it a lot.
What is it that causes people to do the things they do? Why exactly is it that some people follow the crowd and others systematically rebel? What’s the reason you saw that guy be inappropriately rude to the waiter when their steak was cooked medium not medium-rare?
It’s weird, right?
We’re a complex web of our upbringing and experiences, the way we were parented, our ambitions and dreams, our anxieties and deepest secrets, too. Everything we do, say or think is in some way a result of the messy cocktail going on behind our eyeballs.
*This* is why we make the decisions we do, not because of a well-placed ad on social or your ‘super innovative’ pricing structure.
Behind every decision in this world (at least for now…) is a human. Humans are irrational and emotional beings. That includes you. Brands – and all of us as individuals – should try to remember that more often.
Here’s a great video of the ever-brilliant Seth Godin talking about his take on a similar issue.