As a long-term fan of the band Talking Heads I’ve always found their lyrics intriguing and none more so than the line from the song Heaven which states that “Heaven is a place where nothing ever happens”. Taken out of context I am not totally sure I agree with the statement (and taken in context I am not sure I quite get it…) but the feeling you get when you expect something to happen and it doesn’t is definitely not heavenly.
Such was the feeling I had a few weeks ago when on the last working day before I was due to attend court for two weeks’ jury service I received a text telling me I was not required to turn up. A subsequent email put me “on hold” with the possibility that I might be discharged from service if not needed.
Apart from an abiding passion for rugby, I’m not a massive sports fan but I do like to take a good dip into big sporting occasions when they dominate the TV schedules and I’m patriotic enough to get quite excited when the national side(s) do well. So the Tokyo Olympics, despite coming hard on the heels of football and tennis’s big moments, has had a fair bit of my attention.
It’s been pointed out by some commentators that the Olympics is an opportunity for people to get wildly enthusiastic about sports they otherwise wouldn’t care about – as Eddie Izzard puts it, you don’t often hear people saying “What time is the dressage on?” – but I’ve noticed another phenomenon: the development of armchair expertise.
Unpacking the way in which my complaint to the AA was handled shows how a more customer-centric approach would have helped.
My recent experience with the AA resulted in a complaint which resulted in me leaving the AA, only to return as part of a much better deal with my car insurance provider. My original experience was bad but the complaints handling was not great either. However, as with all bad experiences, there is much that we can learn – in this case how to handle complaints so that they add value to the organisation and the customer.
My experience and observation of the complaint leads me to highlight five do’s and don’ts that, if followed, will turn your complaints department into a source of value for your organisation.
Leaders need to let people bring their “best selves” to work
If anyone’s noticed the gap in my writing on the KnittingFog.blog website they’ve been kind enough not to mention it to me – or a more likely explanation is that its low traffic (if it were a country village it would be a loner’s delight) means that no-one has noticed anyway.
I’ll put it down to the pandemic effect – not that I or anyone close to me has caught COVID-19 – but just that in the way in which priorities have shifted means that some priorities drop and then have difficulty getting back to their former status. Moreover, writing about my own customer experiences has been as limited as my shopping trips to the local stores: sources of god, bad or indifferent CX have been in short supply.
How will we look back on 2020 in years to come? I’m quite sure that we won’t be calling it the time when everything went more or less right. The failure of countries to get on top of coronavirus, with the prospect of a second spike in infections means that right now it’s tempting to view everything through the lens of failure.
I’m not going to line up behind MP Jacob Rees-Mogg’s remarks about people’s “constant carping” – I’m all for a good old carp if it represents criticism and concern over something that’s plainly not working (in this case the UK’s test and trace system) – but I am going to take the opportunity to celebrate a few things that did work for me this summer. In no particular order:
When you think of the UK’s National Health Service (NHS) then excellent customer relationship management is probably not the thing that springs to mind. Talk to any UK citizen and for all the genuine positive feeling about the NHS – witness the recent “Clap for Carers” and happy 72nd birthday celebration – there will be a good sprinkling of people with awful tales of long wait times, misdiagnoses and all manner of poor interpersonal reactions.
I’m maybe lucky in that most of my interactions – and as we’ll see, there have been quite a few – have been positive, but I’d like to highlight one series that has much to teach the commercial sector about customer relationships.
One of the less stressful aspects of COVID-19 lockdown constraints has been the increased amount of birdsong and, I think, more birds in our tiny back garden. Encouraged by recent nesting robins and blackbirds we decided to tempt some more visitors in and bought a squirrel-proof bird feeder, ordered online from garden/DIY supplier Homgar (“unique products, all in one place”).
Delivery times were impacted by COVID-19 and our expectations of a long wait – set by the supplier – were duly met, but when the feeder arrived there was a faintly bizarre addition to the box: another box containing a set of recipe cards and a CD of Bossa Nova music. Taken in isolation this might be one of those “thoughtful” Christmas gifts from a distant relative (logic: you like cooking and music so this is ideal for you!) but in the context of the delayed delivery it was both unusual and rather touching.
It was the rock critic Jon Landau who almost blighted Bruce Springsteen’s career in 1974 by declaring him the future of rock and roll so I hesitate to say that I might have seen the post-pandemic future of live performance after attending an app-enhanced online gig by Dutch jazz trio Tin Men & the Telephone last week.
I’m also in danger of sounding a bit like your ageing relative who’s just caught up with new technology – “hey kids, have you discovered Instagram?” – as the app in question has been around for at least a couple of years and the band has been around for quite a bit longer.
In a previous article I talked about the importance of knowing what business you are really in to get a firm hold on what’s going to be critical as your business emerges from the current crisis.
The business you are really in is another way of discovering your deeper purpose or as Simon Sinek puts it, your “why”. But it’s only one side of the equation: as well as understanding this purpose you need to have customers who share that purpose in some way. To use Sinek’s example, Apple would not be successful if their why didn’t resonate in some way for their millions of customers.
Like most other people I know my diet has changed since the lock-down began. There’s a definite emphasis on “comfort food” – perhaps more carb-heavy than normal, an increased choice of desserts and a definite nod towards the foods enjoyed in childhood (rice pudding hasn’t featured yet but it’s on the to-cook list).
The collective psychology of this is interesting: in a time of stress we gravitate towards certainty and things that make us feel better, even if they don’t necessarily make healthier in the long term.