Friday, June 18, 2010

The Learning Moment

Who hasn't taken a few hundred of classes, workshops, or training courses throughout their life? Comeon... make sure you include kindergarten!

Besides knowing that the wheels on the bus do indeed go 'round and 'round, you probably remember a thimble full of what your teachers actually taught in class. I feel lucky if I get through a day remembering the basics (the alphabet, up versus down, addition & subtraction…).

What do you remember from your four years in high school? Tick tock, tick tock… Hurts, doesn't it? Now try it again, this time thinking about the things you learned outside the curriculum… Meetings in the parking lots, dances, sports...the soul-bending sport of navigating teen angst. Makes a difference, right?

Unfortunately, many of us don't retain much more in the industry workshops or corporate courses we attend as adults. Sometimes, attendees don’t even remember what the course was about! So there is a big gap between what we learn in our seats and what we practice on the streets.

Think about your last corporate workshop or class. How much do you remember? Did you even want to take it? Would you take it again, just for fun? Did it change your life?

Life's short. Training is boring, learning is fun. With a creative approach we can make learning part of every job - removing the boredom and inserting opportunities for challenging, yet engaging learning moments. Let's take this whole education thing up a notch. I'd like to start by recommending three basic ideas:

The Voice of the Customer in every course.
Why not? Social media has opened the door. Learning that includes the customer allows employees to measure their success at innovation and delivery. And, by visibly including the customer you create an open space that encourages more effective dialog and actions...

Experiential Learning over Firehose Learning
I bet flying a space shuttle is a heck of a lot more exciting than reading about it. Ditto healthcare, pest control, auto sales... Make sure your courses include student application–opportunities to practice, fail and succeed–even if learning is delivered over the web.

Moment-based Learning Design should include emotional content
Users make major purchase decisions based on their gut instinct. Your learning needs to generate a range of emotional responses like: nervous, anxious, concerned, happy, delighted, ecstatic and more. "Real" learning means allowing employees to feel the same emotional reactions a customer might experience during the very same interaction.

I think these are three good steps to make sure you content is memorable, meaningful and measurable when it comes to improving individual performance.

"A calling may be postponed, avoided, intermittently missed.

It may also possess you completely.

Whatever; eventually it will call you out. It makes its claim."

James Hillman

The Soul's Code


Many years ago, I moved to Tallahassee, Florida with every intention of becoming a lawyer. After two years working for a law firm and passing the LSAT, I had every desire not to be a lawyer. I went to school anyway and pursued an advanced degree in business, not quite certain how I would apply it.

Thankfully, my personal life was rocking with creativity during those five years.

I met incredibly talented people with vastly diverse backgrounds. I sucked down fresh bay oysters with politicians, movie stars and assorted locals. We dove into inky green-blue sink holes the size of a city block – and infinitely deeper. Friends and I bought a camper van and traveled the Rockies (surviving an up close inspection by an odiferous grizzly), we traveled across the globe to work and study, we held hands with dying friends, sang ballads loudly and poorly around campfires on St. George Island, learned public speaking tips from one of the best professional speakers in America, observed the culinary skills of a world-famous television chef, took walks with one of our nation’s leading thinkers and painters, and…so much more.

I experienced a veritable odyssey of wonderful, meaningful and soul-changing experiences that continue to reverberate inside me. They made me the person I am today. The Universe slapped a giant “YES!” on my forehead, in the form of people who cared enough to put up with me, long enough to deliver their message.

Then, I entered corporate America. I dutifully shoved all those great learning moments into a memory box so secure it would make Steelcase proud.

In 1998, a client asked me to create a series of educational programs to be delivered in twelve modules over a period of two years. That’s a long time to spend with a few hundred people – it was more than a gig, it was a relationship!

Miraculously, we (they and I) pulled it off. Nobody died. We struggled through the basics: we explored core skills and generally discussed how to be good worker bees. Then, I wrote one course specifically for them. I called it: Make the Moment.

The module I wrote was not directly related to any core job skills or traditional topics like communication, teamwork, or time management. MTM was a course that explored life as a series of moments – the way seemingly insignificant events have the power to change our lives forever, and how we have the opportunity to create and/or participate in these moments on a daily basis. That class became a touchstone for the group. It’s power and honestly surprised me as much as it surely surprised them.

At the end of our time together, we celebrated with an emotion-filled dinner, where many of my new friends shared (unrehearsed) their stories of change and personal growth with peers, administrators and elected officials.

It was a humbling experience. What had started out as a routine transaction (deliver core skills training to a group) had turned into a life-altering event for many of us. It was also my first step toward a more meaningful life.

A year later, a pair of researchers, Joe Pine and Jim Gilmore published their first book, The Experience Economy. It quantified and validated everything I had been teaching. Life is more than a series of impersonal transactions, and the organizations that stage their services through mass customization are creating experiences. These experiences are what drive us to repeat purchases, tell others and generally fell more fulfilled about our lives.

Up to that point I had safely disconnected my professional career from all those wonderful personal experiences. I firmly held tight to the belief that business people should keep those two aspects of their lives very separate.

Since then, I have enjoyed several side-trips, dead-ends, fast-forward breakneck developments, self-inflicted wounds, healing conversations, organizations that did not leverage my talent (and where I did not deliver my best possible work) and work that felt like second nature, as if I was born for that particular challenge or project.

Finally–slowly–I realized that every single one of my experiences – whether personal or professional, good, bad, boring, awesome or something in between – are the kind of events that make all of us uniquely qualified for life on this planet. It is the sum of my existence that makes me better.

Fast-forward about ten years. We–myself included–seem to be obsessed by the tools and applications that supplement our lives. As Marshall Mcluhan once stated:

We become what we behold. We shape our tools and then our tools shape us.

The Internet is only a tool, yet one that is shaping us. Still what does this all mean for our flesh and blood existence?

At our core, we are all hard-wired for a fully engaged life with five amazing senses that allow us to learn through experience and reflection. I find the most engaging moments are created by interesting people, not their tools alone. The organizations with the most creative people are where I want to spend my spare time and dollars.

I sense a quiet evolution underway, led by a generation raised within this experience economy. They want a return to authenticity, free from manipulation and stagecraft. Those experiences have a profound impact on our work, business, and lives, whether online or face-to-face. Let's see what happens.

This is a loud cheer for anyone whose calling in life exceeds the technology and tools, those people who turn merely forgettable transactions into nearly magical moments simply by expressing their talent, purpose and ability. Thank you for showing the rest of us how to live more fully.

This is also an invitation of sorts, a time to say “yes” to our inner potential, to shut off the tools now and then (even if we use them well), and create great moments for our families, our co-workers, our clients, members, or customers…and of course, ourselves.

Monday, June 14, 2010

5 Quick Ways to Ruin
the Learning Experience

I confess. I'm feeling a little snarky today.

I was reading an article about one organization's challenges and thought I would lay them out as "what not to do" guide. Evidently, this company had not analyzed its behavior to see what you and I might clearly see, patterns of behavior that belong on the "don't" list...

  1. Close Your Eyes! Facts can be ugly things. Hide from the research and unvarnished truth by taking comfort in the kind of pseudo-truthiness found in internal research and staged interviews.

  2. Fudge a Little! Transparency is for losers. Let your marketing team ignore the facts as they create materials. Why not invite your legal team to lead the organization?

  3. Obfuscate! Confuse your customers by creating a social media forum that has no relationship to the real service experience. Better yet, invite feedback and then hide any unpleasant opinions. Don’t forget to kill the messenger with a dull user survey.

  4. Waffle! Why take a stand? Commit minimal resources to any new service, process or loyalty program, only to drop it months later as you accuse some manager of random incompetence.

  5. Duck and Cover! Pull a “turtle” when challenges seem too difficult. Simply go back to doing things the way they have always been done. It feels so much safer to hide behind statistics.
Hopefully you won't run into this group. They seem programmed to demoralize their employees while they bumble up the customer experience!

Monday, May 24, 2010

Reconnecting the Disconnected

I recently visited San Diego to speak at a conference.

San Diego is a charming and dynamic city. Perched by the Pacific Ocean, it is a delightful patchwork of old neighborhoods, with homes and offices surrounded by parks, ocean waters, clear skies and consistently perfect weather. From most locations, it’s a quick ride west to the seashore where you can enjoy some of the best views in America.

With all this beauty surrounding us I was struck by how many people stayed inside the convention center, typing on keypads, mostly oblivious to their surroundings. During one of my sessions I asked, via show of hands, how many attendees had ventured beyond the hotels to explore the neighborhoods, restaurants or public parks.

About a dozen people, out of a crowd of 80, raised their hands.

Later, I scanned some of the conference materials. “The outsourcing revolution is here!” one piece proclaimed. Other sessions would “explore new options for alternate service delivery options” and one promised to show attendees how to “educate remote vendors to deliver high-touch customer service to customers back home.”

These people aren’t just outsourcing labor, they are outsourcing their childrens' futures.

Attendees unwilling to connect with a host city, even for a few days, while learning how to help organizations move services further from the communities they aim to serve, strikes me as both absurd and ironic.

Just wondering…

Is this way of life in our best long-term interests as a society?

How connected are you to your customer’s experience? Have you outsourced it?

How connected is your leadership? Have you outsourced that too?

Saturday, May 22, 2010

Engaged Customers Buy Experiences… and then buy again


Selling products effectively involves learning about customers, learning background information on the products, and then putting that information together to educate customers. What the staff says -- through words, tone of voice, body language and overall energy -- speaks volumes to the customer.

Let's start selling the experience, instead of just selling the products.

Selling The Moment, Tip No. 1: Prepare for Customer Challenges

To be an effective salesperson, pretend you are the customer. What challenges am I facing today? What items will I find in this store? What items will I avoid because I don't know how to use them? What items will I not find, and when are more expected to arrive? Have at least two specific products in mind when you're helping a customer who's looking for recommendations.

Selling The Moment, Tip No. 2: Engage your Customer

I follow Ritz Carlton's advice:
"Always offer a warm and sincere greeting. Use the guest's name, if and when possible." In other words, extend yourself, ask questions. Get customers talking, and then actively listening to what they say. Hint: the opening line, "Can I help you?" almost always engenders the reply, "No, I'm just looking,"It's always much better is to ask open-ended questions. In addition to the words that come out of your mouth, you need to engage the customer with action. Come out from behind the case and stand facing with the guest so that you can look at products together.

Selling The Moment, Tip No. 3: Taste Drive Performances

Samples, low-risk demonstrations and hands-on workshops let a customer buy the experience, not the product. "I see you're here looking at olive oils. Would you like to try a slice of our olive loaf made with this very oil? Now, what questions can I answer for you about olive oils?" At worst, you've educated the customer about a product. At best, you've introduced them to a new favorite. When making suggestions, keep your tone of voice helpful and always follow the customer's lead. If they are responding positively to your suggestions, and want to play along, let them! If not, take a step back and ask more questions.

Selling The Moment, Tip No. 4: Be a Champion

Customers want confirmation that they made a good purchase (especially if it's a gift). One of the best ways to validate product selections by giving short but meaningful "testimonials." Stories and factoids provided during the initial interaction significantly increases the chances that they will purchase the product. "Mmmm. Pecan raisin bread. Did you know there's over half a pound of pecans and raisins in every loaf?" or "We import this olive oil direct from Italy, so it's an exclusive."

Tuesday, May 11, 2010

More Like a Guild, Less Like a Factory

I had an interesting conversation with a good friend yesterday. Jim’s organization has a well-deserved reputation as one of the leading design firms in the Southeast.

Businesses that rely on construction were especially hard hit during the recession. His firm was no exception, yet they managed to maintain most of their clients as a result of superior quality work. During our chat he remarked on a disturbing trend I had heard from other business leaders.

Some prospective clients informed him they should be able to purchase his services at rock-bottom prices (below cost). His firm provides a custom service, not a product or commodity. His prospects’ reasoning went something like this: “Since you need this work, and probably don’t have enough business right now, you should be happy with what I am willing to pay.”

He conceded that, barring any other work his firm might consider that kind of offer before declining it outright. But he and his team know from experience that as the economy picks up, those low-bid clients will require just as much attention (or more), absorb their workers in work that affords little or no profit margin, distract them from better-paying clients and create “low-quality service experiences”.

Like Jim, I would place my confidence in his ability to stabilize and grow his business by creating better ‘experience’ opportunities, rather than better pricing strategies. Why?

Psychological research suggests that, in the long run, “experiences” make people happier than possessions. Think of “possession” as the end product, service or deliverable, in Jim’s case, an architectural design. Even more significantly, these customer experiences have the ability to make other people (future clients) happy, as well.

A client will remember his team and the experience, long after they have moved in, lived in and/or sold the property Jim’s team designed. Jim’s team will remember working with a great client and take pride in their work.

Likewise, you will remember how the manager treated you with respect long after the fresh plastic smell has faded inside your new car. You will remember the exceptional flight attendant and the way he or she treated you long after that (hopefully) unremarkable flight.

Our lives have the potential to change when we deliver or receive one of these great experiences… Wow! That’s an amazing concept and scientific fact. Given the choice, I’d prefer to work for an organization that strives to create those experiences. Wouldn’t you?

Jim was smart. He and his team sat down and clearly defined their challenge – ways to express their passion for design and how to deliver it affordably– with customer feedback and input driving most agreement.

Based on his client feedback, Jim began a program to connect clients with suppliers in real-time virtual meetings, with team members acting as facilitators. They also began to explore innovative ways to collaborate with clients, such as design contests that include local students and virtual tours of buildings around the globe. Finally, they are making sure that each one of their employees submits ideas for regional competitions, with opportunities to champion their ideas.

Essentially, everyone serves a customer. The trick lies with understanding your customers and their needs, respecting their values, and delivering memorable experiences as part of every transaction.


Sunday, May 09, 2010

10 Questions to Ask Your Learners

Creating a great learning experience begins with a systems approach to course design - looking for ways to structure the total learning experience (before, during and after an interaction).

Ask your audience these basic questions to quickly spot some opportunities:

1. How did you hear about this training? What were your expectations?

2. In general, how do you feel about this course?

3. Were you able to demonstrate your skills before this class?

4. What else do you need to learn about ___?

5. Are there opportunities to learn (resources) outside our training curriculum that you would like to include?

6. How could we create more informal and social learning?

7. Would it improve your experience if we invited customers to assess your performance?

8. Can you see yourself having to address any of the scenarios or customer-driven situations we offered?

9. How could we create even more meaningful challenges for future students?

10. Do you think our leaders support the learning through their behavior?

Friday, April 30, 2010

Somewhere Between Theory and Reality

“Drill, baby, drill.”
Don M., Englewood, Florida
Letter to the Editor, Sarasota Herald-Tribune

In October 2008, I happened to drive past a crowd gathered on a downtown street in Sarasota, Florida. The held a variety of signs calling for the opening of Florida’s coasts, to within 3 miles of the beaches. Drill Baby, Drill went their chant.

We all know about the collapse of BP’s Deepwater Horizon oil rig and the resulting damage as hundreds of millions of gallons of oil and methane have gushed into the Gulf.

A theoretical belief in safe oil drilling (It must be clean technology, I can’t see it harming me…) is very different than the reality that began washing ashore in 2010.

Some leaders seem increasingly isolated from long-term accountability, and more focused on short-term profiteering. The dichotomy between an advocated position (Drill!) in theory and the resulting outcome (Damage!) can create unintended consequences. Let’s see how this plays out in other aspects of American society:

  • Major corporations outsource work to foreign workers yet expect a local economic recovery as millions remain unemployed.

  • Banks advertise the success of their products, while simultaneously and secretly betting their own finances on an opposite outcome.

  • The Federal government borrows billions from China to offset excessive spending while declining to improve the current tax structure or enforce collection.

  • Politicians proclaim war, without proclaiming any way to pay for it, worsening government deficits.

  • Recipients of Medicare (a government healthcare program) oppose government healthcare programs.

  • I want my cake for free, and I want to eat it too.

We all know life doesn’t work that way. There is a spiritual, emotional and financial price to pay for our collective misbehavior. The truth ultimately wins out. We, or our communities, ultimately pay the tab.

An experience generation values the experience that “connected” leadership can deliver. This type of leader has first-hand knowledge of the situation, is committed to any actions he/she takes, and does so while demonstrating compassion for her team, her followers and her environment (community).