It occurs to me that when the same 'problem' keeps coming up then it worth taking a deeper look at the 'the way of showing up and travelling' (some call this mindset or worldview) that generates the methods-techniques-tools for addressing the problem. So in this conversation I wish to grapple with the persistent problems of 'employee engagement' and 'customer loyalty'. Let's start by listening to one of my favourite stories (of wisdom):
There was once a Sufi who wanted to make sure his disciples would, after his death, find the right teacher of the Way for them. He, therefore .... left his disciples seventeen camels with this order: 'You will divide the camels among the three of you in the following proportions: the oldest shall have half, the middle in age one third, and the youngest shall have one ninth.'
... the disciples were at first amazed at such an inefficient disposition of their Master's assets. Some said, 'Let us own the camels communally,' others sought advice and then said, 'We have been told to make the nearest possible division,' others were told by a judge to sell the camels and divide the money; and yet others held that the will was null and void because its provisions could not be executed.
Then the fell to thinking that there might be some hidden wisdom to the Master's bequest, so they made enquiries as to who could solve insoluble problems.
Everyone they tried failed, until they arrived at the door of ... Hazrat Ali. He said: 'This is your solution. I will add one camel to the number. Out of the eighteen camels you will give half - nine camels - to the oldest disciple. The second shall have a third of the total, which is six camels. The last disciple may have one-ninth, which is two camels. That makes seventeen. One, my camel, is left over to be returned to me.'
This is how the disciples found the teacher for them.
- Idries Shah, Thinkers Of The East
Have you watched The Matrix? It is movie that can be listened to at so many levels. I find the same to be the case for this story. For the sake of this conversation, let me highlight this:
1. The conventional 'leaders' had supplied conventional advice which was ok for conventional matters. But not for this unusual one;
2. It is what Hazrat Ali put into the game at hand ('one camel') that ended up solving the insoluble problem facing the disciples; and
3. The 'one camel' does not refer to a physical camel. The 'one camel' refers to wisdom, compassion, love, humanity - the essentials of human existence and authentic community. There can never be a human being only human beings; to be human is to be social.
What relevance does this have to the world of business and the two problems of 'employee engagement' and 'customer loyalty'? I say everything. Take a deep look at the methods-tools-techniques used to address these challenges. What do you notice? I notice that the 'way of showing up and travelling' (mindset/worldview if you prefer cognitivist rather than existential terms) is extractive: extracting more creativity, time, and effort from the employees and extracting more revenue and profits from customers? Where is the engagement, by the leaders/managers, in the lives (and existential projects) of the employees? What loyalty is there to the customer? Here I am pointing at practices and actions that ensure that the company is loyal to customers - not just words.
Build a Positive Team and Family Spirit by Robin P.
What 'way of showing up and travelling' in organisational life calls forth the kind of employee engagement that most organisations can only dream of? I share with the following story as shared by Robin P of Zappos. I invite you to pay attention to that which I have put into bold:
My husband passed away under tragic circumstances .... I couldn't being to think of what was going to happen for our children, our family, or for me.
When I first heard the news, I was numb, but I needed to make a call. Strangely enough, the call wasn't to an immediate family member. It was to my employer, Zappos.com. That one action made me realize the strong connection I felt with my co-workers and the Zappos culture...
When my senior manager received by hysterical call, she showed great compassion and gave me sound advice to calm me. She assured me that I shouldn't be concerned with anything else but to take care of myself and my family, and that - day or night - I should call if I needed anything. After that she gave me every single one of her phone numbers, I knew she meant it.
As much as Zappos meant to me before, the things they did after my husband passed amazed and humbled me. I was reassured that I shouldn't feel pressure to return to work as soon as possible. They even volunteered to cater the reception for my husband's service....
There was always someone there to listen, offer consoling words, sit with me as I released my tears, or just give a hug. Co-workers and managers alike allowed me time to heal and gave me strength I needed to continue as a contributing and functioning member of the team.
... the most important contributions from my extended family at Zappos were support and friendship. Zappos was my refuge and healing place that gave me everything I needed to continue on with my life.
- Delivering Happiness, Tony Hsieh
What do you notice here? Are the folks at Zappos applying a particular set of techniques-tools dreamt up by social scientists, consultants, or recommended by HR? Or is it that the folks in Zappos, including her manager, putting their humanity into action: demonstrating care/concern for a human being in distress? Do you/i/we need some kind of special training to do this? Or is it merely a matter of creating an environment where we can put into play that which we know as well as we know how to breathe? Finally, I invite you to notice that domain of 'care/concern' for our fellow human beings (customers, employees...) involves action (doing stuff that makes a difference) not merely smooth talk.
It occurs to the that the worst thing that has happened to the world of business is the language of relationship: customer relationships, customer engagement, employee engagement, social.. Why? It masks the reality of the business world and organisational life. What reality? Business and organisational worlds are transactional. There is no genuine care for customers as human beings. There is no genuine care for employees as human beings. There is no genuine care for suppliers/partners as human beings. My lived experience (25+ years) is that those who occupy management and leadership positions are not in touch with their humanity. I doubt that most genuinely care even for themselves as human beings rather than human doings, human 'achieve-ings'.
I invite you to listen to the following profound words:
To become a leader, first you must become a human being.
- Peter Senge
It occurs to me that all Customer and Employee efforts, like the advice-solutions offered by the conventional leaders to the disciples, are likely to fall short until the advice of Peter Senge is heeded. When it is heeded, and lived, like it is by Tony Hsieh (the CEO of Zappos) then the Tops and Middles will be able to call forth the best from the folks in the business to create meaningful-strong-loyal relationships with customers. With the folks working in the business and directly/indirectly serving customers. And suppliers/partners.
I thank you for listening and invite you to put your humanity into the game of living no matter where this living occurs: with customers, in the workplace, at home....
Please note: an earlier version of this conversation was published on CustomerThink.com last month.
Photo Credit: Engagement and Loyalty/shutterstock