Client Service and Changemaking

Among my favorite iPhone apps are HBR's Management Tip of the Day and HBR Stats. It probably seems a little nerdy, but between the two they provide nuggets of valuable information each and every day.

On March 25th, the tip of the day addressed the fact that we live in a world that's changing fast, and to be successful, we need to know both how to adapt to change and how to drive it. The six core skills, adapted from "Rodrigo Baggio's Persuasive Leadership" by Bill Drayton and Valeria Budinch, are very relevant to those who are trying to build their business and distinguish themselves through client service excellence. They are:

• Bring people together who aren't connected
• Design new business models by combining players and resources in new ways
• Persevere with an idea until you achieve success
• Don't rely on your credentials, but on the power of your ideas
• Persuade others to see the possibility of your ideas and join them in that pursuit
• Empower others to also make change

I don't know of one PR firm that wouldn't benefit from revisiting these core skills. How many of these skills are you employing now? How can you lead positive change in your organization during these challenging times?

*Today's template is one of many I'll be trying over the next month or so using Blogger's new Template Designer. Great new tool!

Client Service Excellence and Leading for Loyalty

Just before leaving for a recent trip, I received the September 2008 issue of the Harvard Business Review. As usual, I read it cover to cover and enjoyed the insights, ideas, and wisdom contained within. But before I talk about September, I'd like to recall an HBR OnPoint piece written by Frederick F. Reichheld in 2001 that I think sets a great tone for the week: Lead for Loyalty.

If you aspire to becoming a world class client service organization, leading for loyalty is a great place to start. Here are Reichheld's six loyalty principles:

• Preach what you practice. It's not enough to have the right values. You must clarify them and hammer them home to customers, employees, suppliers and shareholders through your words and deeds.
• Play to win-win. If you are to build loyalty, not only must your competitors lose. Your partners must win.
• Be picky. At high loyalty companies, membership is a privilege. Clarify the difference between loyalty and tenure.
• Keep it simple. In a complex world, people need small teams to simplify responsibility and accountability. They also need simple rules to guide their decision making.
• Reward the right results. Save your best deals for your most loyal customers, and save your best opportunities for your most loyal employees and partners.
• Listen hard, talk straight. Visit call centers, internet chat rooms, and anywhere else customers offer feedback. Make it safe for employees to offer candid criticism. Use the Loyalty Acid Test survey. Explain what you've learned and communicate the actions that will be taken.
  

You can see where if this article were written in 2008, Reichheld would have likely included social media among the ways we need to listen hard and talk straight. I look forward to this week's conversation!

Client Service Sweet Spot

In the April 2008 issue of Harvard Business Review, there's a terrific article by David J. Collis and Michael G. Rukstad titled: Can You Say What Your Strategy Is?  While I'm sure you can guess what the article is about, I was struck by a chart that wasn't specific to client service but on point with regard to what we experience in the professional services business.

At the intersection of three circles labeled Company's Capabilities, Competitors' Offerings, and Customers' Needs, you'll notice that the sweet spot isn't located at the center of where the circles intersect, but right between customer and company. I've always believed we should pay close attention to our competitors and learn from them, but we shouldn't let preoccupation with our competitors interfere with the fundamental relationship we share with our clients.   This chart is a great reminder of that point - that the sweet spot is not always located in the center.