The Economist recently contrasted the business strategy and market share of two competitors, Dunkin Brands and Starbuck’s, stating that executing strategy is not a “slam dunk.” When using Dunkin’s drive-through I rarely make eye contact with the person who hands me my Coolatta through the window-- usually I just see a pair of hands, making Dunkin, in my mind, a coffee place that serves people. With no human connection and few amenities inside, one would be unlikely to hang out here- it’s all about how little time I can spend getting my Coolata before going on with my day. In contrast, Starbuck’s wireless internet and baristas who remember how you like your coffee keeps customers coming back. Starbuck’s is a people place that serves coffee; I’ve even heard that entrepreneurs have their regular tables where they collaborate daily, stimulated by java and each other, kicking up Starbuck’s as a place to innovate (and how can that not be good for their brand?) Maybe it's no coincidence that the Frappuccino was an experiment invented by a Starbuck's store manager, making the company millions.
As leaders we make decisions that create an e-z pass or roadblock to connecting with customers and connecting with the workforce who “gift invest” their emotional and intellectual capital to further our company’s mission. Since HBR’s early study of Sears employee-customer profit chain, and more recently Vineet Nayer’s book Employees First, Customers Second, the experience our customers have is not much different than the experience our workforce has. John Fleming, Chief Scientist at Gallup, says that being engaged with customers and not engaged with a company is not sustainable; as leaders our job is to ensure high engagement in both measures. Can you recall the last time you walked around, smiled and made eye contact, sincerely interested in what your talent had to say, expecting to learn something you may not have guessed? A recent cartoon in The New Yorker had this caption below a team meeting with their leader,“we can see right through your transparency.” Apparently transparency has been become fashionable, if not genuine.
What’s the quality of conversation in your workplace? Conversations with individuals on the teams who execute your business strategy provide insight to their critical thinking and provide an opportunity to coach, combine perspectives, and develop performance. Since no business strategy is implemented in a vacuum, it’s the conversations around executing strategy that drive it over the finish line.
Just like our customers, our talent cares more about what we know when they know how much we care.“Be tough on strategy and tender with your people,” says Doug Conant, CEO at Campbell’s Soup; he creates Touchpoints to bring business strategy to life… hear Doug at HCI’s Engagement conference and drive your business strategy forward; join us in Chicago in July!
Lovin' Spoonful photo courtesy of Protest1