Organizational Culture Archives

Making a bad decision in the name of a good outcome – is still a bad decision

Read the following statements and see if you can identify the pattern:

“I know that transaction surveys should be short and sweet but this is a chance for our Marketing group to build relationship with Customers so we’re adding more questions.”

“I know that transactional NPS isn’t a good metric to use for individual Agents but I think it helps with Agent Engagement to share the good comments.”

“I know that measuring Agents on number of calls handled isn’t mathematically ideal but I think it helps us be cost efficient.”

Take a moment now to describe what you see in each of these examples.

Here’s how I describe it

In each example shared a good outcome was used to defend a bad decision.

Or put another way, a bad decision was forgiven in the name of a good outcome.

It helps with cost efficiency (the good outcome) to measure Agents on number of calls handled (the bad decision).

And invariably, the person who uses this approach will start off with, “I know that…”.

Which in a way makes it worse.

Notice how the conversation gets shut down

Notice how this kind of statement shuts the conversation down.

When someone says, “…because it will make us cost efficient.” it puts the Listener in a difficult position.

I mean who’s going to argue against cost efficiency? Or Agent engagement? Or Customer relationship? These are all good and important outcomes.

It can feel awkward to feel that you’re debating against a good outcome. Especially if this statement comes from the boss. Or an authority figure.

But you know it’s a bad decision. So its worth digging in and exploring.

Here’s how I do it

Is the bad decision being put forward – the too long transaction survey, the transactional NPS question, the metric on # of Calls Handled – a significant lever that drives that good outcome?

You can’t just have an opinion. Show me.

Use a Scatter diagram, an Ishikawa diagram, financial modelling. Basically use whatever tool or method fits the purpose.

But show me how that bad decision truly contributes significant impact on that good outcome.

And if there’s a well document practice or principle that we’re not planning to follow tell me why it doesn’t apply to us.

For example # of Calls Handled as an Agent performance metric turns out not to be a big contributor to Cost Efficiency.

In fact that metric can potentially increase overall costs.

Oops.

And what about the impacts on the ecosystem?

Now let’s turn our lens to the impacts on the ecosystem. Because the decisions we make don’t operate in isolation.

There are always impacts on other parts of the ecosystem.

And I’ve always thought of professionals working in Customer Experience & Service as ‘Custodians of the Customer Ecosystem’.

What are the ecosystem impacts of using # of Calls Handled as an Agent metric?

Well when you sit down and study it, Agents who are targeted on # of Calls Handled invariably shortchange Customers on Quality.

Either in the style or completeness of their response or both.

Is that a good thing? Most Organizations would say no.

A shortchange in Quality is going to potentially increase our unnecessary repeat contacts figure. Which in turn increases cost and reduces Service Level.

And it also hits our Customer Satisfaction outcomes which can result in more complaints to handle and an increase in Customer defections.

And let’s remember that Agents who are targeted on quantity often lose the chance to develop their quality. To develop those powerful communication skills that can serve them throughout their lives.

The ecosystem impacts are significant – and need to be considered as part of the decision making process.

It can seem that I’m talking about a small thing here

Even I can see how this might be seen as nitpicking. Or that it’s just a small thing.

But step back and consider.

It only takes only a few such decisions of the “I know it’s not good/right/great to do X but we do it to get Y” variety to ripple through the ecosystem and potentially do more harm than good.

Thank you for reading!

Thank you for the time you took to read this today!

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Daniel Ord

[email protected]

www.omnitouchinternational.com

Cover photo by Happy Lee on Unsplash

Organizational culture matters more than where you live. And blaming ‘national’ characteristics for poor behaviour is just lazy.

That first morning

One of the great things about facilitating workshops across many countries & regions is that you get to see a lot of organizational culture up close and personal.

Whether in Kuala Lumpur, Colombo or Frankfurt, the first morning of a scheduled workshop session is always interesting.

Will all the Participants turn up? Will they turn up on time?
Will Management turn up? If so, who – and how long will they stay?
Does Management all sit together? Or do they integrate into the group at large?
What does the energy feel like before the session begins?
Do Participants talk to each other or do they stare at their mobile phones?
How does management speak to staff? As adults? Or like children?

What I see on that first morning of a session – before introductions have been made – should be the ‘best’ in organizational culture.

Why? Because it’s not work.

Participants are there to learn and grow.

And because the gap or opportunity is so significant, an external Provider was asked to come in.

On a recent drizzly morning in _____________ (fill in the country).

On a recent drizzly morning session in ________(fill in the country), half the Participants had not arrived by starting time.

The HR Representative leaned over to me and said –

“Well you know we _________(fill in nationality here) like to sleep in.”

Or –

“We’re always late in ______(fill in country)” or “When it rains you know how it is in ______(fill in country).”

But over the years I’ve been conducting sessions, I find that what matters most is where you work – not where you live.

Organizational culture matters most

In countries which are notorious for staff absenteeism and tardiness, I’ve worked with organizations where people aren’t late.

In countries with a reputation for staff timidity, I’ve worked with organizations where the folks laugh and chat and catch up with each other.

In countries where a traditional management hierarchy is revered, I’ve worked with organizations where management and staff intermingle and sit together.

Great organizational culture always matters the most.

The way the Employees at Company X carry themselves can be quite different than the way Employees at Company Y carry themselves.

Even when their offices are in the same office building.

Blaming poor behavior on country or national dynamics is just lazy

Of course, there are wonderful examples of national culture that embody happiness, wellbeing and getting things done. An entire article could be devoted to these examples.

It’s not my style to be negative.

But when HR or management blames poor behavior on country or national dynamics – then it’s unlikely that you’ll see a great culture at that particular organization.

The happenstance of being born in Country X doesn’t guarantee a worklife of tardiness, timidity or futility.

Individuals always have a choice.

A choice to be on time, a choice to speak up and even a choice to find employment with an organization with a better culture.

A Culture of Fear & Compliance are poor tools for delivering a great Customer experience

Thank you for reading!

Daniel