Culture Hacker

Reprogramming Your Employee Experience to Improve Customer Service, Retention, and Performance

Shane Green

• Publisher: Wiley
• Year: 2017
• ISBN:
  9781119405771
• Edition: 1
• Topic: Business
• Subtopic: Workplace Culture
• Index: Business

HACK YOUR WORKPLACE CULTURE FOR GREATER PROFITS AND PRODUCTIVITY

"I LOVE THIS BOOK!"
—CHESTER ELTON, New York Times bestselling author of All In and What Motivates Me

"When companies focus on culture, the positive effects ripple outward, benefiting not just employees but customers and profits. Read this smart, engaging book if you want a practical guide to getting those results for your organization."
—MARSHALL GOLDSMITH, executive coach and New York Times bestselling author

"Most books on customer service and experience ask leaders to focus on the customer first. Shane turns this notion on its head and makes a compelling case why leaders need to make 'satisfied employees' the priority."
—LISA BODELL, CEO of Futurethink and author of Why Simple Wins

"This is a must read for anyone in a customer service-centric industry. Shane explains the path to creating both satisfied customers and satisfied employees."
—CHIP CONLEY, New York Times bestselling author and hospitality entrepreneur

The question is not, "does your company have a culture?" The question is, "does your company have a culture that fosters outstanding customer experiences, limits employee turnover, and ensures high performance?"

Every executive and manager has a responsibility to positively influence their workplace culture. Culture Hacker gives you the tools and insights to do it with simplicity and style.

Culture Hacker explains:

• Twelve high-impact hacks to improve employee experience and performance
• How to delight and retain a multi-generational workforce
• The factors determining whether or not your employees deliver outstanding customer service

1
Culture
More Than Just an HR Thing

Brand is just a lagging indicator of a company's culture.

—Tony Hsieh, CEO of Zappos¹

Every owner, executive, and manager is responsible for his or her team, department, or company culture. No excuses. Culture is no longer just a human resources (HR) priority or thing; it is a fundamental business thing.

Culture is the collective mindset and attitude of your employees. The mindset your employees bring to work every day determines how they will take care of your customers, how much effort they will put into their work, and whether or not they will stay with you long term. The impact of a negative culture within an organization is tremendous. Poor customer interactions, high turnover, and under performing employees cost organizations—depending on their size—thousands, millions, and even billions of dollars. The research from across industries is clear: when your employees are more engaged, your company is more productive and profitable; leading to better shareholder returns. Culture is the most important business thing today.

When it comes to culture, the question is not “Do you have a culture?” because you do, and every company does. The real question is “What type of culture do you have today, and is it meeting the expectations of your owners, customers, and employees?” This question really is at the heart of what every manager must consider: Is your culture making your business better, delivering the desired individual and team performance, turning customers into fans, and causing your best people to stay? If it is not, know that there are things you can do to change your culture to where you and your staff want it to be.

Many owners, executives, and managers focus their energies and investments on business, financial, operational, or marketing strategies, but the reality is that a culture strategy will have a greater impact on your business than any other thing. Peter Drucker's phrase “Culture eats strategy for breakfast”² is probably more relevant in business today than ever before. Employees are the ones defining your business, it's value and reputation, and for that reason, the ability to attract, retain, enable, and maximize your talent is critical for your business today.

Culture is a business thing, and all owners, executives, and managers must be involved (along with HR, if you have that department) to get the right culture in place for your business. According to Jay Haines, founding partner of Grace Blue, a global executive search company, “The cultural piece is to my mind now the single most important component of any chief executive role.”³ Now, the problem I see in many organizations is that culture is just an HR responsibility. Whether I'm speaking with an owner, executive, or manager, when I ask who is responsible for the company's culture, the person almost overwhelmingly says “human resources.” This is the first problem I have with many organizations and the people running them today—they are leaving the task and responsibility of employee attitude up to a single person or team, when, in fact, it is everyone's responsibility. As HR expert Michelle Crosby recently stated on our Culture Hacker podcast, “Culture needs to be owned by leaders at every level. Human resources has to play a role as a facilitator of that process, but not the owner of that process.”⁴ So with HR acting as the facilitator, everyone else must take on the responsibility of creating, supporting, and delivering an employee experience that instills a positive mindset, a delight in serving others, and a desire to make things happen.

Now, if you are an HR manager or, in fact, any manager who views culture as a priority, you may be nodding your head in agreement, but I bet you are also thinking about those owners, executives, or managers around you who need some convincing. So let's consider in more detail the three areas where I think culture is most strongly impacting your business's profitability and performance today: your customer experience, how much effort your people put into their work every day, and your ability to retain your best and brightest people.

How Culture Determines the Customer's Experience

As you read in the introduction, I wrote this book because of the lack of service and consideration offered to customers by so many organizations today. Obviously, I want to make sure this point is front of mind. Now, I have sat with managers who plainly told me they are not a service-based organization, so maybe these rules do not apply. My response was simple: “Do you have customers?” Their response, of course, was yes. I continued on to say that in today's world, you need to start thinking of your business as a service-based organization, no matter your product or industry, because customers, regardless of what you are providing them, expect service, a great experience, or even just appreciation in return for their business. Also, when it comes to customers, you must understand that organizations have both internal and external customers. Although some of your staff members will not deal with external customers, they work either directly or indirectly with other employees, or internal customers, who do. So when we talk about delivering a great customer experience or service, we also want to consider how staff members work with each other to deliver the products and services of the organization.

We know attitude is critical in customer interactions, both internally and externally. There is an old hospitality axiom that says “Those with a good attitude always provide great service. Those with a poor attitude always provide poor service.”⁵ This truth of hospitality is important in all industries, because it reminds us that the mindset and attitude of your staff members is probably the single most important aspect of making your internal or external customers feel good and of making your company successful. This line of thinking is not new. It was documented and demonstrated in the 1998 Harvard Business Review article “The Employee-Customer-Profit Chain at Sears,” wherein the authors demonstrated that employees' attitudes led to a better customer experience and, in turn, better profits.⁶

So attitude, or how your employees feel about their jobs, defines the service and experience each customer receives. Every business owner and manager needs to be considerate of their employees' mindset when it comes to customer experience because those attitudes determine how your customers are treated, and how you treat your customers is what they talk about and share with their family, friends, and acquaintances, both in person and online. And specifically, what is being shared online is currently defining your reputation and brand more than any advertisements or marketing initiatives can do today. Mercedes-Benz CEO Steve Cannon said it best: “Customer experience is the new marketing.”⁷ Customer experience is being defined by how your employees feel, and it indirectly tells us a lot about how you treat your employees. As Michelle Crosby said on the podcast, “The customer experience is a reflection of what is happening inside the organization, whether the organization intends or wants it to. What you reap on the inside is what you sow on the outside.”⁸ What is happening inside every organization is some type of employee experience. And that experience is manifesting itself in how your employees feel about coming to work, which in turn is defining how your customer feel after every interaction.

Every interaction with your customer counts, whether to increase customer loyalty or customer spend. Lowe's Home Improvement provides compelling findings regarding the impact of employee engagement and customer satisfaction and sales. By quantifying the relationship between employee engagement and sales (starting in 2007), Lowe's found that a conservative difference between the highest- and lowest-engaged stores was more than $1 million in sales per year.⁹

We have worked with the automotive industry for a number of years, and our work with dealerships, which are either small, one-off businesses often run by a family or centers that are part of larger automotive groups, has reinforced our belief that a focus on the employee experience leads to better customer experiences and profits, due to increased market share. What is most interesting about automotive dealers is that the majority of their revenues come from servicing a vehicle, not selling it, yet many co...

Table of contents

• Cover
• Endorsements
• Title Page
• Copyright
• Dedication
• Introduction: The Journey from Customer Experience to Employee Experience
• Chapter 1: Culture: More Than Just an HR Thing
• Chapter 2: Values: Not Some Philosophical BS
• Chapter 3: Selection: The Right Fit over a Warm Body
• Chapter 4: Orientation and Onboarding: Your Sink-or-Swim Strategy Is a Terrible Waste of Talent
• Chapter 5: Performance Management: How We Fail to Maximize Our Employees' Abilities and Talents
• Chapter 6: Coaching: Giving Feedback, the Most Misunderstood and Poorly Executed Leadership Task
• Chapter 7: Strategy, Scores, and Plans: The Real Reason Your People Are Not Engaged
• Chapter 8: Recognition: It's Time to Stop the Meaningless and Mundane Awards Process
• Chapter 9: Tough Conversations and Decisions: Why We Have People Who Would Be Better Off as Customers than Employees
• Chapter 10: Career Development: It's at the Heart of Long-Term Employee Commitment, Yet No One Is Doing Anything about It
• Chapter 11: Communication: Why One Size or One Way Doesn't Fit All
• Chapter 12: Product, Place, Process, and Perks: The Other Four P's That Define the Employee Experience
• Chapter 13: Leadership: Why We Have So Many Managers but So Few Leaders
• Afterword: Change—It's Not Just Something Everyone Else Does
• Acknowledgments
• Index
• End User License Agreement