the involver

An example of a "Love Drawing" from the Starbucks Love Project site (love artist: Marcelo Henrique Valenzi A, Brazil) -- part of the worldwide effort to raise money to fight AIDS in Africa.

Something touching happened on December 7, 2009 at 1:30 p.m. GMT. A simple event that connected people in 156 countries. Something that demonstrates remarkably coordinated involvement and makes us wonder what else is possible.

On that day last month, regular people in countries all over this globe joined together to sing at exactly the same time to raise awareness of AIDS in Africa. Take a breath and take a listen. Now, watch the video again and look at the lower right corner of the screen. The diversity of country participants is astounding.

The Starbucks Love Project is just one part of the company’s effort to help fight AIDS in Africa. In one year, through their partnership with (RED)™, they have managed to generate enough money to provide more than a 7 million day supply of medicine to help people living with AIDS in Africa.

Singing a simple song, together. If 156 countries can come together to make this happen on the same day, at exactly the same time, imagine what else we can achieve — if we get involved.

Thanks for being involved today.

Tim

An Air New Zealand employee and her in-flight co-workers get the undivided attention of their passengers in this stripped down safety video.

How often have you boarded a plane and completely ignored the flight crew who are there, primarily, for your personal safety? We’ve all napped through the preflight instructions that they recite as soon as the main cabin door is closed and locked down tight. Maybe for good reason: they are being robotically repeated for the umpteenth time that day. I’m sure even the flight attendants get bored with the message.

Enter involvement. A select group of actual Air New Zealand employees were selected for their “professional attributes” to participate in a passenger safety video. But this is no ordinary video. Clad in nothing more than body paint that mimics their ground crew or flight crew uniforms, this cheery bunch give us a different view on airline safety. As one male purser explains in the opening of the reel, “…we’d like to give you what we call the ‘bare essentials of safety’ aboard this flight.” Followed by a rather perky female co-worker stating, “Even if you fly with us quite a lot, we’d appreciate it if you’d take — (with the rise of her eyebrows) — a second look.”

“It’s such a fantastic thing to do to involve your own employees, I think, in adverts,” said one svelte ground crew member, as a bright yellow safety vest was being applied to his torso, “’cause it gives a level of authenticity.”

Posted on YouTube, the video has been viewed almost 5 million times — and counting. Take a peek at the in-flight reel and the amusing, behind-the-scenes “making of” video. There’s also a clever 45-second TV ad which closes with a duo of mature women admiring a pair of male captains as they pass by in the airport.

Stripping it all away, there is no better way to capture the attention of both your audiences and your employees, than by using involvement.

Thanks for being involved today.

Tim

Suddenly, the "Fasten Seat Belt" sign blinked on as that familiar "ping" resonated throughout the cabin.

On Saturday, I boarded a small, 50-passenger regional jet en route to JFK after speaking at the IABC Employee Communications conference in Toronto. As the small plane quickly climbed into the sky, we left the rain-soaked Canadian landscape behind. Breaking through the cloud layer, we enjoyed spectacular sunshine streaming through the windows. A perfect day for flying, I thought to myself. About ten minutes into the flight, the captain addressed us saying that it looked as though it was going to be a smooth trip, inviting us to sit back and enjoy the ride.

Suddenly, the “Fasten Seat Belt” sign blinked on as that familiar “ping” resonated throughout the cabin. The captain returned to the PA system urging us to fasten our seat belts and remain seated for the duration of the flight. “It’s going to be a rough ride,” he said, flatly. And it was. Despite the contradictory bright sunshine and fluffy clouds that gracefully moved below us, our small aircraft bounced and swerved through the sky. Moments later, a familiar stench filled the cabin. Clearly the roller coaster ride of a flight had caused one or more of my fellow passengers to succumb to motion sickness.

What filled my head was the pilot’s announcement. Was he bound by the FAA to give us the facts, or was there something else at work here — tell us the worst and if the flight turned out to be smoother than predicted, his relieved passengers would think him something of a hero? My curiosity got the better of me. Back on the ground, I waited for the pilot to de-plane so that I could ask him the question. “For your safety,” he said, “we’re required to let you know if we expect turbulence. Otherwise, someone could get hurt.” Then he added, smiling, “But, it’s an interesting thought: Paint one picture and have the experience turn out to be better than expected.”

How can this experience at 30,000 feet be applied to communicating difficult news to our employees? Do we set an expectation for the worst and hope that we can navigate the challenge to be less than expected, or strictly give them the facts? The reality is that employees are incredibly savvy and well-resourced these days. Professionally orchestrated internal communications are often preempted by blog posts and word of mouth. So our best strategy as communicators is to be transparent. Give it to them straight, then immediately invite their personal involvement in the solution — here’s what’s happening and why. How can you help us reach our desired goal? At a time when employees are feeling helpless against external forces, inviting them to get involved in possible solutions can help them feel connected, empowered and valued.

Fasten your seatbelt. It’s going to be a rough ride. But, with a generous dose of employee involvement, we can get through this together.

Thanks for being involved today.

Tim

When your solution's not a perfect customer fit, let your employees be management's eyes and ears.

I’ve just returned from a shopping expedition to my favorite clothing store. It’s a new, stylish brand that emerged onto the scene in the past handful of years, positioned as a mid- to upper-priced men’s and women’s clothing retailer.

When I arrived at the store, I was greeted by a very pleasant young woman in her twenties who asked if she could help me find something in particular. “Yes, thanks.” I replied. “A grey, zip-front cardigan sweater” (as our wonderfully inspiring office space, housed in a historic 1800s building, can get a bit drafty this time of year).

She found a fashion-forward sweater that met my description, and handed it to me. After slipping it on and admiring its design details in the mirror for a moment, I said, “I really like it, but I was looking for something without pockets,” pointing to the two oddly placed flap pockets that seemed to be positioned just right to accentuate my 40-something years of enjoying too many sweets.

“Yes, I’ve heard that a lot,” she said. “But, I’m not the designer.” I smiled, and shrugging slightly, agreed. She was right. She’s not the designer, but she plays a critically important role as one who has a direct line of communication to the target audience who buys the design team’s creations.

There’s an opportunity here. How could this company facilitate the gathering of the customer’s feedback and funnel it directly back to the people who are deciding what we might like as an end-user? Technology makes this incredibly simple these days. What about an employee wiki where the sales person could add a quick comment or suggestion right from the sales counter? Too expensive to implement? Then a feedback form created in Survey Monkey would suffice. For less than $30 per month, customer-facing employees could be involved in the decision making that directly impacts sales — and customer satisfaction.

This, of course, is not limited to the clothing or retail spaces. Your front line employees, regardless of your industry or their function, are your eyes and ears. They have a wealth of ideas that can help you solve business issues that you may not even be aware exist — until it’s too late. Get them involved by asking for their suggestions of ways to gather and send feedback to the management team. If the idea for this feedback loop comes from them — and it’s kept simple — they’re much more likely to use it.

Thanks for being involved today.

Tim

Shampoo bottle design inspires thinking around employee involvement in communications.

While on vacation this week, I had to borrow my wife’s shampoo. Squeezing a generous dollop of Herbal Essences “hydralicious”  from the beautifully designed bottle (clearly targeted to my better half), I noticed something very clever. There’s a semi-circle carved into the cap so that after inverting the bottle and squeezing some product into your palm, you can draw the bottle away from you without scooping the shampoo back out of your palm and onto the shower floor.

This is clearly the work of a clever packaging designer who considered the user’s experience when creating the container for the product. This is a great example of  ”user centered design” — considering the needs, wants and limitations of the end user.

We can borrow from this design philosophy when creating strategies and communications for our employees. Too often, we rush to get the committee-developed strategy out the door, anticipating that employees will rank it with as much importance as we do. Unfortunately, in today’s resource-starved workplace, there are far too many other distractions to make it so.

What if — instead — we pay real attention to the needs, wants and limitations of employees? What if their voices become part of the communication strategy by involving them in the process of making the initiative real? Paying attention to this level of detail and empowering employees to own the strategy can lead to a well-executed plan that becomes readily accepted by the culture, because it comes from them.

So, the next time you’re wrestling with the best way to roll out an important initiative, hit the shower. You just never know where inspiration may be found.

Thanks for being involved today.

Tim

Cleverly orchestrated t-shirt colors guide the Apple customer through the in-store experience.

Have you visited your local Apple store lately? If not, put a note on your calendar for this weekend and go have a look around. Apple has done something quite unique: They’ve color-coded the customer experience.

So, what does this look like? Meet “orange.”  When you enter the store, you’ll be greeted by an Apple team member in a bright orange t-shirt. He or she is the concierge whose job it is to welcome you and determine your need for the visit.

If you’re interested in learning more about a product, “orange” will introduce you to “teal,” representing a member of the store’s sales staff. This highly-trained guy or gal, who begins each day attending a before-hours team meeting, will help you find a solution to meet your needs.

Ready to buy? “Teal” will remain with you throughout the sales experience, radioing (using their Secret Service-style ear piece) to “black”  who will emerge from the back of the house with your product.

Need technical help or a lesson on a new product? Then “navy” is your guy. He’ll solve your issue at the Genius Bar or give you a One to One lesson on the product or software solution of your choice.

It’s all so simple. At least they make it look that way. Even in the depths of the retail drought we’ve been experiencing, Apple stores have been amply staffed with “shirts.” I’ve counted as many as 22 staff on the floor in my local, mid-sized store during an average weekday. Apple’s goal is to ensure a great experience. Period. Even if you don’t throw down a shekel or two on this visit, they’re confident that if they treat you right, you’ll be back. It seems to be working, evidenced by their ever-growing market share.

What’s the equivalent of color-coding your customer experience? Can you achieve a similar high-touch, deeply customer focused experience from inquiry to support? Great brands achieve this in their own unique way. And that’s the key. Find an approach that provides an unprecedented customer experience in your industry, but is wholly authentic to your brand.

By the way, during your Apple store visit, don’t forget to read the clever quips on the staff’s tees. A little sense of humor goes a long way in business, especially these days.

Thanks for being involved today.

Tim

Your receptionist has a unique opportunity to build your brand, each and every day.

Think for a moment about the last visit you made to an office. Any office — a supplier, a customer, your dentist, your cable company. What was your first impression after you introduced yourself at the reception desk? Did the receptionist seem happy to see you, or were you clearly just another interruption in his or her day?

In the past month, I’ve experienced three memorable receptions while visiting three client headquarters in the U.S. and Canada. On each occasion, the person at the reception desk made me feel welcome to be there, as though I was visiting a fine hotel or the home of a good friend. By using my name, making reference to my last visit and making more than small talk, each employee made me feel important to the company.

Receptionists play an often overlooked role in the creation of a brand experience. In what may not amount to more than a brief moment, they can add to the lasting impression of your brand.

What impression is your receptionist making? Have you spent time involving him in your brand strategy? If asked, could she tell you what promise your brand makes?

The next time you’re briefing your employees on your brand, save a seat for your receptionist. The investment will pay a dividend every day.

Thanks for being involved today.

Tim

Involving your employees in the delivery of an exceptional customer experience can win hearts and gain customer loyalty, even in tough times.

Paying a visit to Dan Taylor’s establishment at 51 Bank Street in Stamford, Connecticut, is an experience on par with any of the finest restaurants in the town — in fact, in the country. The only catch is, Dan’s business is not an eatery; it’s a design studio.

Dan has established a culture at Taylor Design that is analogous to your favorite restaurant — you know, the one you return to again and again, because they treat you right. Dan and his team have created a carefully planned and executed customer experience. In fact, it’s all there in black and white and red in the Taylor Design employee manual:

“Customer loyalty and satisfaction is the key to success, so we must deliver what we promise without exception. Be like your favorite restaurant—remember why you keep going back for more.”

What makes Dan’s approach unique is not that this vision is captured in the employee manual, but that they live it, everyday. “I asked myself, what kind of business could I look at as a model for running a great business?” Taylor said. Inspiration came from a visit to the Columbus Park Trattoria in Stamford where Italian mothers still hand roll the pasta each day for their signature dishes. “It’s that attention to detail that makes the difference,” Taylor stated. “The food is excellent. The ambiance is elegant, but approachable. The staff creates an upbeat vibe. They recognize you when you walk through the door, without going over the top. Even in a down economy, people keep coming back. They make the customer feel important.”

Dan offers five tips to create a great customer experience:

1. Hire the best people.
2. Create and deliver excellent work, always.
3. Model the desired behavior you want your employees to live.
4. Be genuine with the customer.
5. Don’t use voicemail.

Don’t use voicemail? That’s right. If you call Taylor Design, a living, breathing human being will answer the phone. They simply don’t use voicemail. Why? Because it’s the personal touch that creates a customer experience that will keep customers coming back.

Dan has created a remarkable business. As he states in the employee manual, “Taylor Design is a work in progress and anything we can do to make it a better place will benefit everyone.” That’s an open invitation for involvement. That’s a recipe for a successful brand.

Thanks for being involved today.

Tim

Juliette Binoche stars in the 2000 Best Picture Nominee, Chocolat -- a delicious example of simple storytelling.

What is the key to great storytelling? You’ll find one answer in the 2000 Best Picture nominee, Chocolat, starring Juliette Binoche. To get started, watch this decadent feast for the eyes from start to finish and then head straight to the “Bonus Material” menu. There you’ll find an intimate glimpse behind the incredible storytelling on the track labeled: “The Making of Chocolat.”

Swedish director, Lasse Hallström, was meticulously deliberate with every detail in this film, set in the French medieval walled city of Flavigny in the 1950s. ”Each discussion I ever have with Lasse about design is always about simplifying — finding the most simple way to tell the story with the most honest expression,” said David Gropman, the production designer on Chocolat, who has partnered several times with Hallström over the years. Whether it was the placement of a simple stone bench to add character in front of a town residence or a wooden arbor woven from dried vines which frames a shot, everything had a reason to be seen — or excluded — from our point of view.

Great branding is no different. We must decide how to tell our brand story in the simplest way. What should we include and what should we exclude? Too much detail (like a cartful of attributes) can lead to confusion on execution. A brand promise or value proposition written by committee to cover every aspect of the business strategy from yesterday and today will be forgotten the moment it is distributed. But, if we can get to the simple essence of what we want our customers to experience, then we’ve created magic. If we keep it simple, our employees can execute it. If we keep it simple, our customers will experience it. Through simplicity, our brand can come to life and thrive.

Like the velvety smooth storytelling in Chocolat, simple brand storytelling is both powerful and memorable. Your well-executed brand, however, may not drive an uncontrollable urge to reach for something dark and sweet.

Thanks for being involved today.

Tim

The Starbucks Experience is about "making it your own" and that requires employee involvement.

Have you driven on a toll road lately? Earlier this month, I passed through several tolls on my way to and from a Brand Involvement® session I was leading. The toll booth experience can best be summed up as: organized chaos. The approach to the toll booth is fairly simple. Everyone has a lane to select to either make a cash payment or have their electronic pass read. But, what happens on the opposite side of the booth is anyone’s guess. The driver is presented with several hundred feet of unstructured road. No lanes. No lines. This “freedom” promotes very poor judgement calls, evidenced by the two drivers flanking me upon exiting one booth who prompted me to lay down a significant amount of GoodYear to avoid my car from taking on racing stripes matching the colors of their vehicles.

The polar opposite of the toll booth experience in branding is providing a structure within which employees are encouraged to make reasonable decisions based upon the way those decisions will positively impact the brand. But employees are not left to their own devices to decipher that structure, like we are upon exiting a toll booth. The framework is clearly established for them in the form of a brand strategy and — if the brand is to thrive — they are invited to become involved in it on a personal and practical level so that it becomes naturally integrated into everything they do, every day.

Starbucks calls this “making it your own.” It starts with their “Five Ways of Being” that are reinforced through a small pamphlet that is tucked into a partner’s apron, appropriately called the Green Apron Book. The five ways include: be welcoming, be genuine, be considerate, be knowledgeable and be involved. The partner is invited to bring these principles to life in their own way, based upon their individual passions and talents. 

Starbucks employees are given the outline of a system to work within to deliver a consistent brand experience. And it works. When was the last time  you were surprised by what you found when you walked into a Starbucks store? Unless, of course, it was based upon an employee delivering a little something extra — something they infused into your experience that put a smile on your face. Those are the kinds of surprises we welcome. They demonstrate brand involvement. That’s The Starbucks Experience.

Does your brand experience feel like a toll booth or a Starbucks? One promotes poor employee judgement calls that can quickly erode your brand. The other delivers memorable experiences that keep customers coming back. 

Thanks for being involved today.

Tim