Always Remember Your Guest Gets to Make the Call

When it comes to measuring the success of your Guest’s experience, you don’t get to make the call – your Guest does.

No matter how hard you prepare, no matter how well you execute, and no matter how extraordinary the experience, in the end, it’s your Guest who decides if the experience was a success.

What do you do, then?

The best, the only thing you can do, is set the stage for success.

And that is accomplished through people – your Guest Experience Teams.

Are you looking for help in developing friendly, knowledgeable, passionate Guest Teams that deliver a WOW Guest Experience every time?

Maybe it’s time for you to go back to the university – but not just any university…

One year ago today, one of the most significant books related to the Disney organization and Guest Experiences was released. Entitled Disney U, it’s a very powerful and personal story by Doug Lipp, former team leader of the acclaimed Disney University. Lipp mentored under a number of Disney University visionaries, most notably Disney U founder Van France.

In honor of the one year anniversary of the release of Disney U, I will be revisiting a series from the book that originally ran last year.

Disneyland will never be completed. We’ve certainly lived up to that promise. But what about the people who operate it? Are we growing with the show or just getting older? The trouble with people is that we get hardening of the mental arteries, cirrhosis of the enthusiasm, and arthritis of the imagination, along with chronic and sometimes acute allergies to supervision, subordinates, and the whole darned system. 

Is it possible that what we have gained through experience we have lost through habit, and that what we have gained through organization, we have lost in enthusiasm?

Van France, Introduction to his “Proposed Program of the University of Disneyland, 1962-1963

Your Guest Experience Teams are the foundation of the measure of success of your Guest’s experience.

Disney U will give you that foundation.

Next: Begin the Disney U experience with Setting the Stage for Success

 

Disney U

Be Our Guest – How Disney Exceeds Guest Expectations

Exceeding Guests’ expectations is Disney’s service strategy, and paying attention to every detail is the tactic by which it is accomplished.         – Be Our Guest

All week long my focus has been on books and reading:

What better way to close the week than to combine reading with another passion of mine – Guest Experience – with a summary of Disney’s Be Our Guest.

All organizations are driving toward the same goal – serving the people who purchase or use their products and/or services. Whether they are called clients, customers, constituents, or in Disney-speak, Guests – organizations must satisfy them or risk losing them.

Be Our Guest outlines proven Disney best practices and processes for generating customer loyalty and sound financial results. These principles can help your organization focus its vision and align its people and infrastructure into a cohesive strategy that delivers on the promise of exceptional customer satisfaction.

Want to get a glimpse of the Disney magic? You can download a free book summary of Be Our Guest here.

SUMS_BeOurGuest

Reading this Sums will only whet your appetite, so I encourage you to pick up Be Our Guest at your earliest opportunity – it will make a great New Year’s gift to your organizations’ leadership team!

 

 

My Favorite Books of 2013

It’s time to close out the reading year – just in time to start a new one!

A quick review of the numbers:

Purchased or review copies of books – 91

Library books checked out – 87

Kindle books downloaded – 27

That’s 205 books read in 2013, averaging almost 4 a week. I’m not a speed-reader per se, but I do read fast – and I don’t read everything in every book.

In no particular order, here are my 13 favorite books published in 2013.

Disney U: How Disney University Develops the World’s Most Engaged, Loyal, and Customer-Centric Employees, by Doug Lipp

Creative Confidence: Unleashing the Creative Potential Within Us All, by Tom and David Kelley

Red Thread Thinking: Weaving Together Connections for Brilliant Ideas and Profitable Innovation, by Debra Kaye

Shaping Our Nation: How Surges of Migration Transformed America and Its Politics, by Michael Barone

The Everything Store: Jeff Bezos and the Age of Amazon, by Brad Stone

What’s the Future of Business: Changing the Way Businesses Create Experiences, by Brian Solis

Decisive: How to Make Better Choices in Life and Work, by Chip & Dan Heath

David & Goliath: Underdogs, Misfits, and the Art of Battling Giants, by Malcolm Gladwell

Die Empty: Unleash Your Best Work Every Day, by Todd Henry

Turn This Ship Around: A True Story of Turning Followers into Leaders, by David Marquet

Leading Missional Communities, by Mike Breen

Amaze Every Customer Every Time: 52 Tools for Delivering the Most Amazing Customer Service on the Planet, by Shep Hyken

Leading the Starbucks Way: 5 Principles for Connecting with Your Customer, Your Products, and Your People, by Joseph Michelli

I realize this is a very arbitrary list, and is weighted toward the category of customer experience. No apologies there – I happen to believe that organizations of every size and type have a LOT to learn about their customers.

If you’re interested in more than just the title, read on!

Disney U, Doug Lipp

Leadership lessons from the iconic brand you can use to drive Disney-style success

In helping Walt Disney create “The Happiest Place on Earth,” Van France and his team started a business revolution in 1955 that eventually became the Disney University—the employee training and development program that powers one of the most famous brands on earth.

Disney U examines how Van France’s timeless company values and leadership expertise have turned into a training and development dynasty: the Disney U. The book reveals the heart of the Disney Culture and describes the company’s values and operational philosophies that support the world-famous Disney brand.

Creative Confidence, David & Tom Kelley

IDEO founder and Stanford d.school creator David Kelley and his brother Tom Kelley, IDEO partner and the author of the bestselling The Art of Innovation, have written a powerful and compelling book on unleashing the creativity that lies within each and every one of us.

Too often, companies and individuals assume that creativity and innovation are the domain of the “creative types.”  But two of the leading experts in innovation, design, and creativity on the planet show us that each and every one of us is creative.  In an incredibly entertaining and inspiring narrative that draws on countless stories from their work at IDEO, the Stanford d.school, and with many of the world’s top companies, David and Tom Kelley identify the principles and strategies that will allow us to tap into our creative potential in our work lives, and in our personal lives, and allow us to innovate in terms of how we approach and solve problems.  It is a book that will help each of us be more productive and successful in our lives and in our careers.

Red Thread Thinking, Debra Kaye

Success is all about connections.

Debra Kaye explodes conventional thinking about innovation and provides an approach that anyone or any business can use to expose the crucial links among observations, experiences, facts, and feelings that on the surface do not seem related–but are–to uncover fresh, brilliant insights. In Red Thread Thinking, Kaye shows you how to weave originality from disparate information and turn it into a product or service that can shake up the marketplace–and your business.

What sets Red Thread Thinking apart from other books is that it reveals exactly how to identify and understand hidden cultural codes and shifts in consumer perceptions that speak to emerging and existing markets and, as a result, catapult fresh products to iconic status.

A mold-breaking system, Red Thread Thinking sharpens your innovation skills and can assist in problem solving, whether preparing a talk, pitching a project to your colleagues and boss, managing staff in a more productive way, or taking business to a new level.

Shaping Our Nation, Michael Barone

It is often said that America has become culturally diverse only in the past quarter century. But from the country’s beginning, cultural variety and conflict have been a centrifugal force in American politics and a crucial reason for our rise to power.

The peopling of the United States is one of the most important stories of the last five hundred years, and in Shaping our Nation, bestselling author and demographics expert Michael Barone illuminates a new angle on America’s rise, using a vast array of political and social data to show America is the product of a series large, unexpected mass movements—both internal and external—which typically lasted only one or two generations but in that time reshaped the nation, and created lasting tensions that were difficult to resolve.

Sweeping, thought-provoking, and ultimately hopeful, Shaping Our Nation is an unprecedented addition to our understanding of America’s cultural past, with deep implications for the immigration, economic, and social policies of the future.

The Everything Store, Brad Stone

Amazon.com started off delivering books through the mail. But its visionary founder, Jeff Bezos, wasn’t content with being a bookseller. He wanted Amazon to become “the everything store,” offering limitless selection and seductive convenience at disruptively low prices.

To do so, he developed a corporate culture of relentless ambition and secrecy that’s never been cracked. Until now. Brad Stone enjoyed unprecedented access to current and former Amazon employees and Bezos family members, giving readers the first in-depth, fly-on-the-wall account of life at Amazon. Compared to tech’s other elite innovators–Jobs, Gates, Zuckerberg–Bezos is a private man. But he stands out for his restless pursuit of new markets, leading Amazon into risky new ventures like the Kindle and cloud computing, and transforming retail in the same way Henry Ford revolutionized manufacturing.

What’s the Future of Business, Brian Solis

Rethink your business model to incorporate the power of “user” experiences.

What’s the Future of Business? will galvanize a new movement that aligns the tenets of user experience with the vision of innovative leadership to improve business performance, engagement, and relationships for a new generation of consumerism. It provides an overview of real-world experiences versus “user” experiences in relation to products, services, mobile, social media, and commerce, among others. This book explains why experience is everything and how the future of business will come down to shared experiences.

Discover how user experience design affects your business, and how you can harness its power for meaningful revenue growth.

Decisive, Chip & Dan Heath

Chip and Dan Heath, the bestselling authors of Switch and Made to Stick, tackle one of the most critical topics in our work and personal lives: how to make better decisions.

Research in psychology has revealed that our decisions are disrupted by an array of biases and irrationalities: We’re overconfident. We seek out information that supports us and downplay information that doesn’t. We get distracted by short-term emotions. When it comes to making choices, it seems, our brains are flawed instruments. Unfortunately, merely being aware of these shortcomings doesn’t fix the problem any more than knowing that we are nearsighted helps us to see. The real question is: How can we do better?

In Decisive, the Heaths, based on an exhaustive study of the decision-making literature, introduce a four-step process designed to counteract these biases. Written in an engaging and compulsively readable style, Decisive takes readers on an unforgettable journey, from a rock star’s ingenious decision-making trick to a CEO’s disastrous acquisition, to a single question that can often resolve thorny personal decisions.

Along the way, we learn the answers to critical questions like these: How can we stop the cycle of agonizing over our decisions? How can we make group decisions without destructive politics? And how can we ensure that we don’t overlook precious opportunities to change our course? 

Decisive is the Heath brothers’ most powerful—and important—book yet, offering fresh strategies and practical tools enabling us to make better choices. Because the right decision, at the right moment, can make all the difference.

David & Goliath, Malcolm Gladwell

Three thousand years ago on a battlefield in ancient Palestine, a shepherd boy felled a mighty warrior with nothing more than a stone and a sling, and ever since then the names of David and Goliath have stood for battles between underdogs and giants. David’s victory was improbable and miraculous. He shouldn’t have won.

Or should he have?

In David and Goliath, Malcolm Gladwell challenges how we think about obstacles and disadvantages, offering a new interpretation of what it means to be discriminated against, or cope with a disability, or lose a parent, or attend a mediocre school, or suffer from any number of other apparent setbacks.

Gladwell begins with the real story of what happened between the giant and the shepherd boy those many years ago. From there, David and Goliath examines Northern Ireland’s Troubles, the minds of cancer researchers and civil rights leaders, murder and the high costs of revenge, and the dynamics of successful and unsuccessful classrooms—all to demonstrate how much of what is beautiful and important in the world arises from what looks like suffering and adversity.

Die Empty, Todd Henry

Most of us live with the stubborn idea that we’ll always have tomorrow to do our most important and valuable work. We fill our days with frantic activity, bouncing from task to task, scrambling to make deadlines and chase the next promotion. But by the end of each day we’re often left asking ourselves “did the work I do today really matter?” We feel the ticking of the clock, but we’re stuck in first gear, unsure of the path forward and without a road map to guide us.

Here’s the hard truth: sooner or later all of our tomorrows will run out, so how we choose to spend today is significant. Each day that we postpone difficult tasks and succumb to the clutter that chokes creativity, discipline, and innovation results in a net deficit to the world, our organizations, and ourselves.

Die Empty is a tool for people who aren’t willing to put off their most important work for another day. Todd Henry explains the forces that keep us in stagnation, and introduces a process for instilling consistent practices into your life that will keep you on a true and steady course.

It’s not about slaving over a project or living on a whim–it’s about embracing the idea that time is finite and making the unique contribution to the world that only you can make. Henry shows how to cultivate the mindset and the methods you need to sustain your enthusiasm, push through mental barriers, and unleash your best work each day.

Turn This Ship Around, David Marquet

David Marquet, an experienced Navy officer, was used to giving orders. As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. In this high-stress environment, where there is no margin for error, it was crucial his men did their job and did it well. But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet.

Marquet acted like any other captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why the order wasn’t challenged, the answer was “Because you told me to.” Marquet realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things.

That’s when Marquet took matters into his own hands and pushed for leadership at every level. Turn the Ship Around! is the true story of how the Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy’s traditional leader-follower approach. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control.

Before long, each member of Marquet’s crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became fully engaged, contributing their full intellectual capacity every day, and the Santa Fe started winning awards and promoting a highly disproportionate number of officers to submarine command.

No matter your business or position, you can apply Marquet’s radical guidelines to turn your own ship around. The payoff: a workplace where everyone around you is taking responsibility for their actions, where people are healthier and happier, where everyone is a leader.

Leading Missional Communities, Mike Breen

Missional Communities (MCs) are a hot topic right now in the church, and many are excited about the potential of MCs to be a vehicle that allows the church to better live out its mission in the world. But if we embrace and implement MCs merely as a new program, they won’t live up to their potential and we’ll be on to the next hot topic in a few months. MCs are helpful only if we use them as a vehicle that allows us to point ourselves towards a much deeper issue: how we can learn to live our everyday lives as extended families on mission.

Breen calls this reality oikos (“household” in Greek), and that’s actually what this book is about. Think of it like this: an MC is a great vehicle, but vehicles are supposed to take you somewhere. The destination the vehicle of MC takes us to is oikos. Breen believes oikos is something the Spirit of God is doing in this time to restore the church’s ability to function fruitfully in discipleship and mission the way the early church did, publicly living out this is the make-or-break issue for the Western church.

Breen believes we simply will not see God’s dream for the world come true unless we learn how to function as extended families on mission. And MCs are a great vehicle that helps jump-start that culture-shifting process. Breen began using MCs over 25 years ago, and has seen both breakthrough and failure.

The great thing is that it isn’t actually that complicated, and God will give us the power to do it. This isn’t a task reserved for church leaders, pastors, or experts—it’s for everyone! The goal is to learn how to function as an extended family on mission.

Amaze Every Customer Every Time, Shep Hyken

You must deliver an amazing customer experience. Why? It is the competitive edge of new-era business—in any market and any economy.

Renowned customer experience expert Shep Hyken explains how consistently amazing customers through stellar service can elevate your company from good to great. All transformations require a role model, and Shep has found the perfect role model to inspire your team: Ace Hardware. Ace was named as one of the top ten customer service brands in America by BusinessWeek and ranked highest in its industry for customer satisfaction. Through revealing stories from Ace’s over-the-top work with customers, Shep explores the five tactical areas of customer amazement: leadership, culture, one-on-one, competitive edge, and community.

Delivering amazing service requires everyone in your organization to step up and be a leader. It doesn’t take a title. It takes the right set of tools and principles. To help you empower employees at all levels, Shep brings the content to a deeply practical level. His 52 Amazement Tools—like “Ask the extra question” and “Focus on the customer, not the money”—are simple, clear, useful for almost anybody, and supported with compelling research and stories.

In Amaze Every Customer, you will find the tools and tactics you need to transform your company into a seriously customer-focused operation that will amaze every customer every time.

Leading the Starbucks Way, Joseph Michelli

One of the best-recognized and admired brands in the world, Starbucks singlehandedly transformed the ordinary delivery of coffee into a cultural phenomenon–a result of the company’s exemplary leadership practices.

Joseph Michelli, author of the bestseller The Starbucks Experience, explains that the international success of Starbucks begins with a promise: To inspire and nurture the human spirit–one person, one cup, and one neighborhood at a time. Michelli offers a perspective on the leadership principles that drove the iconic coffee company’s resurgence from serious setbacks during the economic downturn–one of the few true turnaround stories of this time. And the company continues to grow dramatically, entering new markets and channels with fresh products and technologies.

In Leading the Starbucks Way, Michelli establishes five actionable principles that fuel long-term global sustainability at Starbucks and that can be used in any company, in any industry:

  • Savor and Elevate
  • Love to Be Loved
  • Reach for Common Ground
  • Mobilize the Connection
  • Cherish and Challenge Your Legacy

Leading the Starbucks Way is a penetrating look at the inner workings of one of today’s most successful brands. The company gave Michelli one-on-one access to a variety of employees (called partners) to write this book–from baristas to senior leaders, including Howard Schultz, chairman, president, and chief executive officer.

Well, that’s it – it’s time to close out the “books” on 2013…

…I’ve got a few books ready to pick up at the library, and a couple on order scheduled to be released this week!

Conquering Your To-Do List

Long to-do lists are guilt trips. The longer the list of unfinished items, the worse you feel about it. And at a certain point, you just stop looking at it because it makes you feel bad. Then you stress out and the whole thing turns into a big mess.     – Jason Fried, Rework

Lists and I have a love-hate relationship. I love to make them and I hate to get them done.

Before you write me off as a lazy sloth who never gets anything done, a little explanation. I live by my calendar – the one that resides on my laptop and magically updates itself on my mobile phone. All my work: regular daily duties, special projects (broken down by item), future projects, projects under development, projects that are just a few words – they are all on my calendar. That kind of list gets done.

It’s the other kind I’m talking about.

It’s possible to think of a calendar as a list, but I see lists in a different way. Lists are the different colored Post-It notes affixed to various surfaces of my workspace. They are the legal pads with a line – or a page – of notes about something I’m thinking about or working on. The very important lists are those that have made it to journal stage – a protracted, in-depth series of thoughts, actions, and ideas bound between two pieces of cardboard.

No matter what you call them, I suppose they are all lists of some sort.

With all these lists occupying space, it’s easy to fall into the trap described by Jason Fried above. His solution?

Whenever you can, divide problems into smaller and smaller pieces until you’re able to deal with them completely and quickly. Simply rearranging your tasks this way can have an amazing impact on your productivity and motivation.

Now we’re on to something! Instead of a list with 100 items on it, I can have 10 lists of 10 items each. The intent is that you can quickly move through the list and then toss it when it’s done.

Fried acknowledges that you still have the same amount of stuff left to do. But the smaller picture of a list with 10 items gives you satisfaction, motivation, and progress.

And that gives you a Done list.

Isn’t that your goal?

inspired by and adapted from Rework, by Jason Fried and David Heinemeier Hansson

Rework

Brevity

When it comes to effective communication, small beats large; short beats long; and plain beats complex. Sometimes, visual beats them all.

The quote above, from Dr. Frank Luntz in his book Words that Work, is an appropriate challenge for every leader. Good leaders communicate. They may use the written word, they may use the spoken word, they may use only visuals and no words, but good leaders communicate.

How are you doing in your communication? Are your words simple, to the point, and memorable? Are your words consistent with your actions? Can the reader or listener visualize your intent?

Or, are no words at all the best path to take? We live in a society almost overwhelmed by the visual image – and we ask for more! Sometimes, a visual image is the best “word” we can use.

Communication – written, spoken, or visual – is just a tool you as a leader have at your disposal. But what a powerful tool!

Communicate with passion, purpose, and persuasiveness in all your communications – and you will be well along the path to becoming a great leader.

inspired by, and adapted from, Words That Work, by Frank Luntz

Words that Work

Think Urgency, Not Panic

Note: During the current “stay-at-home” mandates and other restrictions in place across the country, I am diving back into 11 years of posts, articles, and reviews across my different websites to bring back timely information for today.


 

Due to family genetics plus a serious passion for chocolate, I have to be concerned about my cholesterol. One of the first things I learned was that there was “good” and “bad” cholesterol, and that to be healthier, I needed to increase the good and decrease the bad.

According to noted leadership guru John Kotter, there are also two kinds of urgency – and like cholesterol, one is good and one is bad. The good kind is characterized by constant scrutiny of external promise and peril. It involves relentless focus on doing only those things that drive your organization forward, and doing them right now, if not sooner. The bad kind, which has been on everyone’s mind for months now, is panic-driven and characterized by frantic activity which generates a lot of heat and motion but no substance.

Interviewed in an Inc. magazine article, and recalling sections of his book A Sense of Urgency, Kotter thinks that most of what we see now is a lot of people running around trying to come up with solutions. Calling that “ineffectual at best,” he feels this type of activity is driven by a fear of losing. Want to change that? Develop a gut-level determination to win and to make absolutely sure that you and your leaders do something every single day to keep pushing your goal forward. That, Kotter says, is true urgency.

What about ChurchWorld? What do you see when you look around? Frenetic activity? Totally exhausted leaders, working long hours trying to keep ministry efforts going? Difficulty in scheduling meetings to work things out? Check this thought out: true urgency will cause people to leave plenty of white space on their calendars, because they recognize the important stuff – the stuff they need to deal with immediately – is going to happen, most times unplanned.

That’s exponentially true in the ministry world. Interruptions and people in crisis are our ministry, and only if you have margin in your life can you deal effectively and with Christ-like love.

Don’t panic – but lead with urgency.

True urgent leadership doesn’t drain people, but energizes them. It makes them feel excited to be a part of an organization that is moving forward with purpose, even audacity, in times like these. Now that’s a group I want to be a part of!

inspired by, and adapted from, A Sense of Urgency, by John Kotter

A Sense of Urgency

Why Be Ordinary?

The first step to becoming extraordinary is simply to stop being ordinary.

Here are five suggestions to help you:

  • Avidly collect firsthand experiences– Sherlock Holmes’ greatest claim to fame was his power of observation. Make the effort to observe and understand the nuances of what is going on in your organization. Just one among many leaders? You are still the only “you”, and you know your experiences better than anyone else. Get out from behind your desk, and know what’s happening out there. First-hand observations are critically important-make it a part of your regular routine to gather them.
  • Have a “beginner’s mind” – set aside what you know and be open to looking at things with a fresh perspective. You have extensive education and experience, you may understand tradition, you probably have preconceived notions about things. Don’t forget the importance of starting with a blank page when confronted with new opportunity.
  • Keep an “idea wallet” so you don’t lose momentary insights– anthropologists carry a notebook and camera to record their discoveries. Try recording ideas in real-time – make use of current technologies like your mobile phone with camera, or do it the old-fashioned way with a journal or index card. When you see or hear something interesting, record it for later development and exploration with your team.
  • Become a proactive “idea-broker” and practice continuous cross-pollination– Develop solid, trusted relationships across departments and lines in your organization so that you can understand and apply the lessons you learn in one context to another. Combine learning and collaboration so that you become a conduit for fresh ideas for your team.
  • Embrace the power of storytelling – telling a story has an emotional appeal that transcends the raw data we often collect. Listen to your team. Encourage them to listen to those they come into contact with. Let the stories that come out of those conversations become the vehicles for communicating your message. It will be powerful, memorable, and uniquely yours.

Stop being ordinary TODAY. Reject routine and set yourself and your team on a course to becoming extraordinary.

The world will notice.

inspired by and adapted from The Big Moo, edited by Seth Godin

The Big Moo

What Are People Saying to Each Other – About YOU?

Satisfied customers tell three friends…angry customers tell 3,000.

The title of the book by Pete Blackshaw captured my attention and I wondered: Is this true for churches as well?

Blackshaw’s work documents how the balance of power for today’s businesses has shifted – the consumer is now in control. In the world of Consumer Generated Media (CGM) via Instagram, blogs, YouTube, social networking sites, etc. a single disgruntled customer can broadcast his opinion to millions and derail a company or undermine a global brand. Companies can’t ignore CGM, and have nowhere to hide. According to Blackshaw, the only response is creating 100 percent credibility by establishing:

  • Trust
  • Authenticity
  • Transparency
  • Active Listening
  • Responsiveness
  • Positive Affirmation

I know this is a business book, but the more I get into it, the more I find application for churches. Here are a few questions I have:

  • Are churches impacted by consumer-to-consumer communication?
  • Do churches have reason to be concerned about what people are “saying” about them?
  • How can churches find out if CGM is going on?
  • How can churches make positive use of CGM?

What do you think? What can you add to the conversation?

 

The Geometry of Choice

Take a look at almost any decision-making reference in a book or magazine and what do you see? Most likely a matrix with one desirable feature across the top and another down the side. Conventional wisdom says you read the matrix in straight lines – you have to choose which feature you’re going to favor.

What if you chose both?

I first came across this idea in Jim Collins’ classic book “Good to Great.” Since then, many writers have used the phrase “both/and” to refer to decision-making that references both issues in a choice. Alan Webber, writing in “Rules of Thumb” states it this way:

We’ve moved from an either/or past to a both/and future.

One of the skills that defines an entrepreneur and an innovator is the capacity to generate new lines of sight. That mean looking at problems along a new dimension. It means rejecting old either/or choices and finding new both/and combinations.

It’s like the game of chess. Most of the plays involve moving pieces forward or backward or sideways. But the bishop? It’s a game changer because it moves on the diagonal. Now you have the ability to move across and up on the board at the same time. You have changed the geometry of choice with one move.

How are you going to put into practice the skill of making “both/and” decisions in your organization today?

The Guiding Principles of Guest Experience, Part 3: Design

How do you build great Guest Experiences?

Great [Guest] Experiences are consistent, captivating, and memorable by design. To achieve this, organizations must seize and retain their Guests’ complete attention by deliberately planning a defined Guest Experience that stimulates Guest senses and deeply engages them emotionally. – Colin Shaw, Revolutionize Your Customer Experience  (modified)

It is relatively easy for a church to provide a great Guest Experience occasionally.  But in order to create a WOW! Guest Experience, it is vital that you do this every time.

The only way to achieve a consistently great Guest Experience is if the experiences are designed.

To design something means that it is deliberate, not an accident or luck. Deliberate is a strong, proactive word. Stop and ask yourself these questions:

  • Is my Guest Experience process deliberate?
  • Did I deliberately set out to create and deliver a WOW! Guest Experience?
  • Is the outcome of the Guest Experience one that I have proactively designed?

From my observation and research in churches of all sizes across the country, in most cases the Guest Experience is not deliberate – it is something that just happens.

If you will reread Colin Shaw’s definition above, you should be able to answer the following questions about your church’s Guest Experiences.

What is the Guest Experience I am trying to deliver? Do you know? Does your team know? If I came onto your campus and asked your team “What is the Guest Experience you are trying to deliver every weekend?” would they be able to tell me? Would I get a consistent answer? Since emotions account for over half of a Guest Experience, a necessary follow-up questions is:

What are the emotions you are trying to evoke? Without considering what emotions you are trying to evoke, your Guest Experience can’t be deliberate.  According to a study done by an Australian consumer psychologist, emotions range from the top end (people are appreciated, happy, contented, delighted, and valued) to a middle range (people are indifferent or emotionless) to the bottom (people are disappointed, frustrated, neglected, annoyed, or insulted). If you are going to evoke top-level emotions, then a third question comes next:

What senses are you going to use to evoke these emotions and how are your going to do this? Human beings take in information through their 5 senses: sight, sound, taste, touch, and smell. In our daily lives we use our senses to gather data about he world around us. If a Guest Experience is about the senses that are being stimulated, creating a Great Guest Experience means we define how and when to engage these senses and create a deliberate sensory impact and memory.

Creating a Guest Experience that is defined, deliberate, and designed is a key to delivering a WOW! Guest Experience every time.

 

This post is part of a journey translating Customer Experience learnings in the corporate world to Guest Experience in ChurchWorld. Material in today’s post was inspired by and adapted from Revolutionize Your Customer Experience by Colin Shaw, founder of Beyond Philosophy.

Revolutionize Your Customer Experience