In the programming world, there’s a term called “technical debt”. Technical debt is refers to work created by existing systems, processes and methods. You might call it maintenance, upkeep, re-work, refactoring, re-design, etc.
The term “technical debt” is typically used when discussing programming, but as a friend reminded me a week or so ago – programming doesn’t own it. It’s about any process, whether it’s new or has been around a while.
For legacy processes and methods (and yes, programs), the key phrase is “we’ve always done it this way”. For new techniques, processes, infrastructure and programming, a critical concern is planning, design and creation that intentionally minimizes the creation of more technical debt.
Technical debt appears, like it or not
Think about the handwringing that decision makers face when they find that a road, bridge, or other infrastructure requires substantial maintenance to continue to allow it to remain in public use. This tends to happen years after repeatedly putting off regular maintenance that used to be performed routinely.
Often times this situation is created because the work was set aside because of a shortfall, and sometimes because the funds were re-directed to another project in the same department. When this happens for a decade (or several), the costs of “catching up” are immense. They’re a form of technical debt – a particularly ugly form that can overwhelm an agency budget. The same can happen to a company that fails to maintain and update their processes, systems, and methods.
While it’s easy to say “Don’t create anything you can’t afford to maintain”, you often have no choice in the matter when “the thing” was created several generations ago (such as public infrastructure), or at a time preceding your arrival at the company with looming technical debt.
So what do you do?
“No one likes change, but everyone likes improvement.”
Deal with “Always done it that way”
Do you still do it “that way” because:
It’s so much cheaper this way?
It’s far more efficient?
You regularly review alternatives and those reviews have (so far) shown that the current process still works best.
As you might expect, the third answer is still a reason why your process hasn’t changed.
Even if your processes are reviewed regularly and are up to par, it’s important that your existing systems, methods are not only solid for existing uses, but ready to meet the challenges of systems and processes now under development – much less those being considered. A review of systems that fails to review readiness for the next three to five years of operation isn’t doing you any favors.
There will be investment to bring existing systems up to the standards needed to work with your next big thing. It’ll be expensive and time-consuming, perhaps seeming insurmountable. That’s no reason to let it sit unaddressed. even more important to minimize creation of new technical debt.
Triage and chip away
People get defensive about technical debt, so you have to be careful how it’s discussed. As with so many things, it isn’t about blame. It’s about improvement. The way it was done “back then” was very likely the best way at the time. Most of us (hopefully almost all of us) are smarter than we were five or ten years ago. When we look back at work we did years ago, does anyone think it’s as good as it should be when viewed through today’s eyes? Rarely. We all make the best decisions we can at that time with the info and resources we have. 20 years later, we may seem much smarter, but we have the benefit of the passage of time.
Prioritize / triage the technical debt in the context of your future. If improved and readied for your projected needs three to five years from now, what existing systems, processes and/or methods will have the greatest impact on the work you’ll do during that period? Chip away at that.
There will be people who need to be convinced. There will be some who see the challenges as insurmountable. There will be some in the middle of the road, waiting to see. Choose a small but important project, involve your influencers, and start getting some small wins. Use them to create momentum. Give your people and the work time to rise to expectations. Photo by ustung
The personal touch your clients appreciated when you were small can get lost in the chaos of growth. It eventually feels like tedious, recurring, mind-numbing work. That’s when someone like me suggests that you automate it.
Just don’t automate the wrong things.
Automation outside of manufacturing environments is mostly about doing tedious things and doing so consistently as the business grows. When you’re small, it’s easy to send a thank you email or a follow up survey.
As your business moves from 100 to 1000 or 10000 clients – things will change. You’ll shift from doing to managing. Your ability to spend time to manually send emails for routine but important follow ups will disappear, but the need to send them will not.
While growing, we want to:
Create a consistently high-quality experience for everyone.
Reduce the amount of tedious, but important work that must be done manually.
Get things done that probably wouldn’t get done otherwise, either because of time constraints, the volume of work, or both.
Follow up is a good example. There are so many opportunities to follow up with our clientele. Many opportunities are lost because following up is time-consuming. When follow up happens consistently, it’s often because it’s automated. As long as your follow up automated emails (or letter, postcards, etc) are written to sound like you talk, it’s OK.
Automating this work doesn’t reduce its importance, it simply makes space in your team’s day to perform other tasks that can’t or shouldn’t be automated.
In 2018, there are still a few things that can’t be automated, at least not very well. More importantly, there are those things that you simply shouldn’t ever automate.
The magic you bring is one of those things.
Magic means many things
There are many things you can automate. What you simply mustn’t automate is the magic you and your people create.
Think back to your favorite speech. It might be from a President, or during an event keynote – like one from Steve Jobs.
We have plenty of easy-to-use technology that can read the text of a Jobs keynote. None of these tools can even begin to sell, influence and convince like Steve did from the stage. Apple could email the text of the speech to their customers and we could read it. While a few might hear it in Steve’s voice thanks to “our mind’s ear”, most of us won’t. It’ll simply be words in an email.
The impact of someone who can speak on stage like Steve is the kind of magic I’m referring to. Magic appears in many forms and it’s management’s job to nurture it.
There are robots that can weld 24×7 with incredible consistency and quality. Even so, there are people who can weld like they’re the combination of Roger Staubach, Tom Brady, and John Elway executing a comeback in the last two minutes of a big game. Robots can’t replace that welder and you wouldn’t want them to. You deploy robots so that your magician has more time where magic is needed.
Great leaders do their magic by calmly & confidently assessing a crisis situation with their team, then leading them to the solution. IBM Watson might be able to analyze 100,000 chess move sequences and probable responses in a few seconds, but it can’t lead a team through a crisis.
You can automate the assessment of thousands of resumes to produce an ideal short list of candidates. What you can’t currently automate is reading and assessing character, motivation, hustle and the like. Your best interviewers can do that. Magic is watching them interview someone as compared to a “typical” interviewer.
You can automate the collection of feedback. Assessing that feedback, discussing it with clients, and prioritizing what to do about it – you dare not automate this work. When clients invest their time in a response to provide you with feedback, how you consume that feedback is critically important. Scanning it for keywords and soliciting additional details is huge.
Leverage your automation against the mundane, tedious and mind-numbing in order to make more time to keep the magic and guard those who create it.
Lose the magic and your company is just another business customers don’t cling to.
Problem solving discussions on news broadcasts, in newspaper op-eds, on social media, and in political speeches have a consistent thread: “We can fix it by changing (one thing).”
Most problems are not particularly simple. Societal and economic problems are incredibly complex, even in a small community. Winning a game of chess against Bobby Fischer or IBM’s Watson might be easier.
As a result, problems usually require a multi-faceted approach. Unfortunately, that often tempts us to eliminate any “one thing” strategy under the presumption that it’s ineffective, naive, or “too simple”.
Problem solving cause & effect
Rotary has for decades funded and built simple hand pump water wells in villages where there’s no dependable, convenient source of clean water. Many other organizations do similar water projects.
Does convenient access to a dependable source of water (ie: eliminating a three hour round trip hike) solve 100% of a third-world village’s problems? No. However, gaining easy access to clean, disease-free water for a village’s people is comparable to the impact of U.S. rural electrification projects of the mid 1900s. Electrification didn’t solve every rural problem, but it had a huge positive impact on rural communities.
Vilfredo Pareto was an Italian engineer, sociologist and economist of the late 1800s and early 1900s. While he “invented” modern microeconomics, many recognize his last name thanks to his “Pareto principle” – what we call “the 80/20 rule”. The principle states that 80% of effects come from 20% of causes.
Is it accurate to six decimal places? Probably not. Does it describe cause & effect in 100% of situations? Probably not. Does it describe a large percentage of cause and effect in business and society? Pretty close, I’d say.
If a single, simple strategy or tactic solves 80% of a problem, I’d call that a pretty good start. You may not have implemented a perfect solution, but you’ve made a boatload of progress.
Managed expectations go a long way when solving problems.
Name the last time you solved a problem with a single solution and that solution performed perfectly 100% of the time, in every possible scenario so far – and can reasonably be expected to continue solving the problem in the foreseeable future.
A simple solution is often dismissed because it doesn’t solve the problem 100% of the time, or in 100% of scenarios where the problem can occur.
The “Do Not Call” system is a good example. Elected officials seem to agree that robocalls, cloaked and spoofed calls need to stop. Yet they’ve done nothing about it and continue to exempt themselves from existing robocall legislation.
While technology, laws, and a few vendors make it very difficult for us to solve 100% of this, you can solve 80% of it by using a Google Phone number when you don’t expect or want that party to call you. This is particularly true when the data is somewhat publicly accessible, such as voter or website domain registrations.
Google Phone will take those calls / texts, letting you avoid numerous unwanted interruptions via your cell.
Refining problem solving
Most solutions won’t resolve 100% of a problem’s scenarios. If they do, they’re often incredibly expensive, difficult to implement, hard to use, or all three. Even so, edge cases still find their way in.
Despite that, 80% isn’t always enough. Instead of looking for perfect solutions, try iteration. If your first simple solution solved 75 to 80% of the situation, look at what’s left.
What additional simple change can you make to fix the majority of the remaining situations? If you have 100 problem situations, your first 80 / 20 solution leaves 20 situations to resolve. Solving 80% of the leftovers leaves only FOUR percent.
Look at that again: Two simple solutions take you from 100% to four percent.
If you need to, refine again. At some point, the ROI of the next solution will tell you it’s time to move on to other problems.
Imagine that a single tweak to your sales process results in closing 80% of the sales you weren’t closing. Or that a single change in your manufacturing process reduces costs, in-use failure, or warranty claims by 80%. Neither are 100% solutions, but I doubt too many would object to that level of improvement.
If your approach to problem solving starts by looking for simple solutions, testing, implementing and iterating, the number of problems you face and the time and expense invested in dealing with them is going to shrink significantly.
What would you do with that newfound time and money?
Back in November 2017, my wife hit a deer at 70 mph on a four-lane road on her way to work in the pre-dawn hours a few days before Thanksgiving. The events that followed provided a number of takeaways for business owners, in addition to pointing out the importance of asking questions while the answers still matter.
tl;dr – If you have an admin with little or no domain knowledge make the initial sale, review what they sold. Call or email to suggest any changes based on your experience, what you know about your customer, or tell them you did so and have no changes to suggest. Speaking of, follow up regularly with customers who have damage claims. Consider what carnage has been introduced into their lives. Don’t make your customers do your job. Even better, have a documented process for your team thats over and above what the national carrier forces upon you. Don’t be an order taker.
Monday 11/20 – National claim office person tells me they expect the car to be totaled. They tell me to run out and collect whatever I need from the car because they are going to tow it to a salvage facility. I make 2 trips out to the car, which is 12 miles down the road. 1 of those trips is my fault, forgot the garage door opener and the plates. Took the plates since we may never see it again. Presumably we’ll be able to use them on the replacement car. Tow truck driver also predicted it would be totaled because five air bags were deployed.
Tuesday 11/21 – Based on what the national claim center told me on Monday 11/20, they are supposed to pick up the car from the tow place today. They didn’t.
Wednesday 11/22 (day before Thanksgiving) – Salvage yard’s tow truck goes to pick up the car, a day late. The tow place that originally picked up the car is closed for Thanksgiving.
Thursday 11/23 – Thanksgiving. Didn’t expect anything to happen today.
Friday 11/24 – Nothing happens. Not really surprising. Tow place is probably still closed.
Monday 11/27 – I call the claims office and find out nothing has happened. Person I spoke to seemed kind of short with me. Maybe they think I’m asking too many questions or being too persistent by expecting them to predict / commit to dates when something will happen. I didn’t get fussy (yet) so maybe she was getting abused by someone else before getting me.
Interestingly, when I call, the system knows I have a claim based on my phone # and asks me to press 1 to confirm that’s the claim I’m calling in about. Despite that, when I am connected to an agent, they ask for my name and claim number. Agent tells me that they haven’t got any scheduled date in the system for review of the car. Then they tell me it was never picked up from the tow place (this was supposed to happen on Tuesday).
I get the idea that this process will never complete without me hounding them every single day. I no longer feel like a client whose car was ripped from my hands. I now feel like a transactional sucker who pays someone to abuse me when and if I need their services.
It has been a week since the accident. Zero contact from the agent.
Takeaway – If you make your customers do your job, they are going to be frustrated, or they are going to expect a great deal. Set expectations up front.
Tuesday 11/28 – I will call and see if the car got towed to the salvage yard today. I will ask if an adjuster is now scheduled to visit the yard and assess the status of the vehicle. Call the agent and ask what the process is supposed to look like. Am I expected to nag the adjusters and the claim office every day or twice a day to get this stuff done in a reasonable timeframe?
Called mid-afternoon. Spoke to a very helpful woman named Tonya. “Tow dispatched but we cant tell if it was moved yet.” Adjuster will “automatically” check the car once it is “checked in” at the salvage yard, but that check-in hadnt happened yet. Otherwise, she didn’t have further info on the schedule.
Wednesday 11/29 – Called about noon. Got Donna (I think – was hard to hear at first). She was very friendly and ended up having to call the salvage yard and other people to find out out what was going on. The car is now at the salvage yard and checked-in, so the adjuster is expected to look it over in the next 2-3 days. Tomorrow is possible, but she couldn’t give me a firm date as the adjusters apparently work their own schedule. Doesn’t sound like they are insurance company employees, but I might be reading too much into her comments about their appointment schedule and work load. It’s possible that adjusters work for an adjuster firm that handles estimates / assessments for multiple insurance companies in rural areas. I don’t know the workload of these folks, but that would seem more efficient than every company having their own and trying to keep them all busy. I’m guessing someone who reads this might have more information about that.
Takeaway – When a situation clearly has the potential to frustrate a customer, a little extra effort on the part of your team goes a long way.
Thursday 11/30 – Received a voice mail about 820am saying that the vehicle is repairable (ie: they will not total it). They asked me to call them back. Called and reached Paige, who explained the situation and the benefits (warranties and such) that selecting a body shop that the insurance company “works with” (ie: trusts, has ongoing experience with, saves them money and probably hassle/paperwork). She emailed me a list. I reviewed the list, posted a few names on Facebook to see if any Missoula-based people had suggestions about the list. Chose one of the shops suggested to me. Called insurance company back, told them which body shop to use.
Later in the day, called back, asked Raul to explain the benefit that you get when using a body shop on insurance company’s preferred list (you can choose anyone, including a vendor not on their list). The deal is that repairs and anything else that comes up related to the wreck are guaranteed by the insurance company for as long as you own the car. NOTE: I haven’t seen the actual terms of this guarantee as yet. Given that we keep cars until they “BluesBrother“, this is a potentially valuable benefit, so we chose a shop on their list.
This is what I mean by “BluesBrother”:
Estimate arrived in my email. Called claim line again, turns out this estimate is actually from the insurance adjuster. $6200. Car is scheduled to be towed to the body shop on Friday.
Takeaway – Give your customers a good reason to make the choices you want them to make.
Friday 12/1 Car being moved from salvage yard to Action Auto Body in Missoula.
Monday 12/4 Called body shop, talked to John, who happened to be the guy finishing up the estimate. Tells me it will take a week to get parts and 2 weeks to do the work. Very nice, detail oriented guy who seemed happy to answer all my questions without sounding the least bit tired or annoyed.
Takeaway – Having technically adept people on the phone who also fully understand how to work with a customer who lost use of a car is a big plus. Being able to do that job and put up with 15 minutes of questions from me without getting frustrated is impressive.
Tuesday 12/12 While I haven’t heard a word from anyone at the insurance company or the body shop since 12/4, today I received an automated survey email from insurance company. The nine page survey asked me to evaluate the claim handling. The survey clearly isn’t designed to be filled out until the claim is completed, yet it allows only 10 days to complete the survey – which will expire at least a week before the body shop expects to have the car back to me. Obviously, the technology generating the surveys has no visibility into the status of the claim in question.
Takeaway – If you care about survey responses, make sure the surveys are sent at the proper time. Automation handles this kind of stuff in it’s sleep – if it’s automated with the right data. “Ask questions while the answers still matter” also means don’t ask too soon.
Thursday 12/15 Received a mailer from insurance company suggesting that I could refinance the Subaru at a lower rate. Only if they’re offering negative interest.
Takeaway – Wording on your direct mail matters as much as it does in tweet or email. The assumptions you make can make your marketing piece all but invisible.
Friday 12/16 Talked to body shop. As of today, all the parts showed up, so they will start work on Monday the 19th. Parts were supposed to take a week, but my guess is that ground shipping has been impacted by Christmas shipping season. It’s clear we wont’t get the car back in 2017.
Tuesday 12/20 30 days since hitting the deer. Zero contact with the agent during that time.
Friday 12/29 Work is underway, had to order another couple of parts for previously unseen damage, and those parts have not arrived yet. Holiday shipping traffic and people on vacation have probably slowed delivery. Body shop estimates the car will be completed sometime the week of the 8th-12th.
Monday 1/8 Checked in with body shop. They asked me to bring in plates so they could drive it. They say the car is pretty much done, looks great. Told me that they were taking the car to Subaru to get it started again and certify sensors and automated driver-assist systems, etc. He cannot start the car, so Subaru apparently has to reset the computer or similar. Once they get it back from Subaru, they will highway test it to make sure all is well, and then we’ll be done with it.
Wednesday 1/10 Checked in with body shop. They reminded me to get plates to them. I have no car since the Mrs is driving mine to work and they are not open outside normal working hours, so I’ll have to drop them off during off-hours.
Saturday 1/13 Dropped the plates by the body shop so they could drive it.
Tuesday 1/16 Spoke with John at the body shop. Subaru has had the car for about 10 days. They were unable to get the car started for days. Apparently, they were unable to convince the computer to allow it to start and no one knew what to do. I’ve seen what happens when this occurs at other dealers – the service manager calls the factory and gets some help. Apparently, they managed to get it running a couple days later because a factory-certified master mechanic happened to be passing through Missoula and helped them figure it out. Makes me wonder if our local dealer has any factory-certified mechanics for 2018 vehicles. John tells me they told him to come pick it up. He did. On the short drive back to his shop, John sees that the dash is lit up like a Christmas tree – every light is on. Clearly, the dealer didn’t finish the job and left the car in a state where it is running, but not ready to return to the customer (ie: me). No idea if driving in this condition would have eventually caused engine damage. Body shop guy turns around, returns the car to them, tells them not to bother giving the car back until it is 100% perfect. I suspect it wasn’t worded that way, but the point was still made.
Takeaway – Notice how the body shop advocated for the customer? Can you imagine the response you’d get if you made a similar demand of your dealer’s service department?
Takeaway – Don’t all dealers have at least one factory-certified master technician? If you have them and you know the other dealers don’t, why isn’t your advertising letting people know this important detail?
Friday 1/19 Spoke with John at the body shop. He tells me that Subaru seems to be making progress. They found a sensor or something that needed to be replaced, so they ordered it for Monday (1/22) delivery.
Saturday 1/20 60 days since hitting the deer. Zero contact with the agent during that time.
Tuesday 1/23 Spoke with John at body shop. Dealer still has not returned the car to them. He didn’t know if they received the part on Monday, or what progress had been made. Said Dar has been working with them and that he would know, but he was gone for the day.
Wednesday 1/24 Called body shop to see if they had any news from Subaru. Dealer is still trying to figure out engine issue.
Friday 1/26 Body shop called. Subaru dealer still lost on what’s going on. Thought it was figured out, they gave him the car on Thursday. Once again, on the drive back to the shop, it started throwing engine failure warnings, so he turned around and took it back.
Monday 1/29 Body shop called, said that Subaru finally reproduced the problem so now they seem to have it narrowed down to a computer error or an oil sensor error. Apparently the problem is intermittent. Every programmer you know will tell you this makes the problem harder to find.
Wednesday 1/31 Called body shop. They explained that after they called Subaru late on 1/29 after we last talked and found that Subaru techs determined that the one of the car’s computers was messed up. They figured this out by swapping a new car’s computer into our car and re-testing, as well as swapping ours to a new car. As your programmer friends will tell you, this is debugging 101. Replace / disable the components that are involved, but do so one at a time. Why it took three weeks to arrive at that point, I have no idea. Interestingly, the dealer does not stock computers for the current model year even though the Outback is the highest selling model in the U.S. as of 2016 with a mere 16.0 days to turn (ie: days on lot before it gets sold ). Perhaps computers don’t fail that often. Dealer apparently isn’t allowed to take the computer from a new car, so they had to order one (delivery time: three to four days). Body shop was hopeful (but not super confident) that he would get it back late Thursday or early Friday so he could get it to us before the end of the day on Friday.
Friday 2/2 Body shop called in the morning to say that he got the car back and that it was OK. They need it for a few more hours to finalize cleanup and then we can have it. I was able to pick up the car about 4:30pm. The total repair bill was just short of $16,000. Later that night, I got a detailed email receipt from the body shop, as well as an automated email from the insurance company that an “updated claim estimate” had been received. The body shop gassed it up before returning it.
Takeaway – Filling the tank was not required and not expensive, but it was a nice gesture when returning someone’s car after over two months. What “not required and not expensive” things can you do to impress your clients?
Saturday 2/3 Received an automated email from the insurance company noting that the claim had been paid. On a Saturday. Despite decades of working on automated systems, I’m shocked this didn’t require management approval, particularly given the amount (almost $16K). It appears from Friday night and Saturday driving that the car is back to pre-deer condition. Body shop’s paint/finish job was very well done.
Takeaway – Systems work. While the efficiency provided by inter-company systems produce a time and cost savings benefit to the insurance company, body shop and dealer, these systems are also a benefit to customers.
Verdict of the experience:
Body shop – Great job, both on the work and as an advocate for me when dealing with the local dealer. Slower than expected, but three holidays and the shipping time for multiple parts orders didn’t help. At times, they seemed surprised that I didn’t go ballistic on them or at least take out my frustration with the situation on them during our calls. I never felt the need to do that because they kept me informed, set expectations, and were clearly playing the role of advocate for me when dealing with the dealer. They didn’t make me do their job.
Local dealer – They had the car for over three weeks. I wonder what would have happened if that factory-certified technician from somewhere else hadn’t been in the area twice while our car was being diagnosed. I got the impression that this guy was the savant who twice rescued the dealer’s service department from throwing up their hands and giving up. Imagine if a random customer had been dealing with the dealer instead of a peer in their industry. The body shop guys tell me that they still believe in the dealer’s service department, so that goes a long way. The dealer should appreciate that they were held to the body shop’s standards.
National claims office – Outside of a slow start with the tow (which added a week) and the adjuster (which added another week) and one episode of snark on the phone, they performed as expected.
Local agent – Was a non-factor in the process. Agent missed a substantial opportunity to create a relationship and show how they care for clients.
What’s missing from this timeline?
A personal contact from the agent.
The lady who cuts my hair knows more about our experience with the deer hit and the subsequent repair adventures than my (former) insurance agent. If this seems normal, you have the wrong agent or you are the wrong agent.
In the nine weeks between hitting the deer and getting our car back, our only contact with the agent’s office has been my call to their office where I talked to his admin on the morning of the deer hit. She was pleasant, asked if everyone was ok, took a little bit of info, then transferred me to the national claim office. That part was expected as the priority at the time is to get started on repairing the car once we’re clear that there were no injuries.
A week after getting our car back, it was clear our agent wasn’t going to reach out. I called them to move our coverage to the CFalls agent we previously worked with for almost 15 years (call it a corrected oversight). The old agent’s admin was pleasant and said she would take care of it, noting that she would contact me if they needed more info. She didn’t ask about my wife or the car, which tells me that their customer contact software doesn’t give them any sort of recent history to help “make conversation” & check in on a customer’s satisfaction level during customer calls.
The next day, the agent called me for what I believe is the first time in three and a half years.
He was calling to tell me that he had released our policies to CFalls & to ask if we were moving because of something they’d done. It was too late to ask. They might be able to fix it for someone else, but for anyone wearing the customer hat, it doesn’t matter. Some might share, but most are going to say whatever gets the guy off the phone – and that’s exactly what I did. I was busy with work at the time and didn’t have time to get into what would probably become an hour-long discussion. Interestingly, the agent said he asks the same question of customers transferring business to his office – ie: what made you leave the other agent? What about the gap between getting and losing a customer?
It’s critical to ask good questions, but be sure to ask them while the answers still matter.
Fill gaps of inattention
So let’s get back to the real reason I bothered to share all of this with you: To help you understand how you might be leaving gaps of inattention in your relationship with your customers.
After my wife hit a deer at 70 MPH on a pitch dark morning just before 6:00 am, no one called during that nine week period to ask if:
… the driver is still doing OK (injuries and issues often show up days/weeks later)
… we’ve gotten the car back or to ask if we know why it’s taking so long (we have and I do).
… if we’re satisfied with the repairs (we are).
… if we want to make any coverage changes (we do).
This is below my expectations.
Some agents might say they “aren’t allowed” to make that sort of contact with customers. Don’t confuse being a real person who cares about their clients with being an order taker.
If your parent company doesn’t allow you to have personal, caring contact with your clients, find another company to represent. If anything, that sort of rule may indicate how that company will treat you someday.
Some insurance agents reading this might be thinking “we’re not told to do that“. Bear in mind that there are many things you should do to keep and care for a client that no one tells you to do.
Don’t be an order taker.
An order taker says “Do you want fries with that?”, yet an order taker can show some humanity and assess the purchaser on their feet and comment/question accordingly when appropriate.
An order taker can be replaced at will. I can switch to another agent for the same company without a second thought. I can switch to another insurance company without much thought, if all I want to do is compare dollars and cents.
On the other hand, if a client is madly in love (maybe that’s a stretch) with the care and attention provided by their insurance agent and their team, you’ll have to pry them away in most cases.
Which agency do you want to own? Which agency do you want to use? The order taker or the caring, attentive team?
A friend who owns a manufacturing business recently decided to hire a remote software developer – his first remote employee. He asked if I had some advice for managing remote employees as he knows I’ve done so. In fact, I’ve managed remote team members in some way, shape or form since 1998. While the folks I work (and worked) with have been a mix of folks close to home and scattered around the globe, he’s starting with a remote developer here in the U.S.
Why remote employees?
Hiring a remote employee might seem like the craziest idea ever. Even so, remote work has been growing steadily since the late ’90s for several reasons: People have roots. Their families have jobs, friends, schools & communities they love, outdoor recreation your community can’t compete with (and vice versa), etc.
In the ’60s-’80s, when a company transferred or hired an employee who lived somewhere else, they generally paid movers to pack and move that employee’s possessions. In some cases, they would buy the employee’s old house if it didn’t sell within a reasonable amount of time. Serious investment. Remote work during those decades was difficult, but it still happened. Companies like IBM (“I’ve Been Moved”), Kodak, Xerox and others had field sales / service reps all over the country – and not always based out of a local company-owned office.
Today, such transfers are far less common. Companies lower their standards, extend their search effort, hire remote people or find another solution.
If an ideally trained, experienced candidate with domain-specific knowledge for your opening lives somewhere else, and cannot (or doesn’t want to) move to your town, do you:
Do without and settle for someone who isn’t ideal.
Keep looking and wait until the right (or close enough) local appears.
Hire no one and leave the opening unfilled.
Hire a local and invest in the proper training.
Ask a candidate to move to your town (think about how you might feel about that if the situation were reversed)
Questions to ask new remote employees
“Have you worked remotely before?” should have been discussed during the interview. After the hire is not the time to start this conversation. The first time an employee transitions from in-office work to remote work is a substantial shift – more so than you hiring your first remote team member.
“What’s your schedule?” and “What times do you regularly need to be away?” aren’t probing personal questions. They let both sides discuss expectations and avoid surprises.
For example, I take kids to the bus stop a little after 8:00 am. I pick them up a little after 3:00 pm and a little before 4:00pm. As you might expect, there’s a few minutes of “cat herding” that takes place before the morning bus stop and after the two afternoon bus stops. While no one depends on me to be in a certain place with immediate availability at any specific moment of the day, it’s important to communicate the team’s schedule on both ends.
Likewise, it’s on me to make sure someone understands my schedule when we’re trying to arrange a meeting time. If I am trying to finish up before the bus stop or am rushed to get to a meeting just after a bus stop time, meeting prep (or the meeting itself) isn’t as productive or focused. That isn’t fair to clients or your remote employer. It’s as important to discuss the times where all hands are expected to be available for scrums, meetings, standups, etc.
Lunch is a good example of scheduling, even though you might not give it much thought. Some people eat lunch at their desk. Some like to get out of the house and meet a friend. Some mix it up a bit, often because working at home by yourself can be lonely. Some people need regular interaction, and text chat (like Skype, HipChat, or Slack) doesn’t feed that need. None of these things are wrong, but when your phone rings and you don’t answer, or you answer and a noisy restaurant is what your employer hears – they’ll wonder. It’s natural. You don’t want to make them wonder. You want them to know what to expect.
It’s OK to say “On Thursdays, I meet a few friends for lunch, so I’m not around from 11:30 to 1, and I start early or finish late those days“, as long as you’ve worked that out with people who need to reach you. This isn’t about someone expecting to know your butt is in your seat every minute of the day. It’s about being considerate of both parties. It’s about trust.
“Tell me about your workspace” – also isn’t a probing personal question. An employer or client has an expectation that you aren’t trying to work in a room full of toddlers, barking dogs, or gaming teenagers. Speaking of, summer plans are important. If you have young school-age kids, how will they be cared for while you’re working? Will they be in a different space than you? If the kids are older, it generally isn’t a problem, while two to seven year olds don’t generally manage their day on their own.
If this isn’t the new employee’s first remote rodeo, it’s a good idea to ask them what worked and what didn’t work in previous remote gigs. Take advantage of their experience and perspective – it will almost certainly add nuance to my comments. This gives you the chance to learn from another owner / manager’s efforts at no charge, and it will help you understand the persona, priorities and needs of your new remote worker.
Work out a protocol for communication during travel, weekends, evenings and during emergencies. This is really no different for a local employee than it is for a remote one, other than the fact that a manager can’t easily show up at the front door of a remote employee. If you’ve ever done that for business purposes, your communication plans probably need work. Showing up to pay your respects or attend a BBQ isn’t “business purposes”.
An emergency might be that your biggest client is having a meltdown or that there’s an angry boyfriend at the office. Either way, establish a protocol for getting the word out, conveying its severity, & indicating what action (if any) is necessary.
Keep in mind that every family (thus, every team member) may have different needs. Babies, shift work & roommates impact phone/ringer use.
Mentoring & the “first friend” – No matter how many years of experience they have, they’re new to you. New people need mentoring. Even if they don’t need it with the work you hired them to do, there are plenty of reasons why their “first friend” at work will prove beneficial.
Do you hire someone to stay in the same position “forever”, or do you want them to grow into a position they aren’t yet ready for? Even if you don’t expect a new hire would be ready to run your shop in five years, they’ll almost never get ready without training, mentorship and interim experience to prepare them for that role.
Qualified people still need mentors. They also need to be mentors. Maybe not today, maybe not tomorrow, but sooner than later – and with intention.
Connection – Remote employees need connection to the nest. Bring them on-site early and often. It’s particularly important to make this happen early on. Everyone at the home office needs connection with those remote employees. They need to be able to trust their word, trust their work and think of them as they do any other member of the team. This isn’t just about the line employee. It’s about the managers as well. When the remote employee becomes a black box in a room in another town that no one can see, the unseen person and their work are easy to devalue. This could happen even if their work happens to be strategic. The reverse is also true. They need the opportunity to understand the value of their peers work as well their colleagues do.
Team meals – For a business with on-site employees, team meals (on campus or not) are a commonly-used way to build team harmony and nurture relationships between team members. This may not be easy particularly effective with remote employees, so be sure to have these meals when remote employees are on site.
Video meetings (IE: conference calls with webcam) – Some people really dislike the addition of video to a call. People are fussy about their hair or generally how they look, don’t want to be seen eating during a call, are sensitive to what’s visible in their work space (like that monstrous Siamese cat laying next to the keyboard), and/or the idea of others seeing them appear to be disinterested because they’re multi-tasking during a meeting.
Ease into this. Start with short, less critical meetings to raise the comfort level. You’ll probably need to set the example for a while so people get comfortable with it. It’ll make everyone more aware of the ambient noise and distractions in their (and others’) workspace. In a face-to-face meeting, most people can manage their facial responses to a speaker’s comments. Experienced conference callers have learned to mute early and often, but may not be practiced at managing expressions when video is introduced.
The lesson: Don’t make a big deal out of the expressions you see on video. Use them as a signal to ask for group feedback. It’s natural for facial expressions to change when we hear something we have questions about, don’t like, don’t agree with, or don’t understand. I prefer the Zoom (all faces on screen) way of doing this, mostly because it seems to train everyone that their expressions change while listening to people talk. Most of us don’t want to embarrass a co-worker, much less ourselves. Use it as an advantage and an opportunity to improve, not as a way to create drama.
Does this differ for workers outside the US?
The differences between inside-the-US & outside-the-US team members include (in decreasing order of owner/manager/employee pain & suffering): Culture and values, enterprise experience, time zones, environment, infrastructure, payment & language.
Culture & values – Not everyone thinks like a U.S.-based employee/owner. Start by remembering that and keep remembering it. You’re used to what you’re used to. Others are just as used to their experience and how their work habits were formed.
Remember when asking for help was considered by some to be a sign of weakness? It remains that way among some groups because the pace of change differs among groups, and likewise among cultures. Every country’s culture has its range of work habits, inclination to ask for help, communication styles, etc. If you find yourself frustrated, ask questions that allow new people to unwrap what happened. Cultural learning is difficult to change. Differences in cultural norms should be expected. Both parties need to take steps to help everyone understand one another.
Company cultures and values work the same way. There are things that your company does your way – your culture and values. You should expect employees to take those seriously, regardless of their upbringing, culture, etc. Sometimes this takes training, mentors, etc. Someone who has never experienced a culture like yours will need help (and time) to them learn your culture and values. You may hire someone who is used to being browbeaten over deadlines, or they may have never worked under a deadline. No matter what their experience has been in the past, your experience is probably different. It will take time for your culture and values to become their new normal. Trust takes time and it goes both ways.
Enterprise experience – Enterprise experience is about more than buildings full of servers or time working at large multi-national companies. It’s about having a mindset that goes beyond the current project. It’s about having the ability to look around corners (and knowing that’s important), seeing the big picture, understanding inter-departmental needs, and communicating effectively with others whether they’re C-level execs, your team’s family members, prospects on the trade show floor, or high school kids on a field trip. Enterprise experience can mean more than that, but it starts with mindset, the big picture, and communication.
Time zones – Time zones can be a blessing and a curse. When your team member is seven to ten time zones east of you, you might start your day at 3:00 pm or later in their day. Good, because you have a bunch of work to review. Bad, because you only have an hour or two before the end of their day. Some folks work their normal hours (ie: 8:00am to 5:00pm in their time zone), some work normal hours in yours. You have to figure out what works best for you and for your team member. One thing about having them work your hours is that it may tempt them to take a job in their time zone, then work your job once the other job’s time is done. You need to ask that question. You don’t want your work to be their second job – which could affect your pay scale for them.
Environment -Not everyone lives in a pleasant, treed cul-de-sac in a neighborhood with people they’ve known for a decade, or on five quiet acres on the edge of town. I have had remote team members tell me that their apartment building was hit by gunfire – and they kept working. Culture & experience train you to know when it’s time to take cover, leave, etc.
Infrastructure – People in some countries lose power far more often than U.S. folks are accustomed to. This is not something your remote worker can control, other than by moving to another country. The good news is that a laptop combined with a UPS can easily fuel a full day’s work.
Payment – Five years ago, this was much harder. Paypal, TransferWise, Upwork simplified the process & traditional methods are still available. Some countries are still a bit of a challenge but for the most part, this barrier has all but evaporated.
Language – Most business people I encounter from outside the U.S. speak English fairly well. This has been my experience with both solo consultants and employees of large companies outside the U.S.
One more thing about remote folks. Visit them a couple times a year, if you can. It won’t be cheap. It probably won’t be easy and it will occasionally frustrate – but most of the negatives come from getting there, not from being there. When you visit them, you learn far more about them, their motivations and how they work than you’d ever learn in a video meeting or a phone call.
When I asked “What would they do to put you out of business?“, you probably wondered who “they” are. “They” might be someone whose expertise in another market tells them yours is ripe for the taking. “They” might be a competitor you already have, or someone new to the market who doesn’t know any better. Remember when you didn’t know any better? You’re still here.
Who they are really doesn’t matter. What they do & why… that’s what matters. How would they price, market, sell, deliver, service, & communicate?
You might expect that they’d come in with lower pricing. While it depends a good deal on your market, I wouldn’t be surprised to find them going higher and establishing a market segment above yours, leaving you with what remains.
“The bitterness of poor quality remains long after the sweetness of low price is forgotten.” – Ben Franklin
Companies with plenty of margin can afford to spend more on marketing, delivery and service. If you were starting over today, would you price the same way, or differently? Why? Why not?
Ultimately, marketing is about exchanging cash for a (hopefully predictable and consistent) number of leads who turn into customers. If your marketing efforts spend $27.50 to get a lead, would you rather your leads turn into customers who spend $2750 or $27500 over their lifetime as your customer?
Thinking back to what you do now, can you make that choice? Can a new entrant to your market? (and if so, again… can you make that choice?)
Looking at it a different way…. If your new competitor can afford to pay two or three or ten times what you can afford for leads, who will likely end up with more leads and more ability to choose select the best leads?
If you were starting over, how would you market differently? Would you choose a different customer to focus on?
Thinking about how you and your market peers sell now, how would an upstart in your market do it differently… and better? What steps would they add, subtract, or embellish? Would they listen more and talk less? Would they speak of the needs, wants, concerns and worries of their prospects? Would they parrot features and speak in bullet points, while lamenting about the need to meet their quota?
If you were starting over, would you sell differently? How so? If not, why not?
Do you deliver and/or deploy for your customers today? What would a noob to your market do? Would they prepare differently? Tool up differently? Deploy differently? Train the customer’s team differently, more, or less? Would they follow up more or differently than they do now after delivery and deployment is complete? What would someone do differently than you if they come from a high attention to details market?
If you were starting over, how would delivery and deployment look?
Almost everyone brags about their service. It’s rarely as good, unique or unusual as they think. People talk about under-commit and over-deliver, but finding it in the wild is rare. Your service rarely feels like you’d want it to feel if you were in that client’s situation.
If you were starting over, how would your client’s service experience look and feel?
Through every step of sales, marketing, delivery and service, there are opportunities to set expectations and over-communicate. There are opportunities every day to take away the doubt, lack of clarity, wonder about what’s going to happen next. There are opportunities to pick up the phone instead of sending an email, or to drop by instead of picking up the phone.
If you were starting over, how would you communicate?
What would “they” do?
They’d do what you refuse to do. What you’re afraid to do or haven’t thought of. They’ll do what you don’t feel like doing or don’t think is necessary. They’d do what turns customers into clients who wouldn’t dream of going anywhere else.
More than likely, you know what these things are. Knowing isn’t enough. Answers are easy to come by. Execution of it is another thing entirely.
Will you wait until the new kid on the block forces you to mimic their behavior, or will your behavior set the bar so high that no one will dare enter your market? All those things you’d do if you were starting over can be started when you decide to do them.
If you register a new website address these days, you’ll receive plenty of unsolicited email & cold calls from people dying to create your website. While I appreciate the hustle, these messages & calls are the same for everyone (register two domains if you need proof). Is lazy hustle possible? If so, this is it.
What’s missing is a lack of effort to find the information that could get you the business. These are the things they either don’t know how to do, or won’t do. Standing on a street corner screaming “I’d like to build your website” is nothing but noise and is ineffective at best. Face-to-face, email, LinkedIn, & phone calls all exhibit this problem when lazy seeps in.
Objections. Always objections
Many of these emails come from firms in countries with an economy that allows them to offer aggressive pricing that’s far less than local firms charge. When their email arrives, your initial objection might be “I don’t want to work with firms from (wherever)“. Your objection might be tempered when see the super-cheap price.
Most out-of-town firms have the expertise to do the work at that tempting price but their emails/calls (even the US-based ones) never address the real problem: How many people have outsourced a project as important as a website to a firm from out of town, much less from another country? Few.
Most small business owners haven’t experienced the joy of managing an outsourced project of *any* kind, much less a website project. We’re not talking about buying parts from a vendor a few states away. We’re talking about custom work that takes weeks/months.
Now you’ve gone from “I don’t want to work with someone from (wherever)” to “I’m not sure how to manage a website development project with so-and-so down the street even though she’ll visit my office. How much harder this will be with someone two states away, much less with someone in another country?”
Set the right context
Whether you’re in Pune or Columbia Falls, you have the same problem: Getting over the prospect’s natural desire to avoid working with someone from out of town.
Their out-of-town vendor fears are the same ones they’ll have with someone in town, with some extra concerns sprinkled on top.
For in-town folks wondering why I’m discussing how to make it easier for your out-of-town competition, bear in mind that YOU are the out-of-town competition for every vendor who doesn’t live where you do. In some places, you’re the company from out of town despite being only six miles away.
Of all the “Hey, we can do your website” emails I received in the last year, NOT ONE positioned the conversation in a way other than “we do this, we’re cheap, etc”.
Improving your chances
Someone in Pune might send 30,000 emails daily. They can afford to play a numbers game. You might be reaching out to anyone who registers a domain in your five county corner of the state, or those who leased business space in your county. You can’t afford to waste leads.
In addition to changing the context of how you start the conversation, give yourself a second chance. Remember that the moment someone registers a domain, leases business property, or does what makes you aware of their possible need is not necessarily the moment they need you.
Rather than contacting them to suggest that you are alive, available & cheap, try a different approach. Reach out, make it clear you’re aware of their possible need & offer a legitimate resource to help them in the early going.
Follow up 30 days later, but not simply to repeat that you’re cheap & available. You might even have three buttons in your email: “Check back in 30 days, not ready yet”, “Doing it ourselves”, “Already have a vendor”.
Clicks on those buttons provide info so you can respond intelligently. Maybe in 30 days you ask the “not ready” folks “Figured out a timeline yet?”. For those indicating “DIY” or “have a vendor”, you might wait 60-90 days to ask “Is your project going as planned?”
I’m OK with repercussions, lazy, etc.
Send out half of the emails exactly as you do now. Send the others with a context change. See which works best.
It’s the time of year when many people are trying to figure out how to make the new year better than the last one. “Better” means many things to many people, so just focus on what it means to you. If you aren’t sure, that’s a good place to start: Decide how you’d like to improve the new year as compared to last year.
If you’re looking for an idea to get the process started, start with focus, triage, and simplify.
Have you ever used noise-eliminating headphones on a flight?
If not, ask someone who uses them what’s different about flying while wearing them. More than likely, they will tell you that they arrive less tired or less mentally worn out than they used to. That low, almost inaudible engine thrum wears you down, but you don’t realize it’s happening until you eliminate it.
Having too much going on & too little focus has the same impact.
Solo business owners wear all the hats. We know we have to do everything, but we can’t focus on anything long enough to do it really well. You feel like you’re running around the room to catch the next spinning plate that lost its momentum and is about to fall off the stick.
I describe this as “doing 100 jobs poorly” because that’s how it feels when you’re doing too much, trying to fit everything in, de-prioritizing nothing. Result: You’re giving nothing what it deserves.
In order to focus on something, a decision must be made: What will you stop focusing on?
Sometimes figuring out what to discard or delay is harder than actually focusing, because we think we want it all. Once we get it (or think we do), then we wonder what in the world we were thinking when we decided that we wanted it all.
Making the decision to do away with (or delegate) a task requires triage.
Before we can focus on something, we need to put the “sorting hat” on and determine what our attention will be zeroed in on. Allowing ourselves the freedom to not do something requires that we deal with that item, or it will feel like that thrum that wears us out.
Two weeks ago, we talked about eliminate, delegate, automate. You should already have a list from that exercise, but if you don’t – this is a good time to handle that.
I’ll ask the question again: What can you teach an employee to do in 30 minutes or less today?
If you don’t have any employees and you’d like to keep it that way, consider a virtual assistant (VA). They don’t have to be in a third world country. There are people in your town who do this work. Look on Craigslist and NextDoor. Ask your friends. Put the word out at Rotary, Kiwanis, Elks, and the Chamber, etc. Ask your customers who own a business.
*Someone* will know of one, or will be one.
You can find them online, but I suggest starting local. Solo business people seem to latch onto the benefits of VAs. Before long, a VA could be running errands for you that used to syphon the life out of your day. It’s more than just getting time back. It’s getting the mental load off your shoulders and giving you the headroom to focus on what’s left and do it better. Remember “better”? We started this conversation with that in mind.
Don’t worry about finding the perfect VA the first time. Budget two or three hours a week with them. Let them build your trust in their ability to make things happen.
Making a complex thing simple is hard. Sometimes simplifying a task is as simple as documenting it. Once a task is documented, others can often handle it for you.
There are things on your list that only you can do (at least for now). That’s why we’re eliminating other tasks.
Simplification and focus is also about reducing interruptions. How many times a day does your phone ding at you with an inane notification from Facebook (etc)? Are any of those notifications and the interruptions they create more important than your biggest challenge this week?
Disable the notifications from your “noisiest” app for a week and see how it changes your work day.
For many businesses, the best month or two of the year ended late last week. For others, it starts next week. Your “big month or so” might be some other time. The real question is, will you sell, or will you only take orders?
This year, many businesses and their teams chose to take orders. You probably experienced this personally at least once this year. Anyone can take orders. Maybe they’ll need a form, a point of sale system or a yellow pad combined with some guidance from the customer, but ANYONE can take orders.
Does “anyone” work for you? Or does your sales team have industry expertise? My guess is that the latter is true.
The last time I was in what should have been a consultative sale, rather than speaking to someone with industry expertise, I was given to an administrative assistant who appeared to have little domain knowledge. The admin was following a computer form to sell me what I appeared to need. I’m OK with that when there’s no choice or when the sale is doesn’t involve financial risk, safety, or similarly serious matters.
Even when those things are involved, it’s OK to start the process with an admin and a computer screen when there’s follow up by someone with industry expertise. Unfortunately, there was no follow up by anyone in their office to be sure that I got not only what I wanted – but also what I needed.
Customers buy stuff.
When financial risk or safety is involved, someone has to be there to consider what carnage might be introduced into your clients’ lives. Don’t make your clients do your job. I would be far less concerned about the admin-driven sales process if follow up occurred. In this case, the downside risk is awful, annoying, inconvenient and time-consuming. They know this.
Despite this, I wasn’t asked about a four dollar a month option that would manage much of that risk. This is why follow up occurs. While it will almost certainly increase your upside, it will also show your clientele that you’re taking care of them.
You can show the team what taking orders feels like, then show them what selling feels like. Ever talked with a bad (or perhaps poorly trained) life insurance salesperson? Ever talked with a good one? The difference is amazing.
If there’s any sort of consultative selling process in your line of work, the difference probably feels amazing to your customers. It doesn’t matter what business you’re in.
For example, go to WallyWorld to consider buying a power tool. Got questions? What will happen? Now go to Ace or the Depot on a Saturday mid-morning. I suspect you’ll find the experience differs.
Customers often buy solely based on price. Clients tend to buy based on the expertise of those caring for them. Sure, they might run to WallyWorld for a commodity, but when domain knowledge is essential – they’ll come to the expert.
Clients are taken care of.
Review their work
If you do have an admin or inexperienced salesperson take care of the initial sale, review what they sold to your client.
Not simply now and then. Review EVERY sale.
If you have to contact the client to fix or complete the sale, be sure to include the person who made the initial sale. Call or email. Ask questions. Make sure they got what they wanted. Ask questions to make sure they got what they needed. Do you need to suggest any changes based on your experience, or what you know about me? Do you have questions that aren’t part of the form the admin uses? Perhaps that form is issues by your national provider and you need to apply some local knowledge to properly configure a purchase.
If the admin or inexperienced person did everything right – tell the client and tell whoever made the sale. Both need confidence in your team members with less experience.
If it didn’t go well, it identifies an opportunity to review your process and improve the sales materials your team uses, even if that means yours are over and above what the national dealer provides for you (or perhaps forces on you).
This coming year, decide to sell. Anyone can take orders. Remember: Customers buy stuff. Clients are taken care of. There’s a big difference.
It’s that time of year: Time to assess the year as a whole, work-wise, and figure out how to go forward with what you learned. Yes… it’s time to finish next year’s planning. Yes, finish it. If you haven’t started, carve out some time over the next two weeks. I know, the holidays are here and your schedule is crazy.
Keep in mind that no one wants a meeting with you at 5:00am, so you have that time to yourself. Get up 2 hours early for a week or so. Use the solitude to complete your 2018 planning, getting yourself and your company ready for forward progress.
What didn’t go well this year?
Let’s get start by getting the ugly part out of the way. What didn’t work this year? What was unsuccessful? What didn’t live up to your expectations? What was a total failure?
Of those, which can be eliminated in the upcoming year?
For the things that didn’t go well, assess what happened. Was there a lack of planning? Did the financials work differently than expected? Did a project need more time, money and/or people than was allocated? Did the people involved need additional training or tools? Did you need different people involved?
Make a list.
What went well this year?
What went well this year? What things went so well that if they went the same way next year, you’d be pleased with the outcome? What has to happen to make things go that well for another year? Is there anything about these aspects of the business that can be improved? Is there anything you can learn from the year’s successes that you can use to improve the things that failed or disappointed this year?
Add whatever came of this process to your todo list.
What’s misunderstood about your products & services?
Failures often start as misunderstandings. With client-facing projects, it’s critical to watch what happened rather than assume why something failed.
Do you have a product that generates lots of returns that aren’t based on material or fit-&-finish complaints? If so, watch your customers try to use these things. This can be uncomfortable, but it’s hugely valuable. People will struggle, or make different assumptions than you would. You’ll see where they are frustrated & wonder how they got to that point.
Observation will usually provide the insight needed to fix the problem. With any product or service experiencing substantial returns (or churn), dig a little deeper into why people return them. There’s always something customers aren’t telling you. They bought a product, so they care about what it does. They haven’t told you the important thing because they haven’t been asked the right question.
Got a few more things on the list? Keep going.
Little hinges swing big doors
With that list of new tasks, you might feel a bit overwhelmed. It might look insurmountable, but it’ll be fine if you break it down into achievable chunks. It’s easy to look at the list you’ve made and freak out a little.
Take a deep breath.
There are probably things you do now that someone else could do, or that could be automated, or that when you really think about it… don’t need to be done at all or as often.
For the next four days, set aside 30 minutes per day:
Day One: Review your daily / weekly todo list for recurring items. Eliminate one that really doesn’t have to be done, or that doesn’t have to be done every week.
Day Two: Identify one daily or weekly task that can be automated and get the automation process going. It doesn’t matter how. Use IFTTT, ask a programmer, ask someone else to help you automate it, etc. Don’t let the how get you stuck. Ask for help.
Day Three: Delegate one daily or weekly task. “I don’t have time to train someone” & “It’s too easy for me to do this” are common refrains. Do it anyway. Invest 30 minutes to teach someone how to do something so you’ll never have to do it again. You’ll improve both your job & theirs.
Day Four: Review what’s left. Try to consolidate any of the tasks that remain.
A week later: Now that you’ve seen the impact, can anything else be delegated, automated or eliminated? Open time in your day for higher value tasks that only you can do.