Category: leadership

Everywhere

FabrizioLeave a comment

The voice of your customers – what they feel, what they want, what they say, how they speak about their problems, your product and your competitors, what they think – is everywhere.

It’s in the messages they send to your sales and support.

It’s in the reviews they leave online.

It’s in the forums and discussion boards.

It’s in the noise at trade fairs and conferences.

It’s in the interviews transcript for the next case study.

It’s in the blog and social media posts they write.

It’s in the way they use the material you provide them.

It’s in the results to the survey you are running on your website.

It’s in the questions they ask the first time they meet you.

It’s in their choices after you’ve sent them the final proposal.

Of course, to make all of this relevant, you have to first shut up. Then listen. And finally act on what you have learned.

Working on the voice of customer is an expression of servant leadership. That’s probably the reason why so few succeed with it.

A step back

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The fact you do not have all the necessary skills to do something you have been chosen to do can be a reason why, for a certain period, you cannot perform at your best.

But you have to make sure it does not turn into an excuse.

Being chosen is a responsibility, and you have to own it. It’s ok to leap towards something you are not perfectly confident about, that’s actually the very same idea behind leaping. Then, you have to consciously make the effort to fill the gap. So that, when you look back, the leap does not look as scary as it once did.

If for a long time you find yourself in a position for which you cannot fulfill all the duties, that makes you feel uncomfortable, for which others are demanding things you are not equipped to deliver, it is ok to take a step back.

Even if the one who chose you did not notice.

Especially if the one who chose you did not notice.

Replacing the fences

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You are given a straightforward task: replacing the fences that surround the garden of four houses (A, B, C and D).

Some people would have a plan, a modus operandi, something they have refined with years of experience. And let’s say that their plan is to replace the fences of house A, then the fences of house B, then the fences of house C, and finally the fences of house D. The problem they are solving is replacing the fences.

Some people would go around the houses first, and take note of the fences that are in worst conditions. They would make some sort of list, and they would then perhaps start by replacing the fences in house B, then the fences in house D, then the fences in house C, and eventually the fences in house A. The problem they are solving is making sure that the fences do not fall, and perhaps even cause some damage to the gardens or to the people who live there.

Some people would go around the houses, take note of the fences that are at risk of falling off, provide a temporary fix to safeguard gardens and people (for example, to house B and house D), and then go about replacing the fences with the plan they have put to test in their multiple years in the field (A, then B, then C, then D). The problem they are solving is making sure the fences do not fall and cause harm, while at the same time being efficient in completing the task.

The problem you are out to solve is rarely as simple as you believe.

And by the way, which one of the above is your company?

Product vs Marketing

FabrizioLeave a comment

Is product more important than marketing, or is it the other way around? Should a start-up invest early in building an audience, or should all the resources go into crafting something that people will love? Will the product manager lead future development, or will it be the marketing manager?

These questions are a distraction, they put departments and professionals one against the other. And at the end of the day, it does not matter.

A better one would be: “who has the capacity to distance themselves enough from what we do to understand the needs of our audience?”. An even better one could be: “who can tell us where to go with no regard for where we’ve been?”.

A degree of neutrality is necessary, and sometimes it will come from product, sometimes it will come from marketing.

It’s the people, not the roles, that will make a difference.

Waiting for others

FabrizioLeave a comment

How much of your work is waiting for others to do something?

Work is global, interconnected, relational, shared. It’s true today and it will be even more true in the future.

Yet waiting never corresponds to adding value. So, if a good part of your work depends on others doing something, you have a huge problem that you need to address.

On the other hand, many use others as an excuse when they fail to deliver, when they are unsure on what to do, when they fear their work might be wrong, when they have something more important to take care of. This also needs to be addressed, but it’s easier (not simpler though).