From Frustrating to Fantastic – How Do We Get Organisations to Meet Our Needs?

Image by Gerd Altmann from Pixabay

There is a Scots expression about making a “helluva caffudle” which translates as “a lot of confusion” that sprung to mind this week when dealing with the corporate office of the online grocery supplier I’d used for many years.

The conflicting replies I received were indeed confusing, on one hand sympathetic and responsive, on the other contradictory, uncaring and disingenuous, which pointed to a culture that isn’t exactly customer driven, the experience depending entirely on the individual who I happened to be interfacing with.

Not much different to most places right?

To be fair, it’s one of the key reasons I exited the corporate world. It gave me a bit of a litmus test of where the customer experience has evolved to (or not) since I last worked in that field. And I realised that, after all my study and experience of human potential, psychology and dysfunction, if I were to liken most organisations to a personality, it would be a narcissistic one.

To explain what I mean by this, I’ll quote from a few sources to explain what lies at the heart of most dysfunction among humans, and thus at the heart of most organisations of humans – lack of attunement.

Dr Dan Siegel says “Attunement is the process by which we form relationships”. When we attune with others we allow our own internal state to shift to come to resonate with the world of another.”

One of my all-time favourite articles happens to be on this topic, and the crux of the issue is summed up exquisitely by Teal Swan:

“Ask yourself the following questions...Do I feel like my parents understood me when I was little, or even tried to understand me? Did they see into me and feel into me and have empathy for me and adjust their behaviour accordingly or not? Did they acknowledge how I felt or did they invalidate it, telling me I shouldn’t feel that way? How did my parents treat me when I was cranky, frightened or upset?”

When our parents were not attuned to us, we went one of two ways to cope with the terror of the experience. We either learned that our survival depended on:

1. disconnecting from them and retreating into a narcissistic bubble, where all that was real and all that mattered was our individual experience (otherwise defined by Daniel Shaw in his book Traumatic Narcissism as “The child who externalises their experience, projecting onto others the shame, guilt, humiliation and fear they experienced and cannot tolerate themselves”). Or
2. being hyper attuned to the people in our lives so that we could perceive them, anticipate their behaviour and make adjustments to our behaviour accordingly in order to avoid harm (otherwise defined by Daniel Shaw as the child who internalises their experience and persecutes themselves).”

She goes on to explain that neither state is healthy. “It is not a fulfilling life to spend all your energy obsessively trying to keep yourself safe by attuning to other people at the expense of tuning out to yourself.

But the destruction on this planet owes itself to those people who have learned to cope by retreating into the egocentric bubble...You cannot attune to someone and say the wrong thing to them. You cannot attune to someone and stay in denial about his or her reality.”

So let me tell you the story about strawberry jam, and you can judge for yourself how much a lack of attunement contributed to my online grocery company losing around $25,000 per annum of our business...

I’d been having trouble with my online grocery shop for the last year and things seemed to be getting worse, with more and more items appearing to be in stock at the order stage and then not getting delivered because they were out of stock on a regular basis. This was resulting in regular trips to other stores to get what was needed, far from ideal.

While it is plausible that, between me ordering, and the store picking my order from the shelves, other customers may have come off the street and purchased those items each week, it seemed to me that it was happening with such regularity that something wasn’t right. Somehow, behind the scenes, the demand didn’t seem to be informing the supply.

Calls to Customer Service, and discussions with people at the store directly, resulted in no change. So I did what I’ve learned is most effective when I want to get to the bottom of root cause issues, and I contacted the Managing Director. This is usually an excellent entry point to find the person in the organisation who can investigate and help fix the cause of chronic issues.

All I really wanted to know was whether the company had some management, process or systems issues it could easily fix, or whether this was a good as it gets for now.

It was a disappointing start, having contacted the Acting-top-bod (whose day job is looking after the online offer, which I thought fortuitous at the time) but having had no acknowledgement after week, I had to follow this up. This, however, led to a phonecall from one of the online managers, who assured me this was not the level of service that I should be receiving.

She investigated and found some process issues and she also mentioned that the area’s online store should be the one offering the widest variety to customers, which makes absolute sense to me. She asked if I had any other issues aside of the ones I’d mentioned so I brought up the topic of the strawberry jam.

I buy a particular brand that has no refined sugars added and, about a year ago, the online store mysteriously stopped supplying the strawberry option. It still offered the raspberry, blueberry and apricot, but no strawberry.

However, the same company have another store a couple of kilometres away who offer a much wider variety but don’t do online deliveries (begging the question “why not?” apparently it’s something to do with loading bays, though it’s not entirely clear to me). However, what they do have is stock of the strawberry jam. So this told me – and the online manager - the company itself is obviously not having supply issues around this particular product.

So I allowed a number of weeks to pass to see whether the process issues would be sorted and I could rely more on stock levels. This was a bit hit and miss, but certainly there was no reappearance of the strawberry jam.

So I decided, last ditch attempt, to go to the newly appointed top-bod and see whether this could be resolved. This was delegated to another digital manager who replied:

“The size of the store means that unfortunately the full range is not available. Unfortunately the review of the spreads range won’t take place until March next year (i.e 10 months away), but we’ve made a note of your feedback... It’s always our intention to provide our customers with a great online shopping delivery experience – feedback like yours will ensure we can continue to improve this service.”

Then there was the matter of their other store, the bigger one with more variety, not being the online store. Aside of loading bays, the response cited “the location of the store is in relation to the suburb demand to keep our carbon footprint small.” While this might seem sensible, I should point out one store is 6.7 kilometres away, while the other is only 6.8 kilometres from our suburb.

I will confess this response tipped me over the edge, eliciting from me frustrated expressions like “Seriously?”, “Give me a break”, “Shame on you” and “Utter utter garbage, what a complete waste of my time”.

By this point, I’d come to the conclusion that this was the best I was going to get from my online shopping experience with this company. While in some ways it would be awesome to have a one-stop-shop for all our consumable needs, it is a bit like saying it would be awesome to have a partner who meets all my emotional needs. Neither is really realistic nor, actually, desirable since life would then likely lack variety, growth and expansion.

So I decided the best way forward was to register with another online grocery company and split our business between the two, thus insuring a wider variety of product availability. Despite the time consuming process of registering and filling that first virtual trolley, it was worth it to have options.

I will say that my spluttering response, while not actually eliciting a response from the Managing Director directly, did result in a response from their leadership team; the person who is in charge of the company’s public relations. Those of you not familiar with corporate set ups might not know that this is the person usually responsible for a company’s reputation via the media; it’s quite a different field from those who deal directly with customers.

For someone who has worked in both fields, I would have preferred and appreciated an authentic response from someone directly involved in the leadership of the day-to-day operations and customer supply chain.  I then received two crates of strawberry jam, some cereal and the promise of a discount voucher for my inconvenience. Despite the generosity and immediate follow up, I would have just preferred an explanation for the disparity in previous responses if I’m honest, and clarity on the real issues.

While I’m not wedded to the idea of a response directly from the person I’d written to, I would have expected an answer coming from, or being delegated by, a leader to be an honest reflection of the shortcomings. As I concluded on this question of character last week, people who own up to their faults and weaknesses are to be admired, and so it is with business.

I will never forget when I left the railway industry in the UK, one of the extremely frustrated customers I had spoken to many times over the years said “while I will probably never like the service (since it was prone to delays and failures on occasion due to infrastructure issues that were not quick fixes nor within the direct control of the company), your honesty has made it tolerable and I have felt that at least the issues were tabled and someone cared”.

It is my experience that behind the customer interface of most well established companies, quite aside of political agendas, is a veritable feast of legacy systems and spaghetti junctions of often cumbersome processes to manage, the archetypal swan on water. Knowing the limitations and being able to articulate them goes a long way.

There is no doubt that, on my wish list for online grocery shopping,  I’d want a reliable system to capture not only the customer demand failures of the stock the company does offer, but which products the company does not and customers’ buy elsewhere (i.e. opportunity). While that seems a long way off based on my recent experiences, it would certainly create more loyalty.

What I had come to realise though in the years I did work in the field of customer experience was, whether the customer is on the agenda (from a universal experiential perspective, rather than the individual hit-and-miss interactions) entirely comes down to whether its leader is attuned to the customer needs.

By leader I mean the person who actually determines a company’s culture, which is not always obvious. It can be the local Managing Director or Chief Executive, or a Group Executive or at Board level – and that not only changes from company to company, but at different points in time within companies as well. For example, I’ve found its pretty common for many local chiefs to be left alone so long as they are meeting Shareholder expectations. In times of economic or political turbulence the screws come on.

Having worked behind the scenes in a few large organisations, and had exposure to many more inside views of corporate structures, systems and processes through colleagues and consultants in the field of customer experience over the years, I came to the conclusion that organisational dysfunction will only resolve and evolve once people – in particular the leaders of organisations - start to do their own personal work to evolve beyond the dysfunctional patterns of behaviour learned in childhood.

And, so, it seems on the face of it, that this is where society remains still. That said, I have great hopes as we move forward with initiatives like the Inner MBA Programme (a Sounds True collaboration with LinkedIn, Wisdom 2.0 and Mindful NYU) leading the way.

And how do those of us who are not the true culture leaders of these organisations make a difference? How will we get organisations to meet our needs?  Get healthy. By recognising and rinsing out our dysfunctional ways of relating to others, attuning to ourselves and each other, developing healthy boundaries, and learning to communicate them and holding others accountable with grace, it is inevitable that organisations will start to attune more to those whose needs they serve.

If you enjoyed reading this, you may enjoy You See What Happens When Leaders Are Not Grown Up on the Inside, What Do You Want The Prevailing Global Culture to Look Like?, Stand in Your Own Truth and How to Be True to You When Life Pulls You in Different Directions. To be the first to receive these posts, you can also opt to subscribe to my blog.