(Credit:
BLog92y)
Social media strategist Shannon Paul, who works with the NHL Detroit Red Wings, said many good things on a SXSW panel this Sunday, but the one thing that stuck with me most was her assertion that brands need to become more “human” in order to connect with their audiences. She wasn’t referring to personifying a brand through a human face (be it an average employee or a charismatic leader), but rather to exhibiting ‘branded’ behavior that is truly human. What does that mean? What is the most human trait of all human traits? Shannon Paul posits it’s vulnerability.
I find that idea compelling. Vulnerability encompasses anxiety, volatility, and inconsistency, and it also implies the ability to make mistakes (and admit them). Or, to encapsulate all of the above: it means having a distinct weakness. Chances are that business strategists will advise you to hide, compensate for, or mitigate this weakness (while exploiting that of others), but that kind of thinking no longer holds relevance for the social web. If you want to be a social brand, you have to be a vulnerable brand. The possibility of a “slip of the tongue” and the exposure to possible brand attacks increase exponentially when brands let their guard down on the web – but that’s valuable. No one wants to be friends with Mr. Perfect. Vulnerability makes you likable. It is the prerequisite for empathy, and if understood as an asset and not a deficit, it can flourish under the magnifying glass of social media transparency. Examples? Zappos’ decision to let every employee blog; Comcast’s having ordinary company engineers go on message boards to answer customer questions; and of course every brand that is using Twitter for what it is best suited for – ostentatiously public personal conversations. Remember: Personality – brand personality – comes from being personal.
Is your brand vulnerable? Does it have a distinct weakness, an Achilles' heel? Take it and turn into an asset by making everyone aware of it. Expose yourself and you will get exposure. On the web as in real life your most recognized weakness is your biggest strength.
Creating good User Experiences (UX) over and over again means creating first good Employee Experiences (EX - I'm trademarking that!). That's the lesson from Southwest airlines according to an NY Times article about retiring co-founder Herbert Kelleher:
Over the years, whenever reporters would ask him the secret to Southwest's success, Mr. Kelleher had a stock response. "You have to treat your employees like customers," he told Fortune in 2001. "When you treat them right, then they will treat your outside customers right. That has been a powerful competitive weapon for us."...
[W]hen you look at a company like American, with its poisonous employee relations and its glum customer base, and compare it with Southwest, with its happy employees and contented customers, you can't help thinking that Mr. Kelleher was on to something when he put employees first. "There isn't any customer satisfaction without employee satisfaction," said Gordon Bethune, the former chief executive of Continental Airlines, and an old friend of Mr. Kelleher's. "He recognized that good employee relations would affect the bottom line. He knew that having employees who wanted to do a good job would drive revenue and lower costs."
This isn't really surprising for a service company like Southwest, but the same rule applies, I believe, to companies that make products. Employee happiness often comes from walking the walk -- in other words not just making big pronouncements about how much you love your employees (Kelleher wept when talking about his employess in his going-away speech), but in seeing those through in actions big and small. And often it's the small ones that show how you actually mean. It's kind of like what they say about ethics - it's what you do when nobody's looking.
These small touches to how you treat employees are often the most intimate ones, and they communicate how deeply felt the relationship is (or not, as the case may be). Southwest, for example, seems to give its flight staff a great deal of autonomy when it comes to how they intereact with passengers, but bounded by some established guidelines. This has famously led to some staff singing the safety announcements and adding comedic commentary (I once heard one say "There may be fifty ways to leave your lover, but there are only four ways off this big bird!"). It also probably led to the more recent episodes of passengers getting walked off planes for risque clothing...just goes to show that what constitutes a "good" UX is different for different people.
While any company can luck out with one-off good experiences, a long term systemic philosophy of treating employees right fosters a mindset that is focused on thinking about the needs of others, which ideally translates into the products the employees create for the company's customers.
Cable TV companies are famously indifferent to user experiences, and my provider, Comcast, recently showcased one example. They finally started allowing previews of on-demand movies, but check out how they managed to mess up the experience:
(Credit:
Adam Richardson)
That giant blue box stays on screen for the entire duration of the preview, obscuring a good chunk of it (even more for non-widescreen previews than what you see here). It's really distracting.
You wouldn't see something like this if Southwest ran a cable system.
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