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[00:00:01] Mind Your Noodles – Episode 73
[00:00:14] Episode 73 – 5 Brain Requirements for Customers and Employees
[00:01:08] 1. Social Importance / Standing
[00:04:23] 2. Clear Future or Ability to Anticipate the Future
[00:07:44] 3. Personal Control and/or Freedom
[00:09:40] 4. Equitable or Fair
[00:11:49] 5. Doing Greater Good
Tripp Babbitt: [00:00:01] This is the seventy third episode of the Mind Your Noodles podcast, and this week I thought I’d cover off what I call brain needs or bring requirements for both customers and employees.
Tripp Babbitt: [00:00:14] And a lot of this comes from neuroscience research, Merfolk. All of it comes from neuroscience research. But what neuroscience is telling us is that when we don’t meet certain requirements, that we create a fight or flight response and both employees and customers. And there’s five things. The first is social importance. The second is clear future or the ability to anticipate the future. The third is personal control or freedom. The fourth is being equitable or fair. And then the fifth is a greater good. And so these five things are things that when you’re looking through a thinking lens at your organization, how are they playing in your organization? So let’s start by going through each of these.
Tripp Babbitt: [00:01:08] Let’s start with the social importance. There’s really no order here as far as priority. They are just things that for you to look at in your organization. So here, social importance or standing within the organization first looking at the customer or excuse me, the employee will see people losing, standing in the org and in your organization. And and this creates stress, but also it can be very individual. In other words, there may be some things that all people are affected by. For instance, if you. Well, the environment that we’re in now, you’re working from home as opposed to being in an office with people. It’s been forced upon people that alone can cause stress in an organization. But but any time you lose influence or position or anything among your peers and and management in your organization, you’re going to be losing standing in. That’s going to create stress with you. And again, varying levels depending on the individual. But across the board, any time you’re losing standing perceive and I want to emphasize that perception is reality.
Tripp Babbitt: [00:02:24] And all five of these things, you may sit there and say, well, that isn’t what we meant to do. It doesn’t matter. It’s it’s what the person or the group of people within your organization perceive things as when we get to the customer. The same thing can can happen, you know, you may not feel like you’re being treated as a customer and because you’re not feel that you’re being treated as a customer, that obviously creates stress. You’ve lost your standing as a customer. And I found this to be very crucial in this kind of customer organization dance that goes on, especially in sales and things of that sort. Ultimately, you know, you can manipulate somebody maybe to buy your product, but if you feel like you’ve been duped, then you’re going to be pretty upset. And as we know, people tell other people and and this is kind of the heart of what’s happening in organizations when they’re interacting with customers is they’re having this environment where they’re creating stress because they’re not treating them like customers are. Look, they look at them customers as people to be manipulated in a sales scenario in order to achieve a goal, typically a reward of some sort. But the reverse can happen and it can be very good to and that’s maybe getting an unexpected positive, something that you didn’t anticipate, but this hasn’t happened very often. You know, you think about a lot of the interactions that you have with organizations. Very rarely do they surprise you. Usually it’s the underwhelm you with the type of service that you’re getting. And this is one of the surveys have shown over and over again.You know, people will pay more for good service and achieving that. So excuse me.
Tripp Babbitt: [00:04:23] The second thing is a clear future. And here we’re talking about people like to know or be able to anticipate the future, they don’t like surprises and and that creates this fight or flight response or fear within the organization. And a lot of this happens and you hear this over and over again. And every organization I’ve ever worked with is, oh, there’s no communication going on within the organization. We were going right and management went left and they never told us, you know, that that was the new direction. And, oh, well, somebody should have told you or yeah, we missed that or whatever. And so especially in larger organization, communication becomes very difficult. And this is one of the things that needs to be mitigated in organizations is constantly trying. It’s never going to be perfect, but constantly trying to find new ways to get communication. Also, if you’re making changes within the organization and you know there’s no clear future about what’s going on, people will fill in the blanks. Employees will make assumptions about what’s going on. And sometimes the narrative gets way off track of what maybe an organization is trying to achieve, but it doesn’t matter. Again, perception is reality here when we’re looking at customers, a lot of times what I find organizations are dealing with our previous expectations that have been built either from a competitor and the service that they got or the product that they got from a competitor or even expectations of what you would get dealing with any service or.
Tripp Babbitt: [00:06:17] Organization that that’s selling you a product, so those start to build your expectations. Now, most customers have pretty low expectations nowadays, and that’s why there is such great opportunity. And using some of the information from the ninety five method to try to improve your organization. But as you as a customer deals with your organization, if most of their experiences are negative as they are cable companies, they switch all the time and saying same thing seems to happen with mobile phones. People switch all the time because of a bad experience or series of experiences that play out and these expectations about what they expected or they anticipated, what the future would look like fall far short. And that that’s one of the reasons why service has such a great opportunity to make really maybe even small improvements that lead to big change. But you’ve got to understand what’s important to the customer. And most organizations don’t even look at what customers expectations actually are, they’re so busy trying to hit their internal metrics to maybe for a reward or to survive their organization, that they don’t seek out what’s important to a customer.
Tripp Babbitt: [00:07:44] The third thing is personal control and freedom. And one of the statistics that you’ll see and you’ll look at it online is like 70 percent of all projects fail in organization because they fail to engage employees in the change that’s happening within their organization. Because I’ve worked on so many information technology projects, this happens over and over again. An employee not participating in changes to their own work is a recipe for failure.
Tripp Babbitt: [00:08:19] You can’t just and information technology people, whether it’s outsourced to a different company or whatever, they don’t engage the people that do the work. And by virtue of not engaging those people, guess what happens when they go to implement it? Well, first of all, they’ll probably going to find about 50 things that you didn’t consider. But also there’s a pushback associated with that. You’re making me do my work differently. But what I’m discovering is I use this new technology that you’ve given me is that it doesn’t work better than that it did before. Even if it did, does it matter? Again, perception is reality on each one of these five things. Customers are the same way. I mean, they they want to participate in what’s happening. And you move that along with having a clear future. You want them to be able to not only understand what’s happening, but also participate in that understanding. And you do that a lot of times through questions. But if you’ve done your work and you understand what their expectations are, then you’re going to be able to kind of lead lead them along and they’re going to be asking new questions that are going to give you new insights to what’s important from a customer perspective.
Tripp Babbitt: [00:09:40] The fourth thing is being equitable and fair now with employees typically has to do, and almost every organization is pay. Is it is it fair? Are you or is it perceived to be unfair? And nowadays you see such a disparity between executives and front line people.
Tripp Babbitt: [00:10:01] You know, I’m the one kind of doing the work with the customers. And if you ask a customer, by the way, you know, who does the important work, it’s not going to be the CEO of the company. It’s going to be the people that they have to to interact with on a daily basis. So it’s important that employees feel that things are equitable and fair within the organization. And a lot of that comes from the freedom to be able to do some things now with customers. It’s very misleading, you know, information, for instance, if you overcharge them, they feel like they’re being scammed or there’s perceived fraud there. Now, there may not be or there may be, depending on your organization, but the if if they feel like they’re getting bad information in, you know, this builds from if you can think of calling into contact center, you know, one person gives you one piece of information, somebody else gives you another piece of information. Talked to a third person. I give you a different answer. You’re going, what the heck’s going on here? You know, I trying to get this problem solved that I have or order a new service. And you’re telling me different things about what’s going on from three people from your organization.
Tripp Babbitt: [00:11:24] Three different people in the organization give me three different answers, so, again, equitable, whether things are equitable or fair and employees and customers, these are things that you need to find out what’s important actually to both groups and the customers, certainly first, because that kind of sets the the standard for front line people are employees within the organization.
Tripp Babbitt: [00:11:49] The fifth thing is greater good and, you know, I talk about this in terms of a mission or aim and an organization that it’s important for you to, and it’s something I built in in the last I’m going to say decade is making sure that your mission or AIM has some greater good element to it. It gives you an increased sense of belonging. We’ve talked about social importance over and over and over again in this podcast and being able to belong to something that you feel is doing something to help society or help the world in some way increases your sense of belonging. And and two things happen. One is employees would take less money to have purposeful work, but also you get greater job satisfaction. You know, nurses and doctors have tough jobs and especially, you know, during this pandemic have really tough jobs. But you still get the sense of satisfaction of being able to help people in one way or another and make, you know, finding some cause that your customers are interested and not necessarily just the employees, but customers also, which is a good Segway into the customer component of this is that when customers when you find the right cause, customers will pay more for your product or service because they’re or, you know, all things are equal.
Tripp Babbitt: [00:13:23] But this person’s, you know, helping children, disabled children or something like that, then, well, this one’s really not doing anything. I’ll go with this company now. I think it’s important that it resonate, you know, for maybe what you do as an organization, that sometimes it gets tough. You know, if you’re an organization, maybe it’s, you know, helping fix your conditioning and heating units and places that really can’t afford to have that done or maybe giving money to for power that would normally get shut off. If people aren’t paying their bill because they’re an underprivileged area, whatever it is, it’s something to look for and find that becomes a rallying cry for employees and customers. So that was it for this week’s podcast episode and gives you five things to think about with regards to your brain. Again, there were social importance and standing, having a clear future, personal control and freedom, being equitable or fair with an organization and finding some greater good, some some broader purpose for your organization. We’ll talk to you next week.