Beyond technical competence

Rowena (Ro) Crosbie is the president of Tero International Inc.

The pilot just announced that we have arrived at our cruising altitude of 31,000 feet.  It occurs to me, at this moment, that I have few options but to trust that the pilot possesses an adequate level of technical skill to handle whatever situation we may encounter.  As I reflect on this, I confess that I find it interesting that I have placed complete trust in someone I have never seen, never met, probably will never meet, and have only heard speak about two sentences.

Yes, I trust that the leaders and staff working for this airline are technically capable.  Confident in this, I return to my laptop and think only briefly about the important responsibilities I may be called upon to perform from my assigned exit row seat.

Airplane 3Is it my good fortune to be flying the friendly skies on the airline that employs the most technically capable people? I doubt it. I assume the crews of all major airlines possess similar technical skill.

I do have a choice of airlines to fly as the flight attendant will remind me in the next hour when she repeats the phrase that I am certain she must say in her sleep by now. “We know you have a choice of airlines and we thank you for choosing to fly with us.  When your plans call for air travel in the future, we hope to see you again on one of our flights.”

Yes, I do have a choice.  How do I choose?

Like many of you, I look first to my immediate short-term interests – the flight schedules and cost.  This usually narrows my choices to two or three possibilities.  How do I choose from the short list?  I choose based on who I think will treat me the best.

That’s how most of us make the decision about who we will flatter with our business.  Across almost every industry—air travel, hospitality, financial services, retail, and so on—process and technical abilities are fairly easy to copy. The competitive advantage goes to those who treat the people they serve the best. Even when transactions are conducted business-to-business rather than business-to-consumer, it is important to realize that people are always at the center of decision-making.  Businesses don’t do business with businesses, people do business with people.  And people want to be treated well.

Research supports this. According to Harvard University, Stanford Institute and the Carnegie Foundation, only 15 percent of success is due to technical skills. In most industries, the people we serve assume a level of technical capability. It is the people skills that are the differentiator, to the tune of 85 percent.

My experience today has been satisfactory. It appears the employees I interacted with have been schooled by their leaders in the culture of their organization and expectations for customer service. I will include this airline in my future travel plans—unless and until another airline figures out how to leverage the 85percent of their success that relies on people skills and takes my experience to a new level.

Let's get sticky!

StickyBulb2

Dr. Anthony Paustian is the provost for Des Moines Area Community College in West Des Moines and the author of "Beware the Purple People Eaters: A personal look at leadership."

What do bank checks, package shipping, church bells, water, ballpoint pens, deodorant, computers, fashion, steering wheels, and a revolver have in common? Nothing…or perhaps everything. True discoveries seldom happen today by finding something new. Most often they are the result of “sticky thinking,” which occurs when people connect or stick things together in new ways for different or improved outcomes.

Born in 1944 with a bone socket hip disorder called Calve-Perthes disease, young Fredrick Smith had to walk with the aid of braces and crutches for most of his childhood.  But through a high level of dedication and hard work, he was able to overcome the disease. In the early-1960s, Fredrick attended Yale University majoring in economics. For one of his classes, he wrote a paper detailing an idea he had after realizing that a future “automated society” required a completely different system of logistics. His professor didn’t like the idea since, at the time, it wasn’t economically feasible, but that didn’t stop him from thinking about its future possibilities.1

After graduation, Fredrick went on to serve two tours in Vietnam as a platoon leader and narrowly survived a Viet Cong ambush. Upon returning from war, he wanted “to do something productive after blowing so many things up.” Fredrick took an inheritance from his father, raised an additional $91 million in venture capital, and used the idea from his paper at Yale to create what is today known as “FedEx.”

Fred Smith’s story is arguably one of the greatest entrepreneurial successes of the last century. He’s currently worth over $2.3 billion, and FedEx now ships more than 10.2 million packages daily in 220 countries.2 But for me, the most amazing part of his story isn’t the outcome or even the incredible company he founded. It’s how he got to the idea in the first place.

I believe that Fred Smith’s idea represents the definition of creativity: the act of “sticking” one thing with another in new ways. By sticking how the Federal Reserve processed checks in the late 1960s (a clearing process for an enormous quantity of checks drawn on a large multitude of banks) to the logistics necessary to “automate society,” he created an entirely new way of shipping packages overnight that didn’t previously exist.

This process of sticky thinking has occurred throughout history. Sam Colt stuck the design of a ship’s wheel to the invention of the revolver; Helen Barnett Diserens stuck the concept of the ballpoint pen to a new method of applying deodorant (the Ban Roll-On); and Steve Jobs stuck fashion design to the boring world of personal computing.

Creativity (or sticky thinking) is like a sport, in that it requires hard work to perform at a high level. Mastering the necessary skills requires a dedication to practice, practice, and more practice. Becoming a creative thinker requires the same level of dedication.

In future articles, I will provide a number of tips, tricks, methods, and ideas about how to improve our creative thinking skills. Like anything, a person’s success is often tied to their level of commitment and effort.

So, are you ready to get sticky?

Practice Challenge:  Over the next few weeks (whenever you have a “free” moment), select two completely random objects around you and attempt to force connections between them (like trying to jam a square peg in a round hole). Don’t judge the quality of the ideas; just have fun with it and bring out your inner “MacGyver.”

©2014  Anthony D. Paustian 

 

1(2008, October 9)  Fred Smith: An Overnight Success.  Retrieved November 9, 2014, from the Entrepreneur website: http://www.entrepreneur.com/article/197542

2Brown, Abram (2014, January 23)  10 Things You Might Not Know About FedEx Billionaire Fred Smith.  Retrieved November 9, 2014, from the Forbes website: http://www.forbes.com/sites/abrambrown/2014/01/23/10-things-you-might-not-know-about-fedex-billionaire-fred-smith


PaustianLargeHeadDr. Anthony Paustian is the provost for Des Moines Area Community College in West Des Moines and the author of Beware the Purple People Eaters: A personal look at leadership. For more information, please visit his website at www.adpaustian.com

 

Google reviews are just one piece of the puzzle

Carl Maerz is a co-founder of Rocket Referrals, a startup company focused on helping businesses gain referrals from customers.

I meet with a growing number of clients that inquire about finding ways to boost their online presence. Regardless of their industry, most believe that Google is the Holy Grail of leads and - consequently - new business. Although I don’t necessarily disagree, I strongly believe that Google is just one piece, albeit a big one, of the puzzle.

Sure; I continually harp on the importance of a solid referral strategy for most businesses - especially those in service-related industries. So, I figured I would do a little more harping, but this time talk about how Google - more specifically online reviews - can be effectively used in tandem with referrals.

Only moments ago, during my brief trip to Denver, I was sitting in a coffee shop scribbling on a paper napkin thinking of an easy way to explain the following. What I came up with was what you see here.

PaperNap

Not exactly crystal clear. So, I asked my brother - who is more graphically inclined - to give it a whirl. His is below which will help explain my concept.

Taking a step back, I am going retro for a moment to referencing the Buying Decision Process, which any seasoned business professional likely learned years past. Still applicable today, in my opinion it outlines the important points in time that any marketer should consider. I also believe that social influences greatly impact the decisions people make to purchase products and services. I would argue this is true even more today than ever before - as the internet reduces barriers created by distance and time - effectively allowing recommendations and referrals to glimmer brighter than traditional marketing, both locally, and beyond.

Oh boy, that was a lofty statement - which I am mildly proud of - but I will gladly explain. I believe that the Buying Decision Process is closely tied to Social Impact Theory, which (duh) explains how people are affected by social influence.

Social Impact Theory breaks down the effectiveness of social influence into three categories: strength, immediacy, and number.

Strength - a group (or individual) has more of an impact of influencing a decision the more important they are to the individual.

Immediacy - the amount of time and space between a group and the individual determines its potency - and how quickly a decision must be made.

Number - the more people (or reviews), the greater the influence.

This theory explains how companies that have active referral strategies combined with a local-centric online presence are among the most successful. The search for products and services is greatly influenced by when and where a prospect is when they need your services. A prospect searching for a pizza joint in a new city will almost always yield a Google search. The search for a reputable insurance agent in your local community, however, leans toward referrals from your trusted friends.

For most searches, Google has recently improved their search engine algorithms in favor of local businesses. They called the update “Pigeon” of all things. This is great news for local companies - but it only impacts about half of all new prospects - as indicated above. The other half is courtesy of word-of-mouth (referrals from your active promoters).

The bottom line: concentrating on ways to boost local SEO and encouraging reviews for your business is effective at targeting a specific group of prospects. Yet in order to cover all bases, and increase your conversion, combine your online presence with a strong referral strategy aimed at encouraging your promoters to share you with their friends and family.

This site is intended for informational and conversational purposes, not to provide specific legal, investment, or tax advice.  Articles and opinions posted here are those of the author(s). Links to and from other sites are for informational purposes and are not an endorsement by this site’s sponsor.