The Hindu Business Line : Micro-actions can cause mega results

Most of us may be keen to make changes that lead to growth and development. But a problem is likely to crop up: being uncertain of "what the nature of those changes should be and what concrete steps we can take to achieve them."

Too often we may tend to think of change as being complex, unmanageable, and beyond our grasp, writes Allyson Lewis in The Seven Minute Difference (www.oxfordbookstore.com) . "When we think that way, we ignore the fact that the biggest, most meaningful, and dramatic differences in our lives - and in our world - are really just the result of a series of small, seemingly insignificant changes."

The book talks of `micro-actions' - that is, activities resulting in small changes. "Micro-actions are so simple they are often overlooked and underutilised," explains Lewis. Examples of micro-actions include "taking time to thank a co-worker for a job well done", "reading ten pages of a book", "getting up 15 minutes earlier", and "handwriting thank-you notes to two customers a day."

What is the relevance of `seven minutes'? That is the length of average corporate executive attention span, reason the author. "The brain is limited to remembering only seven pieces of information at a time," she notes, citing Harvard psychologist George Miller. Micro-action demands no more than seven minutes; be it taking time to relax and breathe, or talking to the children about their day. A chapter on `exceeding customers' expectations' rues that most businesses seem to be interested in `one-time sales, rather than building long-term, satisfied customers.' To those who would like to break the myopic mould micro-action prescribed is to describe three things only you offer. "These things must go beyond the basic product or service you offer, or the customers' minimum expectations."

Next, work on `four important concepts' that are `the basis of any successful total customer experience' — competence, processes and systems, details, and strategy. Since competence depends on your professional growth, create a plan to improve your professional knowledge, advises Lewis. Ensure that your people `receive training and education about the products and services your company provides' so that they can easily answer customer questions. "By investing in thorough employee training up front, you save customers' time, reduce their frustration, and contribute to a better customer experience." Hone your processes and systems to provide reliability. "Customers should receive the same high level of professional service every time they interact with anyone associated with your business." This is possible if all employee procedures - such as dealing with a client, answering the phone, and recording a sale - are standardised.

Paying attention to `details' can `surprise and delight' your customers. "Give your client a warm greeting," exhorts the author. "A client's first impression forms within the first few seconds of meeting you, so the way you greet your customers is incredibly important... Your greeting should tell customers that you are grateful they have chosen to come to you and that you are anxious to help them in any way you can." As a strategy, work on `a strong identity' - a story that your people can `wrap their arms around that the public cannot fail to notice'. Lewis laments that so many companies are just cookie-cutter versions of every other similar business, with `no special features, no niche, no story to tell their employees and customers'. To help you clarify your image, here is a simple micro-action: asking clients for feedback. "Contact five of your top clients, and ask them what they like best - and least - about the service you are performing for them ... "

A book worth chunks of seven minutes attention, with the promise of profitable payoff.

http://BookPeek.blogspot.com

D. Murali