Keynote presentation by Margaret Sumption at the American Hospital Association marketing executives covference in New York City on April 4,2013. "The Reluctant Customer" focuses on how marketing and PR executives serving member hospitals and their representatives can improve success and increase satisfaction. Three steps are discussed: "Stop Begging," "Frame Your Argument," and "Execute, Evaluate, and Proclaim."
1. The Reluctant
Customer
“Change your brain to change
the game.”
Allied Public Relations Executives
New York City
April 4, 2013
2. Why are we here?
• Want our customers to have a positive
marketing resource experience
• Doing good work makes us feel good
• We like to be known for providing a
consistent positive image of our
association
• We want to be seen as “adding value”
3. Why are We Really Here?
• Efficiency – Smooth, fast delivery
• Effectiveness – Want to be the “go-to” resource
• Productivity – Known for giving a bigger bang for
their buck
• Retention – Greater likelihood of job stability
• Repeat Business – Happy association customers
come back – and tell others about their experience
• Risk Management – Happy customers don’t throw
me or our association under the bus!
• Success – Successful service = successful
organization = high sustainability and brand affinity
4.
5. Who is the “member”?
Who is the “customer”?
• Member (BIG M):
– The institution and its top leaders.
• Member (small m): AKA Customer
– Those whose relations retain connection and
continued alignment (Those who must also
be satisfied).
9. Customers Look to
Stop Partners They Can:
•Respect
Begging •Trust
•See as Powerful
•Perceive as
Partners
•See as Problem-
Solvers
•Count On
10. Know your Customer
Exceptionally Well
•Many are insecure – expressing false vibrato
•Many are worried about their continued
relevance
•Some suffer from the effects of “spousal” abuse
•Many have no clear “measures of success” to
guide them
•Many are promoted to their role…..not
educated for their role
12. Customers Look to
Partners To:
Frame •Present a Cohesive
Argument
Your •Seek Contributions While
Argument Resisting “Permission”
•Lead UP
•Be Consistent
•Challenge the Status Quo
Without Confrontation
•Present a Powerful Voice
14. Conflict –
The Necessary Ingredient for
Successful Outcomes
Scenario:
•Take two people
Each has a sum-total of experiences
Each has a set of responsibilities
•Add a complex issue
•What you get – A “stew” of divergent information on ....
What is important
What is true
Creative Conflict Management is about harvesting that
divergent information to make better decisions.
16. Collaborate when you can on important issues:
Seek ways to satisfy both your own and the
other person’s concerns.
Definition:
Concern: What you care about in a conflict;
the thing that’s threatened that you would like to
protect.
Position: The action you propose to settle the
conflict; what you think should be done.
(Framing things in terms of position limits you to
win/lose outcomes)
18. # 1 – Begin with “what/how”
• Always begin any question with “what” or
“how” – not “why”, “when”, or “who”
The spirit of the customer experience is
about personal accountability – no victim
thinking, procrastinating, or blaming.
19. #2 – It contains an “I”
• Questions do not use “they”, “them”, “we”,
or “you”.
The customer experience is their experience
… not your perception of who is at “fault”.
An assertion of blame is NOT comfort.
20. #3 – Be active
• Questions always focus on action
The customer experience must be about
motion toward an attainable goal – not an
explanation about why a goal cannot be
reached.
21. Examples of “what/how” questions.
• How can I serve you right now?
• What can I do to support my fellow team
members to free them to better support
customers’ needs?
• What can I do today to add value for the
customer experience?
• What is my contribution to successful
customer service/experience?
22. Customers Want
Execute, to Bet On:
Evaluate, •Winners
and •Go-To Leaders
Proclaim •Benevolent
Powerhouses
•Evidence-Driven
Decision-Makers
•“Good to Great” -
Leaders
23. Key Interventions:
•Be evidence based in all
actions
•Be the provider of emerging
ideas/concepts
•Never go to the podium alone
24. Small adjustments…
Big differences
• Your actions matter
• Consistency is critical
• You will see change over time
• Adapting your behavior to get different
results will take a little practice…
25. “Wisdom is what you
learn after you know
it all”
John G. Miller
26. Resist Negative Sentiment
Override
1
Be Evidenced-
Based and 2
Collaborative
Be a Creative Conflict
3 Communicator Who Frames
Issues Carefully
27. Thank You!
818 S. Hawthorne Avenue
Sioux Falls, South Dakota 57104-4537
(605) 336-0244 or (888) 4-SUMPTION
www.sumptionandwyland.com
Notes de l'éditeur
First, it is important to set expectations for our time together. What is the issue as you see it Tonight we are going to : Explore the issue of workplace effectiveness, and the behaviors that stand in the way I will give you a strategy – and connect the work you do as a physician I will work to connect the desired changes to the work that you do every day. It is important to remember: There may not be immediate results Success will be measured by the “absence of pain ,…. Not the feeling of pleasure. Our goal here is to make alterations in YOUR behavior … in order to change the behavior of the workers who support your efforts.
Ask Judy to give a couple of examples that illustrate: Loss of efficiency Lack of productivity Bad behavior Increased risk $$$$ lost.
You may see this as not passing the BFO or the duh test. It may seem simple. You may wish to absolve yourself of responsibility for it – and say that it is the responsibility of others The good news is --- you have the power to change the climate – with very simple modification of your behavior delivered in a consistent manner.
When things go wrong – they can really go wrong.
First we need to describe the problem
The only time most of us realize there is a problem is when it isn’t getting done…. If everything is going smoothly, we are oblivious to it……
You are first and foremost – surgeons --- It may take a little work to feel comfortable
We want clear consistent boundaries and norms of behavior to have a well functioning workplace. The evidence is clear that norms of behavior, clear boundaries, and consistency are the three most critical characteristics of an effective workplace. You must deliver every day --- in order for staff to follow your lead.
