This morning one of our connections posted a reminder that we are at the end of the quarter. Now we're bracing for the inevitable. At least one client is bound to call or email today with a panicky-sounding voice, about how they need research or strategy work, because they've just realized we are at the end of the quarter, and they really, truly, meant to get started in January.
Does this sound like someone you know? If you're in the business of customer understanding or user insights, and this happens, it can be tempting to respond by taking your hard-won budget, and doing a study that answers all of their questions...at this point in time. Will that let you see everything you need to know?
Snapshots can be really helpful, it's true. It's worth considering, though, whether a time exposure might reveal something extra. Setting up a program that opens the aperture to your customers and lets data flow in over time, can reveal patterns in ways that a single study can't do (no matter how powerful). And sometimes it can be inexpensive to do this, by giving a "camera" to each of your customer-facing colleagues.
Setting up a story bank where their pictures and observations can be gathered and shared is a really useful way to do this. (Don't know how to start? Let's talk. We can help.)
How do you feel when something doesn't go as planned? Disappointed? Frustrated? Annoyed?
What about energized, excited, or enthusiastic?
Over the past few weeks, I've been working with a client to get ready for an important strategy session. They know there are big shifts looming on the horizon, and they want to be ready. They've done the right thing by taking a proactive approach, and they've been looking at data, exploring potential outcomes, and discussing "how might we" scenarios. Yet suddenly, in the midst of a session with outside partners, key team members, and even an advisor from head office, they weren't making headway. Someone said, "Let's change the focus entirely!"
Now there are times when this might just be a tactic to avoid hard conversations, but in this case, it was because they realized they were looking at the problem through the wrong lens. Their problem definition was out of whack, and they got clarity on this because they had everyone in the room, and because they weren't so married to the facilitation method they had chosen, that they kept trying to force-fit solutions to the wrong problem. Once they stepped back and framed the challenge in a new way, they were able to very quickly devine the realm of possible scenarios, determine how they could respond to these in their own favour, and what proactive steps they could take right now, to get ready for the most likely eventualities.
The change in energy in the room at the end of the day was palpable. And as a facilitator, it was a pretty spectacular ending for me, as well.
It’s Shrove Tuesday, or as some like to call it, “Pancake Tuesday”. Originally, on this day, Christians made their confession in preparation for Lent, the days that lead up to Easter. They were forgiven for their sins, or “shriven” – hence, “Shrove Tuesday”. They also finished off any tempting foods – rich fats, eggs, cream, and so on – as they prepared to emulate Christ's 40 days in the desert. Pancakes were an easy way to do that. Nowadays, all that remains for many people is the idea that today is a day for pancakes.
Why all this religious explanation in a blog where we usually talk about research, strategy, and customer understanding? Because just like Shrove Tuesday, what you tell your customer about yourself (the preparation, scorekeeping, and effort) isn’t the most important part of your story – what your customer believes about you is. That’s what they’ll communicate to others, and that’s what will impact the reputation of your company, your brand, or you. Give them your best, make sure they know your true story, and maybe they’ll remember more than the pancakes.
Megann and Steve, Partners in PANOPTIKA, are working for our clients every day to help them see everything they need to know to make better decisions in their complex business environment.
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