My Top 10 Blogs

Following on from my Top 10 Tips for Effective Blogging, I decided to list my most popular blogs so far this year. According to the WordPress stats, these are my most popular blogs this year by number of views:

1. Audiobus – a case study in app collaboration

2. In Praise of Analogue

3. Product Development 101

4. Bring back the Court Jester

5. Six Melbourne Start-Ups to Watch

6. Broadcastr signs off: 9 Challenges for Social Media

7. “If it’s not on Facebook, it didn’t happen…”

8. “Everything on the Internet should be free…”

9. Would you take career advice from a sushi chef?

10. Ten Reasons why the Lean Start-Up Model is here to stay

My conclusions?

1. Anything with numbers and lists does well

2. Anything about Start-Ups is popular

3. Anything on social media creates a buzz

4. Anything a bit leftfield (sushi chefs, analogue production, Court Jesters) gets attention

5. Audiobus is a phenomenal app!

10 Rules for Effective Blogging

Here are 10 useful rules for effective blogging. These are my personal rules, and they work for me. Yours may differ, but that’s OK:

  1. Maintain a regular publishing schedule
  2. Say what you mean …. and mean what you say
  3. Use opinion to establish your argument
  4. Deploy relevant facts to support your case
  5. Draw on personal experience to make it real
  6. Credit your sources
  7. Sometimes, less is more
  8. Declare any vested interest
  9. Find your own voice
  10. Keep it interesting and original

Note: This post is a tribute to the late Elmore Leonard, whose recent passing has prompted many writers to revisit his 10 Rules of Writing

The Music Collectors’ Guide to Personality Types

ShelvesSomething a little less serious this week. Recently, I’ve been working with various clients across executive coaching, career development, talent management and psychometric testing. Given my former experience in music retailing (it was like Nick Hornby’s “High Fidelity” without the romantic interest….) and in deference to my own lifelong hobby of record collecting, I thought it would be amusing to classify people according to their collecting habits, as a way of helping HR managers and team leaders everywhere understand their colleagues.

So, in no particular order:*

1. Listomaniac – Always making lists of their favourite songs, and then constantly updating them. Whether it’s “Top 10 songs about ice-cream”, or “All-time Top 5 pop songs featuring saxophone”, or “10 Songs containing the word ‘toothbrush’ in the lyrics”, Listomaniacs love to demonstrate their arcane (but selective) musical knowledge, and are so absorbed with the process of list-making that they are incapable of committing to a final, definitive choice. Don’t expect the Listomaniacs on your team to make a decision, let alone stick to it. Definitely don’t give them too many choices or too much time to select the catering menu for the office party. (Cf. Mixologist)

2. Completist – More than a mere fan, the Completist is compelled to collect every record ever released by a particular artist (and some Completists are also driven to seek out unreleased recordings, including juvenilia, studio out-takes and rehearsals…). In more extreme examples, this form of OCD involves collecting the entire output of specific record labels or whole musical genres. While the Completist can demonstrate deep knowledge of their chosen subject, they can also get lost in the detail and don’t realise that not everyone shares their passion. When assigning roles to your team, make sure the Completist is in charge of their chosen specialist subject area, but set well-defined boundaries, and don’t let them near eBay. (Cf. Archivist)

3. Anthologist  – The Anthologist doesn’t have time to read music reviews or even listen to anything that hasn’t been recommended to them or curated for them by someone else. In fact, the archetypal Anthologist relies on the end of year polls and critics’ lists to decide what music to buy. Now, of course, the Anthologist’s task is made even easier through music subscription services, podcasts, and personalised web-streaming. Although capable of making discerning choices and informed decisions, the Anthologist often lacks any original thought, and would be lost without apps like Spotify. On the other hand, the Anthologist can give you the low-down on the latest thinking around best practice in agile software development, productivity tools and structuring compensation packages (because they’ve read some blogs and a few trade newsletters).

4. Populist – Never one to let taste get in the way, the Populist knows that a song is good because it went to Number 1 in the charts. Those “Now That’s What I Call Music…” compilations are made to measure for the Populist, who simply wants to buy the biggest-selling hits of the year all in one go. While many Populists might include a few “Greatest Hits” and “Best Of” albums in their collections, the more adventurous types have been known to buy a “proper” studio album (as long as it has at least 4 top 10 singles on it). On a positive note, the Populist will likely be happy working with numbers or in customer service, as they don’t need to exercise personal discretion, and because the data never lies.

5. Audiophile – The Audiophile has to have the latest and most expensive music hardware, with full 7.1 surround sound, if only to play Dire Straits. (I’m pretty certain that every hi-fi shop in the world only has one customer demonstration CD, namely “Brothers in Arms”.) Some would say that it’s the software not the hardware that matters, but the Audiophile knows the price of everything and the value of nothing. History is littered with music technology that promised the world, but failed to deliver – 8-track cartridge, Quadraphonic, DDC, MiniDisc, DAT – so it may be unwise to let the Audiophile on your team manage any IT projects. Likewise, they may insist on having the most expensive laptop available, but if they only use it update their Facebook page, maybe you should be a bit concerned.

6. Archivist – Like the Completist, the Archivist is a fount of musical knowledge – but unlike their counterparts, Archivists know enough of the received musical canon to be able to differentiate the great from the merely ordinary, and they know that not every artist has an immaculate back-catalogue. The Archivist also understands why Big Star’s “Third/Sister Lovers” is rightly regarded as one of the best (if flawed) albums of all time. At the extreme end of the spectrum, the Archivist is a neo-Trainspotter, able to recall minutiae such as the album catalogue numbers, recording dates, orchestral arrangers and sleeve designers (and studio caterer) of every 5-star album since 1957. But on a good day, the Archivist will display great perseverance in pulling together internal knowledge, external data and other essential information to get the right answers.

7. Mixologist – Finally, the music collector who is so enthusiastic about their personal taste in music that they just have to share it with everyone else, via lovingly created mixtapes. Adept at making tapes for every occasion and at every significant stage in their lives (the break-up tape, the road trip mix, songs for a sunny day), the Mixologist will also have regard to and openly acknowledge their sources, influences and inspirations. Unlike the Listomaniac the Mixologist’s choices demonstrate exquisite musical taste and are backed by erudite concepts, connections, and cross-references – they are not simply motivated by the compilation process. True Mixologists are happy to allow their tapes to be circulated, to be copied, and even to spawn “response” tapes in return. As team players, Mixologists will be more than happy to share information, and they like nothing more than to see their ideas taken up and then built upon by the rest of the team.

*Note: This list does not claim to be exhaustive; and of course as with all profiling tools, music collectors may display two or more of the above traits, often at the same time. But they will likely demonstrate a leading preference for a particular style of collecting. As the music critic once observed, “a little knowledge can be dangerous – but too much can be deadly boring”.

Some gratuitous advice for customer service managers – 7 handy hints

I make no apologies for the fact that this week’s post is something of a rant. But in venting my spleen I hope to offer some invaluable and sincere feedback to customer service managers everywhere.

Over recent weeks, I have had numerous phone conversations with front line customer service staff working for utilities, telcos and financial institutions. From my personal experience, these companies appear to be among the most frustrating companies to deal with, but my comments could equally apply to retailers, hotels, travel agents, software vendors, local governments or logistics companies.

Here are my suggestions on how customer service managers could improve their performance:

1. Train team members on the full product or service life-cycle – There is nothing worse than being passed off to a never-ending chain of “specialists”, people who know only their own few centimeters of the billing or fulfillment process (albeit their knowledge is probably several kilometers deep…). I am not saying they all have to be experts at everything, but having at least a common and consistent understanding of the end-to-end process would be a great start.

2. Update all team members on latest product and service changes on a timely basis – Following on from the above, I get really annoyed when given contradictory information from different client-facing employees, especially when the person I am speaking to is clearly not up-to-date with the company’s own offerings.

3. Tell the teams not to keep blaming the “system” – For one thing, the “system” is only as good as the humans who designed it. For another, the “system” is not some abstract or imaginary force over which nobody has any control. Often those designers are their colleagues. So in criticising the system for any shortcomings, the customer service representatives are in effect criticising their fellow employees and by extension, the company itself.

4. Listen to customer feedback relayed by the front line employees – For the most part, customers actually want to help service providers to do better. They don’t give their feedback so it can be ignored and disregarded – they would like it to be acknowledged, followed up and acted upon. No doubt most front-line employees would also like to think they are being taken seriously – but often I think there is an element of “shooting the messenger” which dissuades employees from raising genuine customer feedback and criticism with their managers.

5. Give customer service teams clear parameters to exercise their discretion – I understand that organizations require consistency, and they also expect adherence to operating guidelines and protocols. However, it gives me very little pleasure to have to go over the head of a front line employee to speak to a supervisor or team leader, who then ends up making their subordinate look ineffective because they have the “power” to reverse that erroneous charge on my bill. Rather than forcing customers to escalate issues in order to get attention from further up the chain of command, how about providing front line teams with more individual discretion as to how they can resolve customer complaints? I once heard of a major hotel chain that empowered front desk employees by granting them a program and quota of refunds, rewards, upgrades, discounts which they could allocate and award as they saw fit to address guest issues.

6. Learn to be more customer-centric, not product-led – So many service providers like to believe they focus on the customer. In fact, we know that customers are managed according to the products they purchase and the services they subscribe to. How often are internal systems jargon and inward-looking product terms used as a justification for a particular client outcome? To me, this demonstrates that many organizations are not interested in serving their customers – they are often rigidly organised around product processes and internal systems.

7. Don’t expect customers to train customer service staff (and certainly not for nothing) – Finally, we know that many organisations record in-bound customer calls. Sometimes, they bother to listen to the recordings. Occasionally, they might even contact the customer to seek more information. But rarely, if ever, do they contact their customers to say they listened, they heard and they did something about the issue. Sure, feel free to use my customer feedback for “staff training and coaching purposes”, but please give credit where credit is due. A voucher or a discount off my next bill would be a nice gesture!

While most retail markets are competitive, and customers have at least some choice between providers, the reality is that we all need access to gas, water, electricity, telecommunication and banking services. All of these sectors are highly regulated (and in some cases they also enjoy government protections), which by necessity reduces the amount of choice. Wouldn’t it be nice if these powerful and monopolistic companies used their enviable market position to benefit their customers, rather than taking them for granted?