#352: As a leader, you are always in discovery mode
How can you use the customer discovery process internally to improve your connection to the team?
In the product development mode, we are taught that going out and talking to customers and discovering what they want or need is essential. One of the sayings we are taught is;
Facts are found outside of the building
We ask them what problems they need solutions to and what their pain points are in their process. If they answer that the product must be red, we don’t try to tell them it’s only available in black.
America has a market-driven economy, meaning the more often you provide value to your customers, the better you do, the more profitable you are, and the longer you stay in business. That’s a pretty good formula.
We need to ask our leadership team: why don’t we treat our team members the same way as our potential customers? Companies spend billions on market research to attract and retain customers. They identify who the most likely clients are and what their lifetime value is. Furthermore, they also realize who aren’t their long-term customers and dismiss them in their marketing. It’s not a sign of disrespect; it’s efficiency. We only have so many marketing dollars; not everyone can be a customer. Focus on the most likely segment of the population.
Customer Discovery and Employee Retention
The customer discovery process, a fundamental component of the Lean Startup methodology, is traditionally associated with validating product-market fit and refining business models. However, its application extends beyond product development, offering valuable insights for team building and shaping a robust business culture.
In team building, the customer discovery process emphasizes the importance of understanding the target market and the team's diverse perspectives. By conducting interviews and actively listening to team members, leaders gain a deeper understanding of individual strengths, weaknesses, and aspirations. This information allows for forming cross-functional teams that capitalize on diverse skills, fostering collaboration and innovation.
Moreover, the customer discovery process encourages a customer-centric mindset within the team. Leadership is urged to empathize with team members, grasping their pain points and desires. This shared focus creates a unifying purpose, aligning team members towards a common goal and instilling a sense of collective responsibility.
In terms of business culture, the customer discovery process promotes a culture of continuous learning and adaptation. It encourages teams to treat assumptions as hypotheses, subject to validation through feedback and data. This mindset not only cultivates a culture of curiosity and openness but also reinforces the importance of resilience in facing challenges.
Effective communication is another aspect emphasized by the customer discovery process, essential for team dynamics and organizational culture. Clear communication channels, both internal and external, are crucial for understanding needs and ensuring that the entire team is aligned with the company's vision.
Leveraging the customer discovery process for team building and business culture involves embracing diversity, fostering a customer-centric mindset, promoting continuous learning, and prioritizing effective communication. By intertwining these principles, organizations can create a dynamic and adaptive environment that drives innovation and enhances the business's overall success and sustainability.
Don’t Assume
Leadership can’t assume they know what benefits are needed by the employees. They need to listen to them and be flexible as those needs change. Facts are found outside the boardroom by asking open-ended questions. Just as our customers’ demands evolve over time, our employees' needs also differ. Using 10-year-old statistics to build our employee handbook and benefits package may have worked in the past, but things change, and so should you.
Please remember that you can’t be everything to everyone. You can’t tailor your organization’s policies and procedures to satisfy every small concern. Your long-term team fits into your culture as well as you do into their way of life. Bending a knee to an employee who won’t conform to your way of working is not the answer. Just as your marketing messages go to your target customer, your HR and internal marketing messages to your team should speak directly to your preferred employee type.
In marketing, I refer to “Who is my Johnny.” John Lee Dumas promoted this concept on the Entrepreneurs on Fire Podcast. Who is your target customer? For example, my Johnny is a 33-39-year-old male business owner with sales of $500k - $1,000,000 annually. When we write our marketing messages and develop our future products, it is with Johnny in mind. Sure, there could be a Bob or Mary who will also buy our product in the future, but they might not like everything we offer. If Sue wants to add a feature that Johnny is not interested in, we don’t bother.
You can be as specific as you want when developing your definition of Johnny, the customer, but I was hoping you could think about your portrayal of Johnny, the employee. What characteristics do they have that match up to your defined company values? Do you have words that describe your business culture? Your benefits package can be developed if you hire with that definition in mind and continue exploring their wants and needs. Again, if Susy demands a specific benefit that Johnny doesn’t care about - you don’t bother. Focus on your Johnny because they are the employees who will have the highest value, be around the longest, and be part of your core team.
If you are struggling with either customer or employee discovery, connect with us at the Kole Performance Group! It’s hard work today but will lead to a better tomorrow.