Common Sense by Friday
One of the blessings of our digital age is the efficiency with which we accomplish tasks that used to take much longer to complete. With the push of a button, we can tally the day’s receipts, print out reports, or perform extraordinarily complex data analysis. Of course, all technology is a mixed blessing.
These innovations have also increased the pace of the world and therefore an expectation of the speed with which decisions can be made. This, in turn, has increased the pressure on those making the decisions. Lots and lots of decisions can be made quickly with the data in front of us. Do we need to order more inventory, for instance? Well, we can look at historical data instantaneously to help us make an informed decision. But what about decisions that require more contemplation and, by their nature, cannot be data-driven? Customer relations, employee development, and managing complex projects come to mind.
The menu-driven environment in which we are now immersed intimates that all decisions should be easy and from which we can escape should we make the wrong choice. But what about the decisions that take more time, require deep smarts, or simply the patience to let the issue percolate before speaking or taking action?
I feel for those new to the workforce who have come of age seemingly dependent on a set of menus to communicate with friends, make informed purchasing decisions and, of course, do their jobs. Increasingly, I hear from those supervising them that many struggle with day-to-day decisions that workplace veterans navigate as an everyday part of life. "Where is their common sense?" these managers ask, as if there is an expectation that it will arrive by the end of the week. But critical thinking and the confidence to act in non-menu-driven environments is the result of trial and error, patience, communicating with a diversity of people, and being genuinely curious about one’s surroundings.
Unfortunately, the technology that so many hail also allows those who choose to avoid possible discomfort, mistakes, and awkward situations to do so. Evidence is mounting, for instance, that many young people prefer to communicate electronically even when there is an easy opportunity to talk face-to-face or on the phone. Rather than growing thru argument and discourse, many simply remain quiet, or avoid the encounter all together. Sure, they might chat about it on-line, but only with age peers and those with whom they already have an affinity. Educators report that many written submissions now consist of compilations of data copied from the web rather than a synthesis of the information researched and read. Ask a student, "What did you conclude from all this information?" and many times you will get a perplexed stare in return. Place these young people in work environments that require constant discernment without computer assistance, and many become hesitant to act without specific instructions.
This behavior, of course, is not confined to the emerging generations. As those in the older generations adapt to the use of Smart Phones, iPads, and other wizardry, more and more of us will default to pressing buttons rather than going toe-to-toe with someone over an issue. But even those of us who do so have already developed a sense of confidence in our critical thinking based on the trial-and-error experiences with which we came of age. For those of us who have learned to think based on menu-driven options, I have to wonder what the future will hold.
SecondLife — Boomer Style
A research study prepared by the MetLife Mature Market Institute finds that early Boomers (those born between 1946 and 1955) plan to forgo traditional retirement for several years, some indefinitely. Although this is not surprising, the study provides some insight as to why this will happen.
The research supports the notion that Boomers are comfortable in their current positions and need the steady income for a few more years. Among workers in this group, currently aged 55 – 64 years, nearly 70% had white-collar jobs that paid more than other jobs and were less physically demanding. This will encourage many of them to remain in the workforce much longer than their predecessors. Financial obligations, depletion of retirement funds, and consumer debt are other factors contributing to this trend. Nearly 25% of respondents had an adult child or grandchild living with them, adding to their financial responsibilities.
Also according to the study, the labor force participation rate of these early Boomers is at a 15-year high (65.2%). By the time this group approaches age 70, fewer than half of those over the age of 65 will have retired, compared to three-quarters of them in the past.
Case Study
I manage a sales team of six for a sanitary supply distributor. We sell into many government and educational institutions in the region. Many of our customers are in their fifties and sixties, my sales team is as well. At least once a quarter, we’re seeing one of these customers retire. Every time, the person has been replaced by someone at least half his or her age. When my salesperson attempts to establish a relationship, he or she is met with a "Don’t call me, I’ll text you" sort of attitude. While each of these accounts has not represented a significant amount of business by itself, it begins to add up after a while. I also recognize that we have a number of larger accounts that will probably evolve this same way over the next few years. How do we get ahead of the curve on this?
Most every sales organization is going through this right now, or will over the next few years. As anyone, today’s young people are simply a product of the times in which they came of age. In this case, that means a digital environment. As in any case, to reach these new customers you must communicate with them on their terms. I understand that your people are in their fifties and sixties so that might add a bit to the challenge. But the faster your people and the firm in general embrace this evolution, the less painful and expensive it will be. Here are five critical steps I recommend for getting ahead of the curve, as you say:
Ensure that your suppliers are supporting you. Do your manufacturers provide product specifications and other important information on their websites? Is the information up to date? Is it easy to find? When your customers contact them directly, are they referred back to your firm? Make a list of all the information you think your suppliers should be providing, and then work with them to ensure that it’s there and easily accessible.
Build or update your website so that your firm and its offerings are well represented online. As much as you want adequate support from your suppliers, you want your website to work flawlessly as well. Are the links, products and manufacturers up to date? Are all staff contacts current? Is the site aesthetically pleasing? Don’t know? Contact a selection of your best customers and ask them to critique it. Consider its navigation. Does it make sense? Is it intuitive? (Hint: Ask your marketing people to design the navigation and appearance. Then have your webmaster design it to those specifications, not the other way around.) As time progresses, a firm’s website will become the default showroom for all those who do business with you and those who are shopping around.
Ask your customers about their preferred way to be contacted. This includes everyone. While we tend to assume that young customers only prefer digital contact, this may not actually be true. At the same time, some of your older customers may be waiting for you to improve your digital presence. You don’t know unless you ask. Asking about preferred means of contact should be a standard part of all new customer acquisitions.
Offer resources that will provide information and maintain customer engagement at the same time. While many young customers prefer to minimize voice contact with salespeople, they are also new to the business and its terminology and practices. Herein lies your opening. You and your veteran salespeople possess a wealth of information about products, practices, and all the nuances that go with purchasing and servicing. While they may need to learn this information, they may be hesitant to ask for help, not wanting to appear foolish or unprepared. Ask your salespeople to send them periodic links to critical and little-known resources. This will give them more reasons to stay in touch.
Provide monthly updates with tips and insights. Offer webinars and tele-seminars on specialized topics that you know young people would want or need to know. You may never get an official thank you for providing this information. But people generally remember where they got good information and tend to favor those people when purchasing goods and services.
Continue to contact all customers. Just do it digitally. After you have discovered how different customers prefer to be contacted, send out regular e-mails reminding them that you exist. Always include a resource such as a link, an announcement about a webinar, a newsletter, or maybe a link to an article pertaining to them. Don’t worry about sending too many, just make sure each one is worthwhile. With the number of e-mails we all receive, most of us have become adept at managing our in-boxes.
For resources on the how emerging generations are transforming our selling and customer services processes, please visit the Selling & Service page of our website.
Coffee, Tea or Wi-Fi?
If you’re looking for a reward that will motivate your Millennial employees, consider gift cards to businesses that offer free wireless networking (Wi-Fi) access. A recent study by Wakefield Research found that 75% of Millennials (between the ages of 17 and 29) say they prefer Wi-Fi access to coffee or tea. Most respondents spend more time entertaining themselves with their wireless devices than watching television. Those who watch TV use their devices in tandem with their television viewing. Millennials also feel that wireless access enables them to better stay in touch with friends and family.
Although Wi-Fi allows one mobility while maintaining Internet connectivity, it isn’t always accessible for free. Some cities offer free Wi-Fi Hotspots such as downtown Denver’s 16th Street Mall, or within the entire town of Parker, CO. Businesses such as Panera and Starbuck’s also offer free access. So go ahead and purchase that gift card as a holiday bonus for your Millennial employee, but make sure that the business provides Wi-Fi service. Your gift will be much more relevant and better appreciated!
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