Comments

Sometimes you want to be irreplaceable, but not always. See the article "Do you really want to be indispensable?"

http://www.johndcook.com/blog/2009/04/22/being-indispensable/

Posted by John Cook at June 12, 2009 9:42 AM

Steve, unfortunately, far too many people apply only one half of your equation and do so in totally the wrong way: they give you a true, one-of-a-kind, very memorable experience... one that is so horrendous you can't forget it -- or stop talking about it.

Some studies I draw upon indicate that the average satisfied customer will tell one or two people at most about their encounter with you; whereas, a dissatisfied customer will tell 8 to 10. I believe the latter number to be the grossly outdated one, as websites, blogs, e-mail, etc. now make it very easy and quick to tell COUNTLESS people. If you're behind the 8-ball in this area already, all the more reason to give the customer a "WOW!" encounter. Tom talks about "Work Worth Paying For." I add to that "Work worth inviting the customer to talk about."

How many times have we all talked about the idea that referrals by happy clients are not only considered the most credible form of marketing but the are by far the cheapest? Apparently not enough, because good customer service still seems to be the exception and not the rule for most companies.

Posted by Dan Gunter at June 12, 2009 9:55 AM

Redux:

"The squeaky wheel gets the oil." True, but it's also often the first to get replaced. Make sure your squeak translates to "WOW!" and NOT "Owwwww!"

It can be a pretty quick fall from top of the customer service mountain to the scrap heap below. Customer expectations are the gravity that will take you down with a single misstep.

Posted by Dan Gunter at June 12, 2009 10:01 AM

Maybe I just discovered a new business ailment: "Customer service dyslexia." Meaning, the difference between "Wow" and "Oww" can be as simple as knowing what to put first?

Just a silly thought that came to mind.

Posted by Dan Gunter at June 12, 2009 10:07 AM

"Steve, unfortunately, far too many people apply only one half of your equation and do so in totally the wrong way: they give you a true, one-of-a-kind, very memorable experience... one that is so horrendous you can't forget it -- or stop talking about it."

Too funny and so very true, Dan! I'm dying laughing over here! But what's really sad and annoying is that many people seem incapable of doing anything about it. Being ourselves is most certainly NOT what's always best. Being ourselves is often too easy--lazy, in fact. Striving to be consistently better is what's important, not to mention stepping outside of ourselves to meet the needs of others. This is the basis of good service: meeting people where they are, not where we are. On any given day, I could be not in the best of places, but the key is to remember our committment to Excellence which is always about others.

Posted by Judith Ellis at June 12, 2009 11:16 AM

Judith, I agree. We often talk about "Taking customers where they've never been before." That's an excellent idea and worthy objective; however, an applicable analogy is that two people can't take a trip together if they don't meet up to begin with. If you show them that you are truly interested enough to swing by and pick them up at their place, their interest level is likely to be a LOT higher.

As you said, though, we often want to take the lazy route, trying to go from OUR "point A" to the destination, not their "point A." We forget to pick up our traveling companion and end up somewhere down the road asking the stupid question "Now, WHERE did he go?" And to add insult to injury, we call them up and accuse THEM of being inconsiderate. Hello???

Posted by Dan Gunter at June 12, 2009 11:41 AM

Here's my semi-cranky take on wonderful customer service. Are you REWARDING it? Either as a boss or a customer?

I've helped a client for nearly an hour last Saturday night (from a bar no less). I work for a small tech company where we're all "on call". I walked the client thru her problem via email, explaining navigation, exporting options, etc for an important meeting she was prepping for on Moday. She said I was a "hero", I was a "star" as we emailed back and forth.

Never heard from her since. Not saying she's anything but normal. Just busy.

But remember in your own life, either as a boss or a customer, that rewarding/acknowledging the effort, perpetuates the effort.

Thank you notes to the boss, supervisor, your own colleagues, make all the difference in the world.

Posted by Glen at June 12, 2009 12:12 PM

Yes, Dan! Should we now give a plug and hearty thanks to Enterprise Rent-A-Car? They typically have good service and friendly people from state to state, not to mention they pick you up which makes your trip so much nicer. In a sense, you carry them along with you, as they have made your experience pleasant. You take the trip together. How's that for customer retention?

Posted by Judith Ellis at June 12, 2009 12:23 PM

"Thank you notes to the boss, supervisor, your own colleagues, make all the difference in the world"

I agree Glen - and hand written 'thank you' notes are the most powerful. Well done on your efforts to go the extra mile last Saturday - you can rest assured knowing your client will tell others of your excellence. Most importantly you know yourself it was excellence in action because we hold ourselves to phenomenally high standards. That's reward enough and by the way I also agree with you in that she is perfectly normal.

Posted by Trevor Gay at June 12, 2009 12:42 PM

Glen, not long ago I shot advertising videos for the Auburn University Hotel & Conference Center, along with their Ariccia Lounge & Restaurant. The moment I first walked in the hotel, I was greeted by a very courteous desk clerk. She was the only one at the desk at the time. When I told her whom I was there to meet with, with a big smile she said "I'll be happy to take you to his office." She left the desk and escorted us to his office, which was easily within eyesight of the desk. She could have just pointed it out, but she went beyond that. As we were walking to the client's office, I mentioned to my fiance' (videographer's assistant du jour) "Never point. Escort. Shades of Ritz Carlton!" Later, I discovered that the hotel had once been under the management of Ritz Carlton. In the ensuing conversation with the manager, I mentioned this desk clerk's behavior. He pulled out his Ritz Carlton "Credo Card" at the same instant I was telling him I had a couple right there in my briefcase, which I refer to often myself.

I made it a point to not only call back and mention this desk clerk's actions again, but to put it in writing also, in hopes she would get to see it herself. Perhaps this IS "business as usual" at that hotel, but I felt it important to actually make sure she knew that how she treats customers is noticed and appreciated.

There's nothing wrong with a pat on the back for good customer service. In fact, it can often outdo the old paycheck when it comes to keeping employees interested in providing world-class service (which sadly isn't worldWIDE these days.)

Posted by Dan Gunter at June 12, 2009 1:10 PM

I had just finished registering with my wife at a quaint hotel in Rotenburg Germany. The Maitre'De approached and asked if we wanted reservations at the restaurant.

I have no idea exactly how she did it. I felt like she was talking to someone who was incredibly important. Someone who really mattered to her and it was critical that she get the answer to her question right, for my sake.

I almost looked over my shoulder to see to whom she was talking. My wife later mentioned the same kind of feeling.

I doubt I could have done what she did. If I tried to do what she did, I would have not only failed, I would have probably driven off the customer.

I believe this is another skill that has to be learned by the average person. I suspect just telling people to give "memorable service" might not always result in the desired effect.

Posted by Bruce Benson at June 12, 2009 11:21 PM

Thank you Steve for your blog entry. I treat all of my clients as delighting them in actuality. If you delight your customer, you will delight all of the stakeholders (crew, business owners, etc.). Sometimes is's vital to convey the message for the client to deal with his / her own clients in such a relevant form.

The patient-doctor relationship is a good example. They have this maxim, "first do not harm" (from "primum non nocere"). This maxim is now used in many fields of managements and technology.

This is so to begin with. Incidentally, many physicians, as once Strategos chairman stated, "...patients get treated in hospitals as if they were being punished..."

Gamel, who is an American holding a professorship and management lab at London's Business School, communicates that "customer care" requires great optimization all across any industry.

Patients (clients undergoing ailments and sicknesses) want mercy, dignity, respect, and--above all--lots of listening mode from the "professional provider."

Because of several own personal experiences in dealing with my own loved ones, I have unambigously noticed the grotesque violations of The Hippocratic Oath. In Great Britain they institutionalized an "evolutioned" version of said Oath in a very wise mode.

The relationship between physicians and patients has become appaling and it's also revealing of what is happening between (a) the one that renders the service, and (b) the one that is serviced.

Again, even in mission-critical intensive care unit cares you see some grave violations of ethics, principles, and morality. Not all MDs but some are terrible. I have worked extensively worked with the medical community in four countries, including the U.S. and Canada.

As you used the medic-ill one's metaphor, I having a hight respect for the great majority of doctors. What is happening in hospital (much before all of these global crises) is becoming almost an universal pathology in every organization and business.

Yes, in order to do what you suggest, it's a great challenge, especially these days.

Posted by Andres Agostini (Andy) at June 13, 2009 12:52 AM

Steve, that's great advice for people as well as brands. In fact, I strongly believe that the ONLY way for brands to become irreplaceable is to make each customer interaction special.

While defined processes are a great way to ensure a certain level of experience, nobody can replace the "person" the customer interacts with. If organisations can enthuse their people to steep every interaction in their individuality (in a positive manner, of course), that would be a huge competitive advantage. However, it's unfortunate that many organisations tend to discourage individuality out of a fear of "non-standard experience." I understand it's delicate balance, but individuality is a trait that lends itself to beautiful expressions, and more importantly, irreplaceability.

Posted by Subir Ghosh at June 13, 2009 8:34 AM

Great comments - thanks. On John's point about not being indispensable ... My take on being irreplaceable is different than the idea of making yourself indispensable on the job because you own proprietary information. A We relationship, which is built on a series of relationship-building encounters, ends up with something quite the opposite. The idea of being irreplaceable in an encounter is a way to have the other person value you, see you as unique, and feel that a We relationship with you is forming.

Posted by Steve Yastrow at June 13, 2009 8:39 AM

Great comments all. One of my own examples of being irreplaceable (from a customer's perspective) is a gentleman I bought ALL of my vehicles from about 15 years or so ago. He worked for a Ford dealership in Auburn, AL. Whenever I was ready to buy a vehicle, I did not think "Ford Explorer" or "Lincoln Towncar," my first thought was "I need to call Crew and see when he'll be at the dealership." I knew he would help me find the right car, get it at a fair price, and make the process not only painless, but downright fun. That all started on an occasion when he and I discussed getting a Lincoln Towncar. He convinced me to buy a program vehicle. On the day he had three different program Towncars delivered to the dealership for me to come look at, we had a death in our family. I was going to have to travel out of town late that night, but I also felt that our existing car might not make the trip safely. He invited me to come by. It was late evening. The dealership was closing in a few minutes. He said "I'll wait and take care of you." I went to the dealership, picked out on of the three cars (a very nice one, I might add, although he'd lined up three gems -- all great deals), and he said "Just take the car on your trip, it's covered by our insurance, and come see me whenever you get back into town next week."

He left that dealership a couple of years later. So did my business. Whenever I needed a new vehicle, I just called him. It didn't matter where he worked. I didn't buy cars from a dealership, I bought them from him. He was truly irreplaceable for that dealership, because I know SEVERAL other people who did the same as I did and continued to trade with Crew as though he WAS a dealership in and of himself.

That, is what I think about when I think about Steve's message in this blog entry.

Posted by Dan Gunter at June 13, 2009 11:17 AM

This is so true, Steve. More than ever we need to be reminded this and strive to be irreplaceable. I've heard many people say, begrudgingly that we are all replaceable. But the more we strive to be irreplaceable, the more we will be.

Posted by Tim at June 13, 2009 3:31 PM

I have mixed feelings about this. I think there needs to be a resolution between individual and team/org here. As an individual I want to live up to that Brand You be irreplaceable. The manager in me wants a team that grows together and gets a sense of security and growth from the team being better - Perhaps it's the language or the way I am reading it but this stuff comes across as a bit me me me.

I don't want people to strive to be irreplaceable I want them to strive for excellence that is repeatable across a team, a department or globally. Irreplacable for me talks to competition with your peers - excellence talks to cooperation and mutual growth.

Posted by PaulH at June 14, 2009 3:07 AM

Paul, I was struggling to articulate the same point. You have done it much better than I could, so thank you.

Posted by RobCH at June 14, 2009 6:02 AM

Be Memorable ...

http://www.youtube.com/watch?v=nmvTIs1yTC4

To be 14 again.

Posted by C Love at June 14, 2009 6:41 AM

Paul - My experience shows that people can actually be part of a team very effectively when they are letting their own personality and uniqueness come through. Kimpton Hotels has a very strong set of shared beliefs among its 6000 employees. (I met with hundreds of them) Management had claimed to that, "We want people to be themselves on the job. We don't want them to leave their personalities at home." I thought maybe this was just management talking, patting themselves on the back, but employees echoed this sentiment consistently.

It reminds me a lot of jazz improvisation. If we all share an understanding of the underlying song structure and have shared idioms, we can all improvise in a way that is personal, yet blends with the whole.

Being yourself does not mean freelancing. It means expressing your company's brand story in a way that is sincere and genuine to you. Otherwise, you won't seem sincere and genuine to your customer.

Posted by Steve Yastrow at June 14, 2009 8:01 AM

Dan -

Your point about "Out Point A" vs. the other person's "Point A" is a good one ... see pages 53-55 and page 81 in We ... love to hear more from you on that.

Posted by Steve Yastrow at June 14, 2009 8:04 AM

Rereading comments again ...

Subir nails it. Perfect.

Bruce ... is the way to train memorable service to encourage employees to interact irreplaceably?

Tim reminds us that we can be irreplaceable if we strive to be, and that helps us not be "generic."

Andres - thanks for the health care connection. Relationship-building perspectives work wonders here.

Judith - Interesting perspective (as always), but isn't one of the ways to get people to be better, and not lazy, to have the best part of themselves come through?

If anyone wants to chat more about this, please get in touch with me through my website. Love to connect.

Posted by Steve Yastrow at June 14, 2009 8:14 AM

Yes, Steve. But love, and by extension Excellence, may be a far better motivator than seeking to be irreplaceable which to me has deep roots in me-ness, as Paul suggested. It's by far too narrow. Inspiration comes from without. It is others who inspire us to give our best and be our best. It is not a well that springs from within, though the desire to be forever better does. That which inspires often comes from what exists and exhibits already in others. We find what is possible often through external means. The same is true for products and services.

If we are busy trying to be irreplaceable, our focus is on us, not others. How do we then know what's needed? How do we better serve? Plus, this inward focus becomes self-serving and stale very fast! But when our focus is outwards in ways that really serves, we are indeed distinguished because we are forever seeking to meet the needs of others through better means. Our energy shines through our attitude and actions which finds irrepressible ways to serve.

Your jazz analogy is an interesting one, as it has a basis in being and interpretation. Both we bring rather naturally. But it's structure that shapes or destroys these. If by being irreplaceable you simply mean that we do not become clones, but those who bring their particular styles as Miles or Mingus did this I can appreciate. But within this is also the possibility of personalities leading as opposed to products and service. This is distasteful and I think that this notion of being irreplaceable probably leads one more readily to pure personality. Miles and Mingus were great, but presumably prima donnas.

Thanks for your words here, Steve. As you know, I loved both We and Brand Harmony.

Posted by Judith Ellis at June 14, 2009 9:11 AM

Being irreplaceable does not entail supplanting others. Rather, it's about making a unique, individual contribution to the whole. In fact, it's about the whole being the sum of its parts.

As an analogy, imagine two restaurants. Both serve the same dish. Same ingredients. Cooked the same way. Both provide timely service in a comfortable atmosphere. So what is left to truly differentiate one restaurant from the other? It is the added, special touches. Nowhere can a "special touch" be more noticeable than in the service itself (i.e., people.) While there are certain elements of "above and beyond" service you can train all of your people to carry out, each member of the team should be encouraged to add his or her own brand of zeal and passion. In fact, it's unavoidable that personality WILL come through -- one way or another. Do you want that to be in a negative way, or in a positive way?

The best way to encourage each member of the team to bring his or her best to the table (no pun intended) is to recognize and reward their unique positive contributions. Even if the pay, benefits, and tips are great, few people (if any) want to be seen as merely one of the team (as in "just another waiter or waitress or whatever.")

Moreover, if the experience is positive AND unique each time, you further set yourself apart as a business. I will agree that there may be limits to just how far "unique" goes -- personal touch and bizarre are two totally different things. And there are usually some parameters (failure points, if you will) that need to be taken into account. In general, though, it is more than possible to be irreplaceable AND fit in with the culture and grand scheme of things, assuming it's a culture you WANT to be a part of -- if it's not, then the odds are good that working to make yourself "irreplaceable" will make you either a shining example or a martyr.

Posted by Dan Gunter at June 14, 2009 10:40 AM

Dan's words undoubtedly have essence. This is clear. But I think that they are not also really germane to my or Paul's points, though perhaps closer to what Steve is referring. No one argues that our "zeal," "passion" or personalities will not come through. No one argues that each will not bring what he or she has to offer. These are inevitable.

Considered in the comments is the impetus for Excellence: why we do what we do and the method of arriving at such. I believe the term to be too narrow for the enormity of team building implications. Excellence, for example, is expansive and inclusive. I also believe that love is the impetus for Excellence. Being irreplaceable smacks of self-interest and self-love, not of the team.

Motives always come through in how we do what we do. We should want it to be known that we sought to be Excellent in service and production and not merely to be irreplacable, though the outcome may be being irreplaceable through continual individual and collective effort. Perhaps if our best isn't good enough maybe we need replacing or re-assignment.

Speaking of "supplanting," Paul's comment on competition has relevance and is often played out in a scenario of whom among us is the best or gets the reward, promotion, recognition, etc. By the way, the concern with the term for me is not about not recognizing and rewarding accomplishments, but about why we do what we do in team building.

Posted by Judith Ellis at June 14, 2009 1:18 PM

Great post, Steve. I got that early from one of my first clients. He told me that one way he'd know that it was successful engagement was if the people in his company saw me as one of them.

Posted by Wally Bock at June 14, 2009 1:28 PM

"He told me that one way he'd know that it was successful engagement was if the people in his company saw me as one of them."

This is beautiful. But some how it does not fit within the irreplaceable scenario for me. Perhaps I'm missing something, really.

Posted by Judith Ellis at June 14, 2009 1:51 PM

Steve,

Just some quick questions. Many of the younger generation in America are classifying themselves as "socialist libertarians". Younger crowds, from what I'm reading/understanding, largely believe the Republican party is done and they "want" the government to take care of many of their needs. They don't appear to be as greedy or hungry as many of the past corporate mongers.

Being irreplaceable, while somewhat of a pipe dream, seems like more fodder from the old regime of management principles and guidelines of work hard and make sure everyone notices.

Does this apply to a younger generation that is largely satisfied with socialist libertarian principles? I'd like to know how?

One other question based on a debate I saw this morning (CNN). Is Obama more celebrity than leader? Is this what America, from your perspective, is more interested in having come out of the White House? I like Obama as a celebrity, but I believe government is steering us in the direction of socialism. Therefore, will I really need to behave as irreplaceable; especially when the government is committed to taking care of me anyway.

Posted by The Joker at June 14, 2009 3:19 PM

Everyone is replaceable! This is another reason the term has little value for me.

Posted by Judith Ellis at June 14, 2009 3:37 PM

Judith, I am not disagreeing with you at all here. Rather, we might be using the term "irreplaceable" a tiny bit loosely. Yes, everyone IS replaceable, although not with a 100% duplicate contribution to the team. I think you and I both agree that even (especially?) in team building, the unique contributions of each member is the real source of the team's strength. In the absence of such diversity, all you get is "groupthink," which is akin to just having a bunch of extra hands.

Perhaps for lack of a better/simpler term, what we're all getting at here is the idea of making your contribution to the team so positive -- so uniquely special -- that losing you would stir comments like "Losing her was a huge loss to the team" as opposed to something more like "That's okay, we can always just hire a replacement."

Posted by Dan Gunter at June 14, 2009 4:27 PM

Dan - Disagreement is totally okay! :-) But I think I have said all I need to say on this subject. Thanks for your word here.

Posted by Judith Ellis at June 14, 2009 6:35 PM

Powerful, yet simple advice Steve! I have featured your post in my weekly Rainmaker 'Fab Five' blog picks of the week (found here: http://www.maximizepossibility.com/employee_retention/2009/06/the-rainmaker-fab-five-blog-picks-of-the-week-2.html) to share your thoughts with my readers.

Be well Steve!

Posted by Chris Young at June 14, 2009 11:08 PM

Over the years I have seen a number of irreplaceable "top talent" people leave teams (usually to progress their career within the same org). Typically everyone panics at that points - however in virtually all cases someone stepped out of their shadow and became a star.

To me "irreplaceable" should be one of the outcomes of excellence and individuality but should not be the goal.

In management planning "irreplacable" is considered a risk red flag - especially in today's climate of sustainable business. Dan's example at the Ford dealership is an example of this type of failure.

I completely agree with the sentiment of unique, excellence and striving to be the very best and different - I think Irreplaceable is the wrong word.

Posted by PaulH at June 15, 2009 3:57 AM

Do your people get enough sleep?

The first thing to suffer with lack of sleep is mood- optimism, ability to rise above irritations, that sort of thing.

After a few more hours of accumulated sleep debt, motivation weakens. The ability to go the extra distance becomes harder to accomplish as the brain struggles with the disorganization that comes with limited downtime.

If your organization wants its clients to pay top dollar for top service you should ban late-night messages, chase staff away from their desks early enough that they'll be home in time for dinner every night, don't ever send them coach on the red-eye for a next-day meeting.

When a genuine crisis comes, they'll have the reserves available to rise up and astonish.

Take care of your humans and they'll take care of you.

After all, in this tight labour market, don't you want to be an irreplacable leader?

Posted by Lois Gory at June 15, 2009 10:08 AM

PaulH, I can see how my experience with the Ford dealership might be considered a failure, which maybe it was in some respects; however, from my perspective it was not an issue of a failure on the dealership's behalf at all. In part because I never considered myself to be dealing with "the dealership." I was dealing with an individual. In essence, to me he WAS the dealership. And he made them look damn good by proximity, one could easily say. It's quite possible that the other sales people there since have done just as good a job for other customers, but I (and others) saw fit to stick with what (or more appropriately "who") does a good job for you.

My feeling on the matter is that human beings ultimately conduct business with other human beings -- not with the company itself. In the grand scheme of things a company or organization exists as a means of making a reasonable profit by way of facilitating transactions between people. Think about the word "organization." The root is "organize." A verb. An action. Companies/organizations do not create themselves or run themselves. People do it. Living, breathing, human beings. All the more reason you should recruit, hire, and train superstars. Including the lady that answers the phone -- the very first contact some people have with a company. As Andy Andrews describes it, "She's NOT just the lady that answers the phone. She's the 'Director of First Impressions for the Company'." I may not know who the owner or CEO is for a company, but I sure know how the phone got answered. And I know how well I was treated by each person (or all the people) I had to deal with. So yes, build a team of superstars all. That doesn't mean ONE superstar, it means each and every link in the chain needs to be strong.

In the case of the Ford dealership, they organized the products and tools for selling cars, but it was Crew (my sales guy) that made the transaction either happen or not happen. Their mistake was not doing whatever it would have taken to keep him on their team. Sure, he was replaced by another salesman. But I wasn't interested in a replacement salesman. I was interested in being able to count on the unique, personalized service I knew Crew provided regardless of where he worked. I know the guy well enough to know he would not move to another dealership unless he felt certain he could continue serving his clients with the same level of service. I could take a leap of faith and go to another dealership hoping to deal with a good salesman, or I could let Crew be my guide. I chose the latter. And not once have I been disappointed.

Was Crew "irreplaceable?" That could be argued both ways. It could be said that the dealership should figure out how to make all encounters with them that good, in essence making it feel to the customers that it is the experience of dealing with them as a whole that is irreplaceable. Is "irreplaceable" even the right word? Well, if you're trying to develop a sense of loyalty, I'd say the feeling of "irreplaceable" had better be a factor somewhere in the equation. One could go for something like "memorable" or "unforgettable," but both of those words convey a sense of something in the past. "Irreplaceable" conveys a sense of now and forever -- permanence.

To me, life is too short not to have a few things you can count on.

Posted by Dan Gunter at June 15, 2009 10:33 AM

"Irreplaceable" conveys a sense of now and forever -- permanence."

Dan - The only word that matters here for me is the immediacy of "now." Things are constantly changing. We are constantly changing--the core of which is love and Excellence. This is a shallow word for the larger context.

Posted by Judith Ellis at June 15, 2009 10:57 AM

Indeed things are constantly changing. Such is the world and life itself. But if I am only thinking of "Now," I run the risk of trying to gain the maximum benefit today at the risk of killing the goose that lays the golden eggs.

Let's say I have money in my hand. "Now" thinking tells me "Now I can run out and buy that flat screen TV." But if I'm patient and don't really need that TV today, in six months the same amount of money might buy the same TV and a BluRay DVD player. For me, the "larger context" involves investing myself, my energy, and my resources in a way that I can both enjoy "now" and in the future.

"Things that matter most must never be at the mercy of things that matter least." -- Goethe. I guess "what matters most" is purely up to the individual. Not to say that it is wrong for someone else to feel differently, but what matters most to me is balancing "now" with the reality that what I choose to do now affects the outcomes and conditions I will have to live with tomorrow.

Posted by Dan Gunter at June 15, 2009 11:19 AM

Dan - if you wait another 6 months you could probably buy the next generation TV + blue ray + some surround sound speakers and a few discs. Or (I hope not, but...) you might have dropped dead in between times. When is "now" and when is the future?

Lois - it may be night where you are but where I am...

Irreplaceable? I'd prefer to be remembered for being part of a fantastic outcome.

Posted by Mark JF at June 15, 2009 11:37 AM

Talking of one half of the equation, I remember some years back when I was heading the public services function at the Victoria & Albert Museum I was walking through the galleries and saw one of our warders (custodians) chatting animatedly to a couple of visitors. "Great" I thought, "friendly, helpful, personal interaction with our customers. I'll listen in and later give a pat on the back." So I got nearer, and as I rounded the group I saw that the visitors' eyes were staring in a sort of hypnotised Ancient Mariner fascination. It was indeed personal, as encounters go; the warder was giving a lengthy, detailed and highly graphic account of her recent hysterectomy and its after-effects. Individual, undoubtedly. Unforgettable, certainly. Excellent, well, let's just say TOO much information. There's a matter of judgement and appropriateness in all things, and what may work in one context or with one customer may be way off in/with others. Uptight person that I am, if I go out for an intimate dinner a deux, I'm not really enthused by the waiter/ress trying to make it a menage a trois.

Everything evolves. What or who we think is irreplaceable one day is redundant the next. In my view the most risky assumption we can ever make is that we have become irreplaceable.

Posted by RobCH at June 15, 2009 11:44 AM

"Indeed things are constantly changing. Such is the world and life itself. But if I am only thinking of "Now," I run the risk of trying to gain the maximum benefit today at the risk of killing the goose that lays the golden eggs."

Hence, the stabilizers love and Excellence used above of which the necessity of these: openness, wisdom, skill, discipline, curiosity, innovation, humility, deference, leadership, training, hope, etc.

Love and Excellence are also powerful guiding forces.

Posted by Judith Ellis at June 15, 2009 12:20 PM

"... the most risky assumption we can ever make is that we have become irreplaceable."

That's very true. That's why we should strive for it an ongoing basis and never assume we've actually achieved it. Ongoing personal growth and development. I don't think that the person telling the hysterectomy story was working toward the sort of experience Steve is trying to encourage us to. If she'd been talking about the displays, their background history, etc. and perhaps even sharing her own opinions and impressions of them, THAT would be more befitting of what we're talking about.

I'm reminded of a guy at Disney's MGM Studios making balloon animals for the kids. He could have just made balloon animals, but he also told the story of how the character Pluto came into existence, got his name, etc. Was that something he was taught? Most likely it was. But what really stands out is the fact that before he started his act, I was waiting on all the family to return from a bathroom run. He was just standing on the sidewalk near me before his "performance." We somehow struck up a conversation. I could mention something about the park, its history, etc. and he was full of fun and interesting facts about all of it. I got the very distinct impression that nobody told him to go out into the park 30 minutes before his performance, find a guest, and strike up a conversation. That was obviously NOT part of his "routine." But he sure made himself and that day memorable. I still remember his name badge: "Andy Mation. Balloonimator." Incidentally, I wound up being part of his routine. He talked me me into getting down on all-fours and howling like a dog. How many folks would any of us do that for? Especially in a crowded place like a Disney theme park?

Perhaps Andy Mation is replaceable. But to us he wasn't. It's the positive impression you make with the teammates and customers you deal with that is the essence of what we're talking about here, not really whether or not you're actually "irreplaceable" in the technical sense. I guess neither of us thought it important enough to bring it up, but I have no clue as to whether Andy Mation had ever undergone a vasectomy.

Posted by Dan Gunter at June 15, 2009 12:22 PM

"It's the positive impression you make with the teammates and customers you deal with that is the essence of what we're talking about here, not really whether or not you're actually "irreplaceable" in the technical sense."

So, are we now divorcing the individual from his actions which I thought was the basis of the post? The essence here is that an individuual should be irreplaceable, not merely what they do, as I guess any gesture could be copied. This is the reason I initally addressed the issue of intentions and motives. From this comes the necessity of what and why we do a thing which focuses outwardly instead of inwardly with regards to products or service. Seeking to be irreplaceable focuses inwardly.

Posted by Judith Ellis at June 15, 2009 12:31 PM

Again, Dan, I appreciate the Goethe quote (He's a favorite) and basically your words. But they do not for me address this faulty sense of "permanence" and "forever" (God, help us!) that you wrote of which is essentially this notion of being irreplaceable.

Everybody and everything is replaceable.

Posted by Judith Ellis at June 15, 2009 12:48 PM

Everything we do (outwardly) is driven and guided by our intentions, thoughts, and motives, which originate and are controlled inwardly. There is no way to divorce the two, although we often falsely assume we can... and end up wondering why the results don't fit our expectations. That space in between intention and action is not a vacuum. We just act like it is and foolishly ignore what occupies it.

If my inward drive is to make myself seem irreplaceable by means of creating experiences that others perceive as irreplaceable, then we all benefit.

Posted by Dan Gunter at June 15, 2009 12:54 PM

"I don't think that the person telling the hysterectomy story was working toward the sort of experience Steve is trying to encourage us to. If she'd been talking about the displays, their background history, etc. and perhaps even sharing her own opinions and impressions of them, THAT would be more befitting of what we're talking about."

Dan, very much the point I was trying to make.

Posted by RobCH at June 15, 2009 12:59 PM

I think not, Dan. It's all about how we begin a thing and how that thing ends. If I begin with the idea of being irreplaceable my outcome will probably be focused on what keeps ME situated. What keeps ME is a position or place. It's sort of like politicians and judges that have to run for office based on campaign financing. But if I have honed my skills through the constant desire to be better for the service and products that I provide for others then the outcome is more likely to be what is best for the team and the company as a whole.

The biggest problem that I see with so much of what we do today is that we are more concerned about us to the detriment of present or future causation. This is the reason we are right now in the big financial global crises. The products and services were so ME-oriented that be damn with what follows. I knew this 10 years selling real estate.

"The space in between intention and actions" sounds like a good line. I like it. But as I see it this space needs to be filled with love and Excellence NOT being irreplaceable. WE ARE REPLACEABLE. This is a fact! PEOPLE DIE! PEOPLE MOVE ON! Our individual motives or intentions need be driven by externals what others need and not by internals, what is best for me. The drive needs to be how can I provide the best product or service, not on how can I become irreplaceable. Some may see this as a small distinction as we are the producers or products and service, but I think that is a valuable distinction.

We become relevant by what we do for others; when our gaze is external and not internal. We also produce better products and service. Otherwise, how do we even know what's needed or what to offer? We are much too ME-oriented!

WE ARE REPLACEABLE! LET'S START THERE!

Posted by Judith Ellis at June 15, 2009 1:21 PM

"If I begin with the idea of being irreplaceable my outcome will probably be focused on what keeps ME situated. What keeps ME is a position or place."

You're right, if you're solely doing it for yourself.

But if your version of seeming irreplaceable is about truly being of value to the customer and the team and NOT merely about self-preservation at the EXPENSE of the customer's and the team's well-being, we're talking about something altogether different. To even try make yourself "irreplaceable" to the team or to customers, you have to take the time to assess THEIR needs and what gaps you can fill in those needs. Thus you are of tremendous value. But don't just settle for being another gear in the machine.

I never want to be seen as a "commodity."

But I think I have said all I need to say on this subject.

Posted by Dan Gunter at June 15, 2009 6:07 PM

"But I think I have said all I need to say on this subject."

Sounds familiar. :-)

Posted by Judith Ellis at June 15, 2009 6:58 PM

To Judith's points ...

Judith is always insightful, and when someone, like Judith, whom I respect, is in a different place than me, it forces to me to think, discern and scrutinize what I believe.

But, I still believe it. Being irreplaceable, in my mind, doesn't "smack of me-ness" in any way. In fact, I am describing it as one of the important components of a true, interpersonal, relationship-building encounter. Consider the automaton waitress, leaving her personality at home, perfunctorily reciting tonight's specials. No me, no we.

Also, to Judith's point about focusing on the now ... I am writing about being present in the moment in relationship-building encounters. I am suggesting that we be irreplaceable in the moment we are in, right now. Judith, you always make me think, and re-reading your comments makes me believe in the importance of being irreplaceable, in the way I see it, even more.

Posted by Steve Yastrow at June 16, 2009 4:00 AM

P.S. I get to post at 4AM because it's actually 11AM in Paris.

Posted by Steve Yastrow at June 16, 2009 4:01 AM

MarkJF - "Now" is the moment you are in with your customer, fully engaged in the present, moving your relationship forward. I truly believe that the distractions that keep us from being present when we interact with others is the biggest obstacle to relationship-building encounters

Posted by Steve Yastrow at June 16, 2009 4:03 AM

"In fact, I am describing it as one of the important components of a true, interpersonal, relationship-building encounter."

Steve - This is very nice, indeed. As I have read We and Brand Harmony, I see the above as being a real core to your way of thinking that I very much appreciate. There is also no doubt, as you well know, that I appreciate your entire body of work, including your blog. Loved your last two posts, by the way. I receive them in my inbox when written. Haven't been commenting as much lately but I usually read them. I'll pop in for sure and leave my thoughts. As always, Steve, thanks for your words.

Regarding your notion of "now," I believe and wholly accept it.

Enjoy your 17-day European odyessy! But it looks like from your post that you will not see Paris, this time. Safe Travels!

Posted by Judith Ellis at June 16, 2009 6:54 AM

"Irreplaceable? I'd prefer to be remembered for being part of a fantastic outcome."

Mark JF - Steve's comments made me go back and re-read them. Within many words, I found this beauty. Thank you.

Posted by Judith Ellis at June 16, 2009 7:09 AM

I am reminded of the team at Ford that totally upset the establishment's apple cart. They were so innovative that they led the creation and initial production of what is one of the biggest sellers in Ford history: the Ford Taurus (also marketed as the Mercury Sable.) As it turned out, they were such relative misfits within the Ford culture that within a year off the roll-out of the Taurus, almost all of the key leaders of that product creation team weren't even with Ford any longer. One could argue that all of them WERE replaceable; however, it is very questionable as to whether Ford has since experienced another such innovative and successful product roll-out. If they have, the chances are good it took some more rebels to come up with it. If they haven't, then I guess they WERE irreplaceable.

Either way, they sure left a legacy in the annals of Ford Motor Company history. The "Now" for them involved creating something that would not be fully appreciated for some time to come. They were all part of a "fantastic outcome." Had FMCo had a culture more like this team and recognized them as irreplaceable, there's a chance we'd have seen even bigger and better things from that team and the company since that time.

Still exploring this "strain of thought." ;-)

Posted by Dan Gunter at June 16, 2009 1:40 PM

Whenever the road forks and the one with the extra mile looks daunting, I think trying to be irreplaceable is a great way to egg us on. Steve, your post and the great insights in the comments inspired me to write a new post on my blog today
http://cwithc.blogspot.com/2009/06/extra-mile-is-where-wows-are.html

Posted by Subir Ghosh at June 18, 2009 1:17 AM

I'm thinking there are predominantly two kinds of businesses: marathon runners, and sprinters.

Marathon runners have the reserves to weather bad economic times and invest in new things.

Sprinters come out of the starting block to seize on a market opportunity (or create a totally new one fast.)

In an ideal world, cross-breeding the two would create a truly sustainable business. The kind of thing that would impress Tom Peters, no doubt. There just aren't many of those because it involves a combination of things that most people falsely assume to be mutually exclusive. They're not. It's just hard to be fast and light on your feet when you get fat, slow, lazy, complacent, and you're in an office that's so many floors up that you lose touch with what the world looks like right outside the front door of your corporate offices.

Posted by Dan Gunter at June 18, 2009 8:34 AM

Sorry if the above post seemed a bit off-topic. Sometimes comments like Subir's (thank you Subir) stir interesting thoughts. That is what we're doing here, isn't it? Thinking? I despise pure propaganda.

I like Senge's notion of "suspending our assumptions." Not meaning as in "putting a halt to them." Rather, like a willingness to suspend them from a thread in front of us and examine them. Individually, AND as a group. I love exploring this stuff. It's the kind of thing that keeps me awake at night and ultimately affects my interactions with clients and the bottom-line of my business.

Posted by Dan Gunter at June 18, 2009 8:39 AM