mindset

Disappointment and Breaking Trust

For years, I relied on SurveyMonkey for my consulting practice. SurveyMonkey changed the security process for members since they believed too many people were sharing their account access. I was blocked from my active survey results for 30-days. I used the same device to login but employed a VPN and therefore hit the trip wire of 10 different user login sessions, an automatic account freeze. Customer service finally released the lock-out on the final day of my annual billing cycle, stating their new measures were for my security but using a VPN was not acceptable, even if it provided me more secure access. I did not renew after 20-years of doing business.

National Rental Car charged me a one-hour late fee for returning a rental car before the return time listed on the contract. Since my inbound flight arrived early, I picked up the car a little earlier than expected, which reset National’s calculation of the time frame for a one-week rental. No associate mentioned the adjusted return time, so I was surprised to discover that an early return was deemed late and would trigger a fee. When I suggested I was curious about the circumstances and disappointed, I was told customer service would contact me, but nobody ever called.

United Airlines changed my schedule for a future flight, and a 90-minute layover is now 7-hours. When I attempted to change the itinerary, United tried to charge a fee to redeposit the award miles and rebook the ticket. I had done the work to find a more direct, less layover intensive itinerary option that required more miles (which I was prepared to use). United claimed I could accept the 7-hour layover option or cancel, but I could not change the ticket to a better itinerary. United’s website stated I was eligible for a one-time schedule change without a fee.

These are minor inconveniences. High-quality problems. But they break the cycle of trust and promise. I promised to do business with these organizations and choose them over others, even when their price is not the lowest. They pledge to honor my loyalty with some accommodations and benefits. I would rather they say, ‘you are a number, not a relationship,’ than the promise to do better and disappoint repeatedly.

What is the minimal viable group that you can serve and thrive? When we attempt to scale, the numbers might look great, but the opportunity to disappoint grows exponentially. Like a snow storm in May landing on trees in full foliage, the added burden may break the trust you aspire to build.

Road to Nowhere

Why travel a road to nowhere? Why does it even exist? Is somebody’s nowhere somewhere? Have you discovered that the scenic route often reveals new insights that the main road cannot deliver?

We’re on a road to nowhere
We’re on a road to nowhere
We’re on a road to nowhere -Talking Heads

Apparently the road to nowhere was worth a song. Perhaps it is worth exploration.

Is Your Purpose A Lottery Number

If we are committed to what we believe, we are willing to restate our purpose repeatedly. We are OK with the quick pick option if we consider it a game of chance.

Which core values are you not willing to sacrifice because they are fundamental to your quest? Which tactics are considered a roll of the dice? If we are not playing the same numbers in every drawing, then we should recognize the outcome does not matter. We have signed up for the adventure, but the work that matters comes with dedicated effort.

Not As Expected

At first glance, the scene we encounter might look coherent—a plane departing a runway. Then we recognize the plane is a shadow and the ‘runway’ is a street grid for new housing development. Just because it rhymes does not mean it parallels reality.

How might we remain curious when our first glance seems to confirm expectations? How might we adopt a mindset to make room for variable and serendipity? How might we uncouple past performance from future results?

Shock vs Encourage

We can shock potential clients into doing business with us by leveraging scarcity, networks, features and benefits, FOMO, etc. Most of these interactions tend to transactional. We can encourage a potential client and allow them to approach us when they are ready. We can offer, growth, significance, connection, clarity, and trust. Many of these engagements tend to be transformative.

Shock vs encourage. Shock is quick and reaches the decision threshold immediately. Encouragement takes time and investment and create alignment to inspire the work that matters. What type of work are we seeking? How do you want to fill your schedule and are you willing to leave blank spaces on the calendar until you find the right partnerships?

So Close

If we miss an opportunity, are the ones where it is inches or seconds from success more challenging to absorb than the opportunities that closed miles or days before we reached the finish line? Our raffle ticket being one number off the winning number. We felt potential success until the final moment. A missed flight where the aircraft is sitting at the gate or a race when a medal is lost by tenths of second. Technically, these end in the same result but our ability to be approximate to our goal can change our mindset. It can motivate us or undermine our morale.

How might we embrace the the journey and experiences we encountered along the way that serve as fuel for our next adventure, regardless of the results? How might we recognize the journey is not over, even when the itinerary is altered?

Your Standards

When you work on a project, what are your standards? Is starting sufficient to meet your expectations? How about creating a beta version? What if the deliverable meets the customer’s expectations but you decided not to complete upgrades that will maximize performance? Where do you stop?

When you operate an airline, is getting the passenger from departure airport to arrival airport sufficient? When does passenger engagement begin and where does it stop? What interactions meet an airline’s standards during the journey? What is the promise you make?

There is a remarkable difference between delivering for the customer’s standard and our own standard? It is important to know which one we have prioritized.

Helpful or Unnecessary?

When are our attempts to set others up for success redundant? Where should we allow for serendipity? How might we frame an opportunity without announcing the ‘moving sidewalk is ending, prepare to step forward?’ Do we need to sign every vantage point and are the moments that have been scripted as remarkable os those we encounter unexpectedly?

How might we allow for wayfinding without providing every adventurer the same script? Even the Wizard of Oz’s Yellow Brink Road presented numerous unexpected side quests.