In the very busy world in which we all live, where Customer expectations, both internal and external, are continually rising, ensuring that Customers are served well and satisfied with our products & services is not a simple task. However, Customers don’t serve themselves, the company doesn’t serve the Customer either, it is people that do the job.

Clearly a good (maybe even a great product) sold at a competitive price is very important for ensuring the viability of the organization. However, there is a higher (than we would like) probability that the Customer will leave for "greener pastures" when another organization offers better product or better price, or both. Customer satisfaction and loyalty is principally founded upon the strong relationship forged between people in the supplier organization and the people in the buying organization.

Unfortunately, in some organizations, it takes "almost a disaster" i.e., increased loss of Customers, increased complaints, major deterioration in margins, loss of good people (often to competitors), higher staff turnover, low morale, etc., before the leaders’ get the message that people "buy" from people. When they do get the message, they’ll start "shotgun training" with a vengeance, espouse the virtues of an on-going learning environment, coaching & mentoring, relationship development, good communications, etc. Most employees, for the most part, are thankful for any kind of knowledge acquisition and skills development opportunity that they can get. Afterall, many have been toiling away, often for years, without anyone listening or paying attention to them.

The shotgun approach does generate results, the "blast" touches many things – some helpful, some not. In addition, the shotgun approach is visual proof that leadership is trying to do something that is meaningful to all stakeholders.

In a sense, this activity represents both good news and bad news. The good news is, the organization is expanding its abilities, the bad news is, the organization may not be expanding the abilities that make the most sense to their Customers, or employees. Worse yet, the organization may not be getting anywhere near the return on investment that they had hoped for.

Given today’s availability of diagnostic tools, the prudent organization can assess, with a high degree of confidence, the real needs of the organization, its people and their Customers.

Diagnostic tools (including surveys) come in a dizzying array of styles, formats and functions. Maybe this is one of the reasons that many senior managers "shy-away" from using them before they invoke their "cure". Yet diagnostic tools can provide answers to important questions, such as: "Are we a Customer Driven organization?", "How strong is our knowledge about Customer relationship management?", "What does it take to be a successful leader here?", "What type of Culture do we have? What type of Culture do we want to have?", "What are the strengths and weaknesses of our sales people and other customer contact personnel?", "What are the things that our Customers truly value?", "What causes our Customers to leave?", and many more.

The purpose of diagnostics is to:

1. Gain a deeper understanding of the organization, its people and its Customers
2. Identify strengths and development opportunities
3. Learn of the benefits of improvement
4. Learn how to make positive and constructive changes
5. Provide guidance on what needs to change and how to do it.

Virtually every business we know wouldn’t hesitate to invest in the development, or improvement of their products and services. It is expected, and conventional business practice requires on-going improvements. Yet, an organization would be deemed irresponsible (by many), if it took a shotgun approach to product/service development. Stakeholders expect the organization, when enhancing its products/services to: understand Customer needs, identify what improvements must be made and, have developed a plan to ensure that the improvements are creating in a timely and professional manner.

The spray of the shotgun approach certainly has its appeal, lots of noise and activity. The rifle however is far more accurate, and when aimed properly, accomplishes its task with a far higher degree of efficiency. Would you prefer the shotgun or the rifle?

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Copyright 2001 © Sid Ridgley