It’s All About the Experience

My husband and I are both foodies; we love to cook and to experience food events. Recently, along with another couple, we signed up for an “underground dining experience”. We had attended one of these in the past with a young chef who was relatively new on the restaurant scene and had a wonderful time. In addition to his culinary skills, this chef was warm and engaging. We felt as though we were guests in his home.

The chef of this more recent event had previously owned a Michelin 2 star restaurant that was in business for 3.5 years. To earn 2 stars (out of a possible 3), after such a short period of time, was certainly impressive. We had not been to the restaurant, but had heard and read great things about it so we were excited to attend what we expected would be an intimate evening.

Sadly, we were disappointed. The food was meticulously prepared and tasty, i.e. technically correct in every way. But, the experience…. well it wasn’t an experience. We left saying to each other, this evening was about one thing, the chef making money after the restaurant closed.

Despite emails admonishing us to arrive early (we all did), we were seated 45 minutes after arrival, and then were rushed out so they could prepare for their second seating. The chef did not engage with the guests, the courses were served, he gave an explanation of the ingredients, without flourish, and then went back to the kitchen.

So what, you may be saying, why do I care?

Care is exactly what was missing and, care is exactly what he reminded me is critical to delivering an experience to our customers. Technically correct is simply that and it is not enough. What we as humans want is engagement and care. We don’t do business with companies, we do business with people. And it is in that human connection that we must deliver and receive delight.

In short, it’s all about the experience. Without engagement, all we have is a transaction. No matter how technically correct the delivery is, it will never achieve the value one is willing to pay for a true experience.

Why Vistage Works

Elisa K. Spain

 

Vistage Confidence Index Chicago Update

As reported earlier in April, CEOs nationally continue to voice optimism about their future financial prospects and plan to increase their investments and expand their labor force. Although the Vistage CEO Confidence Index retreated from the decade high recorded at year-end 2017, it remains quite favorable.

Here in Chicago, while CEO’s are still confident, expectations are a bit lower than nationally.

Below are Chicago Area Survey Highlights for Q1 2018 Vistage CEO Confidence Index Survey.

30% of CEOs expect the economy to improve in the year ahead (vs. 35% nationally)

47% of CEOs expect to increase investments in the year ahead (vs. 51% nationally)

76% of CEOs expect to increase revenue in the year ahead (vs. 79% nationally)

52% of CEOs plan to expand their workforce in the next year (vs. 64% nationally)

52% of CEOs thought the national economy had improved in the past year (vs. 62% nationally)

58% of CEOs expect rising profits in the year ahead (vs. 66% nationally)

Here is a link to the full report.

Why Vistage Works

Elisa K. Spain

Planting The Seed

Today’s post is offered by guest blogger and fellow Vistage Chair, Steve Larrick. 

As leaders, we develop our own styles, and ways of getting things done over our careers. What works against us at times is that early success in leading others and in getting things done convinces us that our ways and methods are the one best way. Quoting Bill Gates, “Success is a lousy teacher. It convinces smart people that they can’t make mistakes.” I have observed over time many leaders who pronounce or dictate a course of action with the result that his or her subjects follow that course. Their own experience is that the smart leader has always been right. They bury their own reservations.

The Socratic method of using questions is one way to change the pattern of leadership communication. However, if overused, that method can become annoying to the listener. Another way to approach this is what I call planting the seed. Suggesting in conversation that the leader has a thought about a course of action but not pressing for agreement or compliance. Then the leader lets the seed idea “germinate” until a decision must be made. An astute follower will consider the “planted” seed in a subsequent conversation and either agree to it or have a well-built case for taking another course. It causes the follower to think without being “Socratesed”.

Author’s note: “I have also found planting the seed works with spouses and teenagers. I only discovered this after many painful lessons!”

Why Vistage Works

Elisa K. Spain