How do users really experience your brand?

The repetition of traveling daily to one place, driving into the same building or walking into the same space can cause an unintended blindness to what is in front of and around us. Understandably, most people are moving through life, intently focused on the next action steps needed to achieve their goals. This practice repeated contributes to success, but over time, can also contribute to oversights that can damage the perception of your brand.

How is space related to your brand, you may be wondering?

“The impact architecture has on a person’s mood is huge. Arguably these are the fundamentals of architecture: not how it looks, but how we feel it, through the way it allows us to act, behave, think and reflect,” says Dr. Melanie Dodd, program director of spatial practices at the Central St Martins art school.

Given that your mood can positively or negatively affect your entire day, why not leverage this information to benefit the perception and experience of your brand?

Below are 7 simple steps to help you see your environment and pivot where necessary to make a more positive impression.

Take a walk.

Start to gain objectivity by stepping away from your space and re-entering along a new or different path. If time permits, take a quick walk around the block and come back inside through an entrance not normally taken.

Settle into a moment. 

Find a place to sit, ideally with a view of the busiest area. Put on your Margaret Mead hat and get curious.

What is the flow of users?

Where are they coming from? Where are they going? Where are they congregated? How does this behavior inform the placement of your signage, both fixed and temporary? Is anyone lost or confused? Is the flow of movement efficient?

A visitor will most likely not tell you that a sign could be in a more helpful place, or include a more clear message, but watching traffic flow for just 5 minutes during a busy time of day will.

How are people using the space?

Furnishings? Accessories? Signage? Is there anything that can be added, moved or removed to improve the user experience?

What do you hear? 

Watch and listen to interactions with staff members: How are valets handling car flows? How are security and staff members handling check-ins? What phrases, questions, comments, and expressions are you hearing by those passing by?

Is there music? Is there clanging? Is there a buzz of energy or a din of chaos?

How does what you see align with your original vision?

And how is what you currently see aligning with users needs? Or not aligning?

Celebrate, ideate and take action.

Make a note of what’s working well or better than you envisioned. Reach out to staff or managers to pass on positive feedback and reinforce what’s working.

Address neutral or negative observations with a 30-minute afternoon brainstorming session. Bring issues to light and invite team members to share ideas for shifting the user experience toward the positive and in a way that is more aligned with your original vision.

Periodically repeat the steps above, to remain attentive to and nurture the brand you have so carefully built. Leverage the power of space to convert customers to a happy army of brand advocates.

Share your story.

Have other ways that you find objectivity in the familiar? Or tips for furthering the connection between your audience and your brand through curated spaces? Send us an email, we’d love to hear more.

 

How do we connect better?

As part of our series on connection, I asked Ben Woo, founder and managing partner at market research firm QC Strategy/Beamline Partners how we can connect better, and avoid common pitfalls? Here are 5 golden rules to stick by – let’s go! 

Put things in a language that your audience can understand.  A language around benefits vs. features.

Just because there is something that you think about a lot, doesn’t mean that everybody else does. Driving with your own frame on situations can prevent connection. Ben provides an example of work he did recently with a digital media company. If in the process of conducting research, he and his team were to ask consumers, “Which of the following things make you more likely to consume a piece of content?” Most likely they wouldn’t learn much. People don’t walk around thinking about the content they’re consuming. Instead, they think about a particular show they watch or an author or genre they like to read, so it’s key to focus more on how those things really show up in people’s lives. Companies that make products tend to focus overly on product features, tech specs, and innovation but that’s not how consumers think. Customers think in terms of benefits. In terms of, “How will this product affect my life?”

When interviewing or trying to get to know someone, say as little as possible.

When you ask shorter questions, you get longer answers and in the process of doing this, you are putting less of your own language or your own frame onto things. Craft open-ended questions to get more detailed answers. Keep in mind that you want to hear the story of the other person, as opposed to having them fill gaps in your own story.

Keep the focus on the other person, resisting the urge to interject.

I asked Ben about this as it frequently trips me up in conversations – when someone shares something that I too have experienced, it’s tempting to interject and share a story, in an effort to relate. As much as my intention in doing this is a good one, what I’ve learned is that switching to my own story lessons that moment of connection when the focus was on the other person. Ben’s view was enlightening, and inspiring, “Keep in mind that initiating connection is all about giving, about giving kindness openly without direct hope of something in return. As someone is answering something about their own life experience, to give somebody space to do that is a gift.” Ben reinforces, “It’s good to relate to folks, but not by making it about you.”

Approach conversation more like a Ouija board and less like a sheepdog.

Try to push the other person’s story forward, as opposed to interjecting with bits of yours, cutting them off or redirecting that energy. If there is an objective to the conversation, you have to make sure you can get there, but it is much more Ouija board than it is sheepdog.

Listen and follow up with simple questions.

Don’t worry about your questions needing to sound like your favorite late-night talk show host. Use simple follow-ups such as, “Oh, what was that like? And then what happened? Why? When did this happen?” Resist the feeling that you need to entertain and instead focus on gently pushing the conversation along.

What are your companies’ connection questions or challenges? Share them with us and become part of the conversation.

Thank you the founder and managing partner at market research firm QC Strategy/Beamline Partners, Ben Woo, for sharing his valueable time and knowledge. 

 

Using curiosity & storytelling to reconnect teams.

A brand may be working well on many fronts, but if there is conflict within an organization the brand will begin to suffer. Unresolved conflict within companies doesn’t stay put. It starts to perceptively leak outward and the result reflects negatively on the brand as a whole.

With this in mind, I asked Debra Valle, organizational behavior expert, strategist and executive leadership coach, to share some of the processes she uses to help broken teams get back to a productive state of connection. Debra works with Fortune 100 corporate leaders and their teams to create high performance. She is frequently called in when there is a particular drama with key team members at stake and they need to create more alignment and collaboration, re-establishing connection and communication.

Why is the source of most team conflict? Is it just human and unavoidable?

My first guess about disconnection was that we each bring different modes of operation and maybe some baggage and sensitivities into the workplace, which might create conflict or result in some relationships working less well than others.

A starting point.

Debra clarified that she doesn’t start there. She begins with the idea that we all come to work every day wanting to do our very best and that we bring with us a certain way of looking at the world. Where we get our energy, the way we interpret information, what we hear and how we hear it, our particular strengths and blind spots, each of these things is unique to a person. What’s important is that we appreciate the fact that nobody’s like us on this planet and that we each bring to any situation, problem or strategic plan a particular slant or view and we are best served by keeping in mind the idea that none of us is as smart as all of us. If we can learn to appreciate our differences and be self-aware enough to understand our own blind spots, we can create and connect better.

Focus on higher good.

Debra asks her clients to look at what triggers them and what might be getting in the way of their success. She doesn’t ask them to try to figure out if it’s because their mother or father didn’t love them or some other aspect of their personal history. She instead helps clients to focus on the higher good that they’re wanting to accomplish and to look at the ways they can engage the other in order not to be assumptive, in conflict or create drama.

She suggests starting from a neutral place, from an understanding that we look at the world through a different lens and that’s a good thing.

One reason she doesn’t focus on people’s personal history is that for each person in the room, there are two parents. If there are six people in the room, instead of six people arguing and six points of view, you now have twelve. This makes for a crowded and not very productive room.

Curiosity as a tool for connection.

When conflict emerges, a disagreement or lack of alignment on an issue, Debra recommends that the parties involved get curious. Instead of criticizing, start trying to understand the other person. Ask where their thinking comes from; learn more about how they arrived at their position or assumption.  Sometimes when we hear the framework others have used to build their ideas we develop empathy. We may never have approached an issue in that manner, but the information we gain by asking is useful.

Multiple viewpoints create better solutions.

When we get curious, the problems we’re trying to solve are more completely flushed out. For example, some people see the world from the viewpoint of what’s occurred in the past and others are listening for facts, data and proof. They are a very valuable part of the conversation, they’re grounding. Some people are intuitive and ask questions like “What if…? Why not…? How come…?” These people allow us to stretch. Others may ask, “How would we build that?” and “What do we need to do to get that done?” and others who are focused on the people involved, seeking answers to questions like, “How do we get buy-in? How do we get financed?” Everybody’s coming to the table grounded in their framework and all those frameworks together create stronger solutions.

Debra recommends trying to cultivate and understand the perspective that the other person brings. When a view that is different from our own arises in the discussion, isn’t that a good thing? Try treating these moments as if you’re talking to somebody from a different country, and you’re authentically curious about why they do things the way that they do.

You’re wrong. Ok, you’re not wrong, you’re you.

When you hear a viewpoint that is different from your own, resist the urge to tell the other person they are wrong; instead, listen and try to understand how they got to where they are. If you can open up and hear them, you will most likely have empathy for their way of thinking. From there, you may be more open to working out a solution that makes sense to both of you.

Make positive assumptions.

If you start from the place of believing that everybody wants to do their best work every day, you will be more open to new thinking. Debra asks her clients to begin with two assumptions, that everybody walks into the room bringing their best self and that nobody wants to be intentionally oppositional or a jerk.

I know everything. Ok, I don’t know everything.

The second piece of this is to remind yourself that you don’t know everything. Get curious, over and over. What might the other person be able to share that will shed light, adding to the fuller picture of the issue? Imagine that this person’s intentions are wanting to contribute and collaborate and that you may not have all the answers. Somewhere between the two (or more) of you, there sits a kernel of something that is true for all of you. That is the nature of Debra’s work. Facilitating the kinds of conversations that are difficult to have but that are important for creating understanding and the opportunity to collaborate. One way she gets there with people is not by attacking the issue or the problem first, but by storytelling.

Tell your story.

Begin by having each person tell a story where they experienced intense collaboration, where they were able to do something extraordinary with another team in the past.

What happened? Who was there? Why did it work? What was the result of that extraordinary effort of collaboration? Everyone writes and shares their story and the group begins to see that everyone involved knows what collaboration looks like, feels like, and the idea of collaboration individually is not new to people. It is a common experience, not a stretch or something rare or elusive.

Why does this work?

From each person’s past you are building a common understanding of what must happen in order to form a connected and productive work environment. You remind the group that the state of productivity is not hopeless or unavailable to them. They each have the tools to make this work.

Through the different stories shared, each person is able to see what collaboration looks like from the other peoples’ point of view. It’s not always the same. This step allows others to shift their view of someone who at first appears only to be a roadblock.

Envision success.

Whatever the problem is or the thing they are trying to achieve, get each person of the team to imagine that six months have passed and after this period, everything has fallen into place, everything is done and working perfectly. Then ask “What do you see? What is happening? How did it get started? What happened?”

Design a process forward, together.

By sharing their stories the group is sharing a vision of the future. This process opens up the opportunity for the team to create together, paint together and out of this creative process they can design a path forward.

It all starts with curiosity, a willingness to share, and openness to be willing to listen to ideas that are not your own. Sometimes you have to build that in people because they don’t have it.

……………………………………………………………………………………………………………………………………

A giant thank you to organizational behavior expert, strategist, and executive leadership coach, Debra Valle for sharing her time and knowledge.