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Archives for February 2009

The Joy Of HP Technical Support

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Why do so many IT companies get the basics of customer service wrong?

I have been buying HP gear for a long time.  I have always found it to be expensive (well not cheap) but reliable and robust.

Recently an HP desktop PC refused to start up.  I rang technical support as the machine was still under warranty.  I had to pay for the privilege.

They told me that the warranty had lapsed – even though I had bought the machine less than a year ago.  They explained that they look at date of manufacture not date of purchase, but if I faxed them prove of purchase they would honour the warranty.

You try finding a fax machine when you need one!

They then accepted my warranty claim and sent me a series of troubleshooting things to try:

– unplug the power cable

– open the access panel

– Clearing the CMOS (Remove the silver colored CMOS Battery for 10 seconds and reseat the battery or hold the yellow button next to the memory modules for 10 seconds)

– Without connecting the power cable press and hold the power button for 10 seconds

– Power on the system and check if it boots to bios by pressing F10 on startup

Did all that and got no joy so rang them again.  I received the following e-mail:

Disconnect HDD and OPTICAL Drives

Strip the system to PSU, System Board, Memory and Processor

Remove the Memory and check for Beep Codes (Note the no. of beeps)

Reseat / Swap Memory / Try 1 Memory Module at a time Reseat Processor

Reseat Power Connector on the System Board

Now excuse me – but I am a businessman who bought an HP PC to run a business (perhaps this was my first mistake?).  I am not a PC engineer.

I don’t know how to do the things they have asked me to do.

I don’t have time to do the things they have asked me to do.

I just want to run my business.

Am I being unreasonable in asking them to repair my machine?

The thing that finally hacked me off was this:
In case we dont hear from you in next two days, we will conclude that you are not having any further issues with that system, and will close the case.

UNBELIEVABLE!

If they don’t hear from me they will assume that all is well!

Any suggestions about what I should do next?

Business Advice NVQs

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I have just been reviewing the business support NVQs – which I contributed significantly to back in the late 90s I guess.  I was thrilled to see that the standards still refer to:

The principles and practice of different modes of consulting (for example, acceptant, catalytic, confrontational and prescriptive).

I am still teaching these four styles of client centred consulting – and my guess is that very few advisers, coaches or other enterprise professionals (other than those I have taught) actually know what they are!

Perhaps I am wrong….

If you wnat to learn more about these four ways of working with cleints – either get in touch or come along to An Introduction to Enterprise Coaching – held in London on March 6th or in Leeds on March 18th.

I have been using these four styles as a core part of my practice for over 20 years – and I continue to be amazed at their power to transform.

Getting the right enterprise clients

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I recently received an e-mail from a friend and customer of mine who is managing a size-able enteprise project:

“Mike

I am using the training that me and the team have had from you to inform a business plan.

We are identifying an issue with people coming to us wanting funding for safety passports, fork lift truck licences etc. We are letting them apply straight away, but then they go away and we don’t hear from them again. 

To ensure we have more impact and build the relationship I’m going to look at solutions like using a minimum number of outreach sessions before unlocking other opportunities e.g. funding.  Where we have a relationship with the client we find out more about them, including often that they don’t really want what they are asking for in the first instance and rather something else, or that there are bigger issues holding them back. Also this process can weed out those people who can really afford to pay for training themselves – if we pay for them we are changing nothing about them or the world.

I don’t want to go down the Jobcentre route of the client having to be out of work and desperate for at least 6 months or 3 months to access any support but I think if word gets round you have funding then you get overrun with people, not all of whom have many barriers, which is what we’re finding.

I think this sends me back to thinking about who and how we really want to help and work with and to what end.  I think a lot of it is in the contracting that you describe in the Enterprise Coaching cycle.  Having the opportunity to build rapport with the client and really set out what you are both bringing to that relationship.

Yours…”

This outlines a number of challenges that are faced by enterprise support projects – which few have the courage to tackle head on – because it might make “the numbers” look worse.

As soon as you start to offer funding or direct opportunities to people, you start to attract a lot of the wrong kind of client.  Well, perhaps the right kind of client – but with the wrong motivation – and with a fundamental  misunderstanding of the power and potential of  your offer to them.  People motivated by a desire for handouts or quick fixes, rather than those that really want to work towards long term and sustainable progress.

You really want to ONLY attract people who come to you because you can help them by being kind, compassionate, caring, supportive and challenging.  ie the ONLY thing you offer is life changing transformational coaching. 

All the other transactional stuff (skills, money, training, premises etc) is available elsewhere in the system. Our job is to build the desire/commitment/hunger to help people to use it. 

I don’t think the answer is to delay helping people to access what they think they want.  Although we should know that most of our clients will initially present us with what I call ‘A BIG LIE’.  Very few clients will present us with their truths until we have earned their trust and repsect. 

They nearly all tell us a big, fat, safe lie to begin with. 

The answer is to help them to get some of that stuff (otherwise they will see us as useless and hard to work with) and challenge them as to what they REALLY want to do with it – and will it give them what they are looking for? 

This is all about being able to be acceptant and confrontational – which I also cover in the enterprise coaching training.

Could 121s be good for you too?

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The modern world of virtual social networking and relationship through e-mail could be bad for your health.  And more face to face communication could be the antidote – according to Dr Aric Sigman writing in Biologist, the journal of the Institute of Biology.

According to Dr Sigman we have NEVER spent less time in face to face commuication with other people, and this has a number of profound and dmaging consequences for our health.

Evidence suggests that a lack of face-to-face communication could alter the way genes work, upset immune responses, hormone levels, the function of arteries, and influence mental performance.

This could increase the risk of health problems as serious as cancer, strokes, heart disease, and dementia.

121s – good for you – good for your organisation!

The Advantage of Social Enterprise

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Rob Greenland over at The Social Business has written a piece about how the ‘table’ that social enterprise has fought so hard to get a place at has collapsed.  I am assuming Rob means the table where policy is thrashed out and funds are allocated.

The high political table.

The table of the bureaucrats and the planners.

Rob’s analysis is that this table has collapsed.  They have no cash to spend since the bankers have grabbed it all.  So “What is a social entrepreneur meant to do now?” Rob asks.

Well I think the collapse of this table could be just the tonic that the social enterprise sector needs.

The sectors’ advantage is not in being a cheaper route to market for bureaucrats  – implementing their policies and plans (although this may be a legitimate benefit it CAN offer).  Its’ advantage lies in the ability of social entrepreneurs to tell stories of social change, social injustice and progress. In being able to attract, retain and develop talented and committed people who share in the vision and have the potential to manifest it.  In harnessing the potential of those affected by injustice and using it to drive progress.

So instead of trying to manoeuvre to catch the crumbs from the top table perhaps the sector should focus on sharpening vision, improving stories, and building a movement that people will want to join and work in because of its autonomy, independence and creativity; its ability to provide fulfillment and a decent wage – not because of the funding streams that it can secure (along with KPIs, evaluation frameworks and other game playing  inducements attendant with the mainstream).

When we are sat at the top table we have our backs to the real social enterprise marketplace.

Of course the sector needs to maintain good relationships with the ‘top table’.  It needs to influence, lobby, advise and occasionally disrupt.  If it can secure investment on its terms than so much the better.  But it needs to ensure that the money and power available does not corrupt – as it so often has.  That the pull of the cash does not lure us away from core purpose and beliefs.  That it does not allow us to kid ourselves that the latest funding stream to ‘do things to people’ might just work – this time – if we can only get our hands on the cash.  The social enteprise sector has to have the guts to be uncompromising on vision, values and beliefs.  It has to maintain integrity.

This requires the sector to develop an entreprenurial management and leadership culture.  A progressive mindset.  Progressive management.  Not Political.

The social entrepreneur needs to be comfortable and competent at managing and leading through vision, values, social goals and objectives and then relying on creativity and innovation to secure sustainable investments.  They must be obsessed with the social change they are trying to deliver and the recruitment and retention of a tribe of professionals and volunteers who can help.  Not with reading the political runes.  They need to promote change, not maintenance, autonomy not dependence (on the top or any other table), courage not conventionality.

The advantage of social enterprise is that it can be transformational.  People will join a transformational movement and bring to it their passion, creativity and hard work.  Turn it into another transactional part of the prevailing bureaucracy and this advantage will be lost.

And finally of course any organisation can be a social enterprise regardless of structure.  Many ‘for profits’ have learned how to create social change and a sustainable profit!