Most companies measure how they are doing. They send out surveys to customers and then process, tabulate and look at the results.
This is a trap.
Unless you have a customer-centric mentality that genuinely empathizes with those you serve and seeks to make them happy, the survey in place will measure the wrong things.
When all your focus is on the bottom line instead of the experience of someone doing business with you, you will ask the wrong questions.
Companies that ask the wrong questions have no culture of learning because they think they know all the answers. All they are looking for is confirmation. This makes asking for feedback just another form of validation.
It should really be the beginning of a dialogue. Like so many things in business, genuine success lies not so much with “how” as with “why”.
Why do you ask for feedback?
The world is changing. Not overnight and not all at once, but it is changing nevertheless. In my talks to corporate groups, CEOs, VPs and industry leaders I gleam insights of how this change is happening. What evidence exists. Why some things happen and not others and how we can best take advantage of it all to do better. In Observations I catalogue it all. Brief, to the point and open to discussion.