It's All About the Lightbulb

Years ago, in a previous role, I was responsible for arranging and hosting an event for our top clients. This included a lavish dinner and show at the State Theatre. The event went off seamlessly and our clients raved about the experience. 

During the debrief with my then boss, while she gave me positive feedback and was pleased with the result, she specifically asked why I hadn't noticed that a lightbulb was missing from one of the enormous chandeliers in the restaurant.

I was devastated and felt that she was being so unreasonable.

However, as the years have passed, I've never forgotten the lesson.

The difference between extra-ordinary and very-ordinary can be one light bulb.

I'm sure we've all experienced a 'missed lightbulb' moment.

A potentially good experience marred by a small, out-of-place detail.

Dinner at a top restaurant, renowned for its beautiful, expensive décor and exquisite food marred by the presence of a cheap, plastic pepper grinder on the table. And, the leather bound menu overshadowed by the wine list, presented in a cheap, plastic flip folder of the type used by school children for projects.

The website that looks really enticing, but contains typos and lacks basic information.

Or the 'on-hold' music that tells you that you're important and valued, while keeping you on hold for 40 minutes.

While each of these are small 'fails', they show a lack of attention to detail that can have a big impact on individual perception, leading our customers – and employees – to infer something potentially negative about our business.

For example, what do plastic pepper grinders say about the quality of the food ingredients used? And, if we don't notice typos on our website, how careful will we be in providing a service to our customers?

Missing the small details sends a signal that the team isn't watching – and possibly doesn't care about details, customers and employees.

The flip side is also true. Taking care of the little things sends a powerful message that we're interested and engaged – and that bigger issues are under control.

Social science uses the 'Broken Windows' theory to describe this phenomenon.

Introduced in 1982 by James Q Wilson and George L Kelling, the theory drew wide attention when New York mayor, Rudy Giuliani adopted it as the basis of his approach to law enforcement – with a resulting drop in crime.

Malcolm Gladwell describes 'Broken Windows' as crime being the inevitable result of disorder. If a broken window is left unrepaired, people will conclude that no-one cares or is in charge. Soon, more windows will be broken and the sense of anarchy will spread from the 'abandoned' building to the street, sending a signal that the behaviour is acceptable.

So, how can we use 'Broken Windows' in our own businesses? And, how can we make it all about the lightbulb?

Taking care of our physical environment is a good first step.

Employees are more likely to follow the rules if their workplace is clean and orderly – and are more likely to exhibit bad behaviour in a disorderly environment.

Providing a neat, well-maintained office space, with solid (unbroken) furniture, enough storage space for work materials and lockers for personal belongings gives employees a measure of control over their working environment – and a corresponding sense of responsibility.

Managing employee behaviour is another.

Intervening early to head off inappropriate behaviour – before it escalates – is important.
Sometimes, it's easier to let careless behaviour slide. When dealing with Millennials, it's a challenge to find the right balance between being too directing and controlling and allowing freedom of expression. However, each time we let it go, rather than calling out the employee and highlighting appropriate behaviour, we run the risk that careless actions will escalate and influence other employees – with a knock-on effect on our customers and business success.

It is also important that our performance management systems drive the right behaviour and are congruent with our strategic vision.

Finally, sense-check your business processes.

Too often, business processes are onerous and unworkable in real life.

We recently needed to get our office generator serviced. Before we could schedule the service call, the repair company expected us to complete a 10 page contract – and make advance payment. Not a good experience – and not one I'd wish to repeat!

To get a sense of what your customer's experience, spend time completing your own business processes. You may get a nasty surprise.

Sometimes the benefit of getting things right is disproportionately low compared to the damage of getting them wrong. This is because most people expect us to get it 'right'. So, when we do, we simply meet their expectations, but when we don't, we break their trust.

Focus on ensuring that the lightbulbs are all on – and you'll find that the larger issues may take care of themselves.