Great Customer Service

“If you could only sense how important you are to the lives of those you meet; how important you can be to the people you may never even dream of. There is something of yourself that you leave at every meeting with another person.” – Fred Rogers 

Great customer service starts internally…  

I see it. We are well on our way to a great finish to 2019 and a great start to 2020. As with any opportunity, it can be squandered. I have been emphasizing the priorities of the business.  
 
The number one item is “Great Customer Service”, no dropped balls, no last-minute cancellation of meetings, no unreturned emails. Check up on how your client relationship is doing. Make sure that you’re putting in that extra effort to delight your clients. Deliver great work.  
 
You’ve all heard this from me at various times, however, I thought that I should remind everyone that great customer service applies internally as well as externally. If you can’t keep your promises to your coworkers, then it’s foolish to think that you’ll deliver your promises to your clients. See, you can’t be one way with clients and then another way with your coworkers. We are all creatures of habit. Which means each of us to follow patterns of behavior that are relatively consistent. So, if you receive feedback from your peers about your service, your conduct, or the quality of your work, it’s most certainly the experience that our clients have of you.  
 
I’ve always said, “how you are perceived internally is also how you are perceived externally”. So, remember that great customer service works in both directions, take good care of your client relationships, and your Tahzoo relationships too. We hire smart and happy people for a reason…The strength of our company is built on quality relationships and that starts with treating one another with great service.     
 
Let’s go be great! 
Brad 

Alignment towards Excellence…

“If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude.” -Colin Powell 

Hi Everyone, 
  
I want to thank everyone who submitted ideas for the T-Shirt contest. The winner has been selected and is now at the t-shirt print shop… super exciting! It was a tough one, thanks for all the cool ideas! I wish I could pick more than one!  
  
Now let’s talk about the Tahzoo business case submission. So far, we only have one entry… I know everyone is super busy, but we can’t be so busy that we don’t have time to improve the company. Like I always say, “you can’t be too busy drowning that you don’t have time to grab the life preserver”. I know that each of you can think of a few things to improve the company. Review the priorities that I articulated last week and build a business case to make a difference.  
 

In case you’ve missed it, I’m giving the winner $1,000 cash money. As Gabi likes to say… “C.R.E.A.M. cash rules everything around me!”.  
  
So now, a little about excellence; I tried a new restaurant a couple of days ago. It’s a new spot in DC, it was buzzing and looked fun. It made me think about our business and the anticipation that our clients have when they begin working with us.  
  
Imagine you walk into a busy restaurant where everyone is having a good time and is enjoying their dinner. Your anticipation is peaked, you’re excited about this fantastic meal and you imagine the spirited conversation and fun at the table. That is the feeling our customers have when they start an engagement with Tahzoo. They are excited, their expectations are high, and they are looking forward to solving problems that they’ve been struggling with for some time.  
  
We need to be disciplined and focused as we serve our clients. When it’s busy like this it’s easy to get distracted, tired, and push off things that matter, but you can’t! Our clients are looking forward to a great experience working with each and every one of you. You matter, your attitude matters, your attention to details matter, and most importantly your client’s experience matters. We are in the long-term client relationship business; we’re hired to solve hard problems and that is super exciting.  
  
Our clients are looking for a perfect experience. Everything needs to be perfect, not just good, but perfect. In the list of priorities that I outlined last week, the second was the quality of our work. We need a peer review process and a level of consistency that rivals a Michelin Star Restaurant service. We are a premium brand with the client’s expectations to match.  
  
We will discuss this in more detail at the company meeting in a couple of weeks. Looking forward to spending time with all of you!  
  
Let’s go be great! 
Brad 

4 Big Priorities

“One truth I have discovered for sure: When you believe that all things are possible and you are willing to work hard to accomplish your goals, you can achieve the next ‘impossible’ dream. No dream is too high!” 
– Buzz Aldrin 

We have a lot of work going on within the company these days and I wanted to share my four core priorities. I met with the leadership team early this week to discuss these, but it is imperative that the entire company participate in achieving our goals.  
 
•  Great Customer Service – no dropped balls, no phone calls left unreturned, no emails unanswered. We are always either building up or tearing down our client relationships. 
 
•  Perfect Quality Work – Every deliverable needs to be reviewed for excellence before it goes to a customer. We systematically review all the work, so we KNOW the quality is there. We have lots of new people in the company, each of you is an avenging angel and teacher of perfect work.  
 
•  Focus on Profitability – Eliminate unnecessary expenses, be mindful of T&E spending (we are closely reviewing expense reports), ensure everyone has billable work, hire accurately, and don’t give away hours by spreading resources across a project. Maximize our margins. 
 
•  Resolve Differences Quickly – Get real with one another, don’t leave things unsaid, agree on priorities, and come to me or your manager to adjudicate or resolve issues. Make decisions quickly quickly quickly! 
 
We should grow north of 60% this year. The only way to achieve that is to maintain our quality and satisfy our clients’ expectations to improve the way we work. We need more sustainable and foundational ways of working, better systems and processes. Remember that we are not a large company, each of you plays an important role in our overall success, each of you should be making a difference and contributing to the improvement of the company. I am looking forward to all of your business case submissions!  
 
Let’s go be great! 
Brad 

Consulting 101

“You’re alive, that means you have infinite potential. You can do anything, make anything, dream anything. If you can change the world, the world will change. Potential.” – Neil Gaiman 

Consulting 101 

Over the past several weeks we have all been hustling to close and deliver new work. I cannot tell you how proud I am of all of the energy being put into our new client, Zimmer Biomet as well as our other clients. Each of you is delivering world-class work product for our clients and I am so excited about this next wave of Tahzoo. 
 
As we onboard these clients and begin working together I thought it was a good time to refresh everyone on our standards for consulting. Let’s call it consulting 101.

Here are the main overarching themes: 

  • Perception is Reality: Be on time for meetings. You never get a second chance… This is a basic fundamental.  
  • We are Tahzoo, you are Tahzoo: You are representing all of us. It doesn’t matter the request, we all chip in and have each other’s backs. 
  • The Client’s Success is Tahzoo’s Success: Ask yourself “What can I do to make our client more successful?” 
  • Listen Before you Act: Don’t talk about solutions yet, first define the problem we need to solve. 
  • Understand the Problem: Go on the client journey together. 
  • Understand the Solution: Understand where the client is coming from, have an open mind.  
  • Take Action: Talk is cheap- do something! 
  • Follow Through: Your word is your promise. 
  • Results = Success: Show the difference you are making! 
  • Rinse and Repeat: The more we do this work, the better we will be. 
  • Everybody is a Client Manager: Build Relationships- listen for opportunity, make the most of our team. 

We have to hold ourselves to high standards. There is no such thing as an undisciplined, yet a successful team. 
 
I am proud of all of you- we’re moving in the right direction, just keep going! 

 
Let’s go be great! 
Brad 

Intelligent Content Transforms Customer Experiences

“The more you read, the better you’re going to become as a storyteller.” – Stan Lee 

Hi Everyone, 
 
As I mentioned in my Desk of Brad last week, we had a very successful SDL Connect event. During my speech, I spoke about the impact of technology on society and the natural evolution we’ve all experienced as part of the information age. In many ways, this talk is an overview of the theses for founding Tahzoo and a road map for how we will continue to drive the company forward.  
 
It’s imperative that everyone in Tahzoo understand that the foundation of the company is predicated on the integration of Content Solutions and Data Solutions for the benefit of our clients. Frank Taylor’s Isidore application is a great example of the type of solutions we need to be developing and promoting to our clients. Here is the link to the video, please enjoy! 
 
Let’s go be great! 
Brad 

Innovation, Quantification, and Orchestration

“System in all things is the soul of business. To deliberate maturely, & execute promptly is the way to conduct it to advantage. With me, it has always been a maxim, rather to let my designs appear from my works, than by my expressions.” 
– George Washington 

Innovation – Searching for the “Best Way” 
 
Innovation is often thought of as creativity. Harvard Professor Theodore Levitt points out that “Creativity thinks up new things, Innovation does new things”. By recognizing that it is not just the consulting work that we do which demands innovation, but also the process by which it is sold, we aim our innovative energies at the way in which business does business. How our business interacts with the consumer is more important than what it sells. 
 
Innovation is the heart of every exceptional business. 
 
What is standing in the way of our clients getting what they want from our business? For the evolution of innovation to be meaningful, it must take the client’s point of view. At the same time, innovation simplifies our business to its critical essentials. It should make things easier for clients- otherwise, it’s not an innovation but rather complication. 


Innovation then is the mechanism through which our business identifies itself in the mind of our customers and establishes its individuality. It is the result of a scientifically generated and quantifiably verified profile of your clients’ perceived needs and unconscious expectations. 
 
It is the skills developed within your interactions with each other and our clients that should be asking, “What is the best way to do this?” knowing, that we will probably never discover the best way, but by asking we will assuredly discover a way that’s better than the one we know now. 
 
Innovation is the “Best Way” skill. It produces a high level of energy in every company within which it’s nurtured, fed, and stimulated- energy that in turn feeds everyone the company touches; its employees, customers, suppliers, and lenders. In an innovative company, everyone grows. Innovation is the signature of a bold, imaginative brand. 

Quantitative – “The truth is in the numbers”  
 
To be at all effective, all innovations “the best way” needs to be measured.  
 
By becoming quantitative, I’m talking about the numbers related to the impact that innovation creates, I am also talking about how we measure and understand our business and our performance. In the past, at Tahzoo we have reflexively leaped to qualitative analysis instead of examining the numbers.  
 
Few companies thoroughly quantify innovation, even those who believe in measurement. Transforming Tahzoo into quantifying everything related to how we do business will profoundly change our success and culture. Questions and measurements about topics such as: 

  • How many positive client interactions do we have each day? 
  • What was the measurable business impact of our work? 
  • How efficient in terms of utilization is our client solutions team? 
  • How large is our pipeline and what is our close ratio? 
  • Does our pipeline match our staffing expertise? 
  • Are our rates commensurate with our cost structure? 

Eventually, we will think of our entire business in terms of numbers, we will measure everything. We will be able to read our business’ health chart by the flow of numbers. Because without numbers we can’t possibly know where we are, let alone where we’re going. With the numbers, our business will take on a totally new meaning…it will come alive with possibilities. 
 
Orchestration – Consistency in execution  
 
Once you innovate a process and quantify its impact on your business, orchestration is the elimination of discretion, or choice, at the operating level of the business. It is about ensuring a consistent result for our clients. 
 
Without orchestration, nothing could be planned, and nothing anticipated- by us or our client. If we’re doing everything differently each time you do it, if everyone in the company is doing it by their own discretion, their own choice, rather than creating order, we’re creating chaos.  
 
For Tahzoo to grow and scale, discretion is the enemy of progress, standardization, and quality. We must be consistent in how we manage ourselves and deliver results for our clients.  
 
If you haven’t orchestrated it, it won’t be consistent and we won’t be able to depend on it. If we can’t depend on it, we don’t have a business model. No matter how *smart and happy* our people are, we won’t consistently satisfy our clients.  
In short, the definition of a business model is simply our unique way of doing business. It is the Tahzoo way. The Tahzoo way must provide the vehicle to facilitate predictability. To give our customers and employees what they want every single time. Unless our clients get everything they want, every single time, they will go someplace else to get it! 
 
Orchestration (The Tahzoo way), is the glue that holds us to our customer’s perceptions. Orchestration is the certainty that is absent from every other human experience. It is the order and the logic behind the human craving for a reason. 
 
Orchestration is as simple as doing what you say you’re going to do, saying what you mean, meaning what you say, and following the Tahzoo way consistently for as long as it works and produces the results we want.  
 
Once we’ve innovated, quantified, and orchestrated something in our business, we must continue to innovate, quantify, and orchestrate it. The world will collide with whatever we’ve previously created and sooner or later destroy it. We will need to continue to evolve Tahzoo in a structured and methodical way. 
 
In short, Innovation, Measurement, and Orchestration are the backbone of every extraordinary business… and I want Tahzoo to be extraordinary!  
 
So, when you think of Orchestration absent Innovation and Quantification, you’re describing an action stripped of its purpose, its meaning, its vitality. 
 
Smart and Happy People – Knowing how you contribute to this mission 
 
Within this process, with the continuous Innovation and Measurement that precedes the Orchestration and the consistency that follows it, with this endless investigation into the way of work, the work itself becomes key to our own personal transformation.  
 
The work itself becomes something other than a habit; it becomes an exploration into who we are and how we express ourselves in our relationships to something much larger. First your role on the account. Then the function you fulfill. Then within Tahzoo understanding how your role and function fulfills both you and the business, without which Tahzoo wouldn’t exist. Then the world in which Tahzoo exists and the purpose it fulfills and the impact on people with whom, and for whom, it comes into contact. 
 
Our mission is to make millions of people a little happier every day.  
 
Let’s go be great! 
Brad 

Practice Makes Perfect

The only place success comes before work is in the dictionary” 
 Vince Lombardi 

The first presentation is the first impression. You only get to do that once. It sets the stage for the meeting and expectations with the client. I talk about framing conversations in the sales process which is about setting up the criteria for selecting a service partner that favors Tahzoo. We are always the boutique alternative to the big guys, so clients need to evaluate all the vendors on what makes us different in order for us to win. If the presentation is written correctly we are subtly suggesting to the client that those criteria are more important criteria for selecting a service partner. At the end of the day, our clients are betting their credibility and career by selecting Tahzoo. 


 Often, I am asked why does Tahzoo have such a fancy client list? I mostly demure to good fortune, that our service offering is unique and that we are grateful for the opportunity to service our clients. It is a canned response, not unlike what you get during an interview with professional athletes after a big game. What it belies, is the tremendous amount of hard work and dedication that we put into pitching and winning in the big leagues. 
 
We have been transforming our brand and the quality of our presentations over the last year.  Kudos to Don, Bryan, and Kyle for all their hard work and effort to make that happen. We do a lot of different kinds of work at Tahzoo. There is no one size fits all presentation of capabilities that we can standardize for each opportunity. Every client has a different business challenge to overcome and how we go about making them successful is different. We need to tailor it so that we can properly set the stage. This takes a lot of coordination between the business development team, delivery team, and the creative team to ensure we are Pitch Perfect. It’s hard work. It takes patience and good communication between teams. I’ve never experienced a sales pursuit that didn’t include a fair amount of arguing about the win themes or approach. Having a strong opinion at Tahzoo is table stakes, remember our values “We believe in the market place of ideas”, however, we still need to get to consensus and execute. 
 
With the expansion of our partner strategy, the diversity of our service offerings, and that we are pitching work on three different continents, our pipeline is growing rapidly and the demand for presentations is increasing. The team is really coming together and I am pleased with our results. The fact that we could turn a world-class presentation around in less than a day is a testament to the hard work and focus on execution across teams. A big thanks to John Kottcamp for dropping everything he had to do yesterday and “owning the deck”. 

  

Let’s go be great! 
Brad 

The Johnny Tsunami of Tahzoo

“Treat objections as requests for further information.” – Brian Tracy 

I had to get the windows in my home cleaned yesterday. There was a nice young gentleman who came over, he was polite and quiet. He proceeded to clean all of the windows inside and out over the course of a few hours. My house has a lot of windows, many of them floor to ceiling and some as high as two stories. There is not a lot of sunlight in Seattle, so the big windows help a lot in the wintertime.  
 
When it came time to settle the bill, he politely asked me if we’d ever had the roof cleaned as he had noticed a little moss growing in a few places. I said no. He lit up with enthusiasm – this mild-mannered, quiet guy practically erupted with energy. You would have thought that I’d given him the chance to jump on a stage and perform a guitar solo with his favorite band. He had been patiently waiting for this conversation. 
 
He immediately launched into how Johnny Tsunami had perfected a technique for keeping the moss off the roof permanently. Their approach was non-toxic, environmentally safe, and less expensive than the traditional solutions. He goes on to explain that just power washing the moss leaves the spores alive and the moss eventually grows back; with the Johnny Tsunami solution, they treat the house every other month in about half the time and at half the cost. 
 
I was in awe… as a sales guy, I love being sold, even if I’m not going to buy. I marveled at his technique. He had his pitch down, suggestive selling by pointing out a problem, positioning their unique solution, why the traditional approach was flawed, and then trying to close the deal with the Johnny Tsunami value proposition. One thing to point out here is that he was excited that I said no, not yes because he knew that was his opportunity to capture my interest. Most people think sales is about getting to the YESES but it’s really about responding to the NOS.    
 
As I pondered his pitch and asked a few questions, he then took the opportunity to tell me about the company, Johnny Tsunami. How the owner Johnny started the company, how they picked the name, and how much he enjoyed working there. While I believe that he really enjoyed working for the company, it was also part of the pitch. He’d done good work but wanted to affirm that working with the company would be as great an experience for me as it had been for him. At this point in time, I was really impressed with the whole process. This guy who was a technical resource had delivered a pitch that was in a phase “pitch-perfect”. 
 
Our service offering at Tahzoo is quite broad, consistent with any of the large consultancies. When Forrester did a review of Tahzoo and our competitors they suggested that our biggest competition was Accenture Digital and that our service offering most closely matched their approach. They highlighted that we need to take a stronger position in the market around thought leadership; it was especially important that we took a stand on the issues of the day and how customer experience was going to evolve, essentially leading our clients and the market with a future vision. Secondly, they thought that we were wholly lacking in evidence to support the impact of our work on behalf of our clients. They acknowledge our great work but emphasized that we need concrete metrics around our business impact to share with them, the market, and prospective clients. The theme of needing to be business results-driven is consistently echoing around Tahzoo’s market positioning. 
 
I began thinking about how the Johnny Tsunami experience can be translated into our Tahzoo world. Last week I convened a sales working group of about a dozen people from across the company. We had the first meeting yesterday and I had the opportunity to share the Johnny Tsunami story. We need to make it easy for everyone to tell our story and be able to consultatively explain how we can help our clients. The team is broken into five groups; The Tahzoo Pitch team, The Tahzoo Customer Evidence team, The Client Management and Success team, The Marketing and Campaign team, and the Success Measurement and KPI team. We will be meeting every two weeks with the company-wide deliverables being produced by each team over the course of the project. We are expecting this effort to last approximately 2 quarters with the goal of harmonizing our sales efforts and increasing our win rate. 
 
What can you do in the meantime? I want each of you to pick an area of the business that is not your specialty and begin to learn how that works. Ask someone you know for deliverables and get yourself educated. We will formalize this process eventually, but in the short term make an effort and get smart about what other people are doing. There is no substitute for curiosity and conversation with your peers. Re-read the Desk of Brad from January where I outlined our solutions, and spend time thinking about how what you’re doing could be more closely tied to our core value proposition: “We help our clients deliver personalized experiences that drive improved business results”. My last ask is once you’ve taken the time to understand one of our solutions, spend a few minutes trying to explain it to a friend or a colleague. Can you pitch Tahzoo as well as the Johnny Tsunami window washer? 
 
Let’s go be great! 
Brad 

Collaboration

I appreciated the opportunity to speak with all of you yesterday. I received a fair amount of feedback from many of you and I will continue to do these calls on a more regular basis. Let me reiterate that as we work our way through the transformational process, I want your feedback, either directly or through the weekly Voice of the Culture survey. 
 
As I mentioned in our discussion, we need to center our client relationships on business outcomes as the guiding principles of our value proposition. Understanding and contributing to meeting those objectives is the primary job responsibility of everyone at Tahzoo.
 
In my prior Desk of Brad, I asked each of you to go and read through our current thought leadership papers and review our Tahzoo Design Showcase – if you have not done so please take the time to complete this. It’s important that everyone understands our point of view and our solutions so that you can share with your clients, help us innovate and bring the best solutions to market. 
 
I think Chris Hibbard said it best, we define business requirements, which become functional requirements, which become technology solutions, and then optimize the solution for continuous improvement. When you examine most of our solutions they are patterns of customer engagement that should be measurable, optimized with data, and improved over time. Grounding ourselves in these patterns will improve the quality of our solutions and the value to our clients. As I mentioned on the call, the methodologies that we apply to our client’s solutions should also be applied to Tahzoo. If we can utilize this thinking and create a continuous improvement mindset, we will steadily improve the company. 
 
The last point to touch on is ambiguity. I read an article today from Brown University on how the tolerance of ambiguity improves collaboration. It’s an interesting read, and poignant, given the amount of cross-functional projects within the company. Take some time to reflect on how you might approach collaboration differently. 
 
I mentioned some organizational realignment as we embark on this new phase. While I’ll be publishing an updated organization chart next week, this is not the North Star for solving problems at Tahzoo. The organizational chart is designed to provide clarity around areas of responsibility but not to be the end all be all of the decision-making within Tahzoo. We will always be a matrixed organization; there are times when your obligations are to the account team that you work on, or to a project that supports the company or helping your colleagues when they need additional support. An organizational chart will not provide all the guidance required to navigate these obligations. Look to the Tahzoo values, use good judgment, focus on collaboration, and remember that taking the initiative to solve problems is never a bad thing. 
 
I will be working with all of the functional areas over the next week to define the goals for the next two quarters, and once those are solidified I will publish that in the Desk of Brad. Thanks for the hard work – I am excited about what we are going to be accomplishing over the next couple of quarters. 
 
Thanks, 
Brad 

Running Meetings

Hi All, 
 
This is a follow-on to my DOB a couple of weeks ago about improving the efficiency of our company, so we can have more time to focus on our customers and our partners. 
 
Let’s talk about running our meetings… I have a few observations before I provide the framework. We need to add more structure to our meeting process. I see that there are too many meetings that don’t have an agenda, or we invite people who aren’t really necessary to the outcomes of the decision-making process. 
 
In a meeting, you’re reviewing data, work product, and sharing perspectives so decisions can be made, and actions assigned. If you can’t fit your meeting into that framework, then I seriously question the reason for the meeting in the first place. Reviewing a report is not a good reason for a meeting or a substitute for an agenda. 
 
When scheduling a meeting to answer the following questions – 
  

  1. What decisions need to be made?  
    • This should be clearly stated at the top of the meeting agenda 
    • If you cannot clearly answer this question, then you should reconsider if the meeting is necessary 
  1. What are the different perspectives that need to be heard or considered? 
    • Who needs to be involved or which parts of Tahzoo need to be included? 
    • What are the topics that need to be discussed and confirmed? 
  1. What data is required to make an informed and data-driven decision? 
    • Do you have the data and reports necessary to make a data-driven decision? 
    • Reviewing a report is not a substitute for a meeting agenda, the reports should be read ahead of time so that we can ask the important questions that arise from the data 

In addition to the framework that I outlined above, the following recommendations were provided to the Microsoft field sales force as part of our project: 
 
Meetings 
 
Prepare for a meeting that you have organized by performing the following actions: 

  • Before sending the invitation, formulate a meeting plan and ensure that you are only inviting those individuals who can help achieve the meeting’s objectives. 
  • Provide an agenda at least one day before the scheduled meeting with a copy of the invitation, ensure that invitees are aware of the purpose and desired outcome of the meeting, and outline the role of each invitee. 
  • If there is prerequisite reading or work, send the materials in advance to ensure that invitees have context and include a note in the Subject line indicating “pre-reading/pre-work required.” 

If you have been invited to a meeting and these actions have not been completed, you have my explicit permission… don’t go! 
 
Follow these guidelines when conducting the meeting: 

  • Begin and end the meeting on time. 
  • Follow an agenda and keep a list of any items that stray from the core purpose of the meeting. 
  • Clearly articulate decisions, action items, and the next steps at the close of the meeting. 
  • Designate one person to document the meeting and provide a summary of the meeting. After the meeting, send a meeting summary to share the decisions, action items, and next steps with those who attended the meeting as well as with those individuals that did not attend, but should be involved in, or aware of, the meeting outcome. 

  
Scheduling Meetings 
 
When sending conference call meeting requests: 

  •  Include the conference phone number and passcode in the “Location” line. 
  • Attach links to reference materials — prerequisite reading, agendas, etc. — in the body of the request. 

If using Live Meeting: 

  • Include appropriate links so attendees can download the client if necessary. 
  • Include the link and authorization for attendees to join the session. 
  • Determine if you want to record and archive the session so that others who could not attend can review the actual meeting at a later time. 
  • Provide an alternative source for the file content if an attendee cannot gain access to the Live Meeting session. 

  
The guidelines are common-sense recommendations for running efficient meetings. Our time – your time – is too valuable to be spent not being action-oriented. I realize this will take a little more time and effort to be disciplined about our meeting process, but it will have huge payoffs for each of you. If you’re on the scheduling side take the time to be prepared, and if you’re on the invitee side make sure you’re an active participant. This is another important part of making sure we are becoming more and more data-driven in our decision-making process. 
 
Let’s go be great,
Brad