The
Old Coot offers his opinion.
By
Merlin Lessler
It’s
a hailstorm out there! Of surveys. Everybody wants you to fill out a questionnaire.
Buy a donut – get a survey request. Go to the doctor – get a survey request.
The only one I take, is the Dunkin Donut survey, when they give you a free
donut. You go on line and answer a bunch of questions. Even if you lie, you get
a donut. Sometimes I’m a 26-year-old female, have an income less than $20,000;
my race is “other”. Other times, I’m 80 years-old, my income is off the chart, I’m
male and claim I stop in at a Dunkin Donut outlet twice a day.
Most
businesses and many organizations have the survey bug. Often, it’s a marketing
consulting firm that tabulates the results. They draw up a bunch of graphs, put
the results together in a glossy report and conduct a power point presentation
for upper management. But, it’s like going to the doctor and having your pulse
taken on your knee cap. Useless! (for the most part). Just ask that 26-year-old
female going around every day munching on a free donut.
It
doesn’t matter. The results LOOK scientific. The report is loaded with
impressive statistical terms: mean, median, average, trending, etc. The process
is a report card. And, like the ones I hated to bring home from school, the
results are never good enough. Not for executive management anyhow. But, for
me, it’s an indictment of the management, not the employees. They have no idea
what it’s like to be a customer of their organization.
Yet,
the solution is simple – The people running the show need to be a customer. If
the CEO of American Airlines, Douglas Parker, traveled (incognito) on one of
his planes, sat in coach, scrunched his knees into the seat in front of him,
got yelled at for having his seat in the recline position just before takeoff, even
though it only inclines one inch, and had to jump into the narrow aisle designed
for people 5 feet tall and under 100 pounds to shake out a leg cramp, then
maybe, just maybe, he’d run the airline to please the customers, not the bean
counters. (Can you tell I’ve recently flown on American Airlines?)
If
John Standley, the CEO of Rite Aid, tried to figure out how to get someone to
cash him out at a row of empty checkout stations, the CEO of McDonalds, Stephen
Esterbrook, witnessed a group of seniors trying to order their meal at the new
kiosks, the Postmaster General, Megan Brennan, waited in line to buy a stamp
and had to endure the sales pitch from the clerk that her executive staff mandate
be asked, they’d never need to bother customers and waste money on surveys.
They’d know firsthand, the answer to the question, “How’re we doing?” They’d
know and we’d all be better off.