Taking a Measure of Member Mood
In the March 2006 issue of Harvard Business Review, a short article described how the Inn at Little Washington’s restaurant takes a measure of each guest table’s mood on a scale of 1-10, with 7 or below indicating displeasure or unhappiness. The mood score is recorded in the computer and the goal is to get that measure to at least a 9 by the end of the meal. The strategies might include complimentary champagne, extra desserts, a tableside visit from one of the owners, or even a kitchen tour. A personal favorite: if a wife looks annoyed that the husband is paying a little too much attention to a well-endowed waitress, a waiter takes over.
Consider what the member experience might look like if associations similiarly targeted member mood during each interaction. Have you ever had secret shoppers assess how your staff are treating members on the phone, at busy conference registration tables, or elsewhere? If you haven’t, consider it. You might just be shocked at how often the member mood is depressed rather than elevated during these interactions. Too often, calling members are repeatedly transferred, unable to find a real person to talk to, or told no to their simple requests. About the only measure of mood associations take of members is through customer satisfaction surveys and conference evaluations. But isn’t that a little too little too late? Wouldn’t it be more effective to enter every interaction aiming to elevate the member mood?
How often do your members leave the interaction feeling GREAT about the experience? Consider how you might be able to apply the measure of mood concept to your organization.
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