Page 262 - How Great Leaders Build Abundant Organizations That Win

THE WHY OF WORK

an Apple, his personal favorite. She went to the Apple store,
made her purchase, set up the computer, transferred all her
files, and had a completely positive experience. She can’t
stop talking about how much she loves her new computer,
how much fun it is to go back to the store for their com-
puter classes, how hassle-free the purchase process was, and
did we mention how much she loves her new computer?
We got curious about how a computer can meet the
needs of both our tech-savvy son and our tech-avoidant
daughter so well. As near as we can figure, both of them find
a simple sense of delight in a product that is both technically
advanced and deliciously intuitive. The screen is beautiful.
The experience is tactile and inviting. They don’t have to
stand in line at the store, because every sales rep carries a
little credit card reader around his or her neck. The com-
puter synchs with the phone. And have you seen the cool
way the icons swell enthusiastically when you run the cursor
over them?
Most companies that make a living by attracting custom-
ers want people to experience that sense of delight because
they know it translates into customer loyalty. Customer
delight, may come from store layout, product features, a
great bargain, or attentive service, and customer delight is
a constantly moving target, but if companies can deliver
on delight, they can usually count on people to come back.
Companies that deliver on delight can usually count on their
pick of creative employees as well.
A study done many years ago at a large retail firm with
thousands of stores found that every 10 points of increase
in employee engagement translated into a 4-point increase
in customer satisfaction. We anticipate a similar connec-
tion between employee delight and customer delight. As

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