There was an article in the Harvard Business Review quite a few years ago that’s become something of a classic, entitled “Management Time: Who’s Got The Monkey?”

The piece described a scenario wherein employees walk into a manager’s office, lay a problem (or “monkey”) off on the manager’s back, and then stroll out again. In short, the point was that managers should delegate more effectively, which meant not allowing everyone to pass off their monkeys. Interesting metaphor, and it came to mind in a slightly different context recently when I was dealing with my bank.

I was trying to do something relatively simple (or so I thought): stop a monthly automatic debit that had been set up to automatically pay the office rent. Lease was up, no need to keep paying. Yet, I couldn’t figure out how to do it online. And the kind folks on the 800 customer service line couldn’t figure out how to do it, so they referred me to the e-banking service people. The e-banking rep didn’t know how to do it, and sent me back to the 800 customer service line.

So here’s the question: who had the monkey? It appeared to me that they weren’t just passing the monkey back and forth; they were keeping it at arm’s length.

Hmmm. What to do?

So I called a teller at a local branch, Sharon, who had been helpful in the past. She listened patiently to make sure she understood. Then she took the monkey. Sharon owned the issue. She took it upon herself to call the internal departments that could help stop the automatic debits. She told me what was supposed to happen, and when. Then she called me back to confirm it had happened.

That’s customer service! Of course, it wasn’t because of which bank I was using. It was actually in spite of the bank I was using. The only reason the right thing happened was because of a person with the right attitude. Sharon owned my issue. Sharon figured it out, and Sharon made sure it turned out right.

Think about your customers and their issues. When they bring a monkey into your store, your office, or onto your website, who’s willing to take it? If you’re not sure you know, there’s a good chance there are a lot of monkeys jumping all over the place, and some confused, angry customers.

I just got back from three days on a business junket of sorts in the Big Easy. I’ve been to NOLA a few times and the after-effect is always the same: I need some sleep.

Retailers everywhere – from the big boxes to the corner mom and pop store – universally struggle to deliver a consistent experience that meets or exceeds the customers’ expectations. Yet I would argue that the little town at the end of the mighty Mississippi delivers just that to visitors. Despite dishing up a smorgasbord of services – from high-end cuisine, to loud, live music and tankards of cheap hurricanes (the drink not the weather phenonenom), to certain pay-to-play activities I won’t mention here – the city that almost drowned manages to do it in a consistent spirit and energy, leaving almost all its visitors happy and wanting more. Though one must leave after a few days to catch one’s breath, most will become repeat customers.

And isn’t customer retention the name of the game?

Yes, the city has challenges: Katrina struck a huge blow, the government is rarely in full working order, and there’s a might socio-economic disparity among locals.

So, why does it work? Why do people swear by this city? I think it’s about spirit, not mechanics. It’s not scripted, it’s not “Disney-fied.” For the most part, it’s still authentic. And people can taste that – not just in the food, and the drink, but in every aspect of the experience.

So what’s your “spirit?” If you don’t know, and if all you have are scripts and processes, you may be in trouble. Take a trip south and do some field work. Walk down Bourbon and then branch off. There’s something to learn down there.

I’ve recently heard folks (”experts”) saying that they think business owners are sick of hearing about customer experience. The point, I’m hearing, is to generate revenue, or to “move product,” not get all touchy feely with customers.

They’re missing the point.

Put simply: if you’re a business owner, customer experience is not an optional issue. It exists. For better or worse, you have a “customer experience.” It doesn’t matter what type of business, what type of industry – retail, professional services, financial, online, etc. If you have customers, you have a customer experience. Ignoring it doesn’t change the fact that you’re customers are either enjoying or suffering through it. It doesn’t change the fact that the nature of your experience is creating a customer perception, and consequently a behavior (buy, don’t buy, stay, leave, refer, complain).

By ignoring the quality of your customer experience, you will suffer the consequences. And guess what? Those consequences reflect directly on generating revenue, and “moving product.”

So ignore customer experience at your peril. But at least do it with your eyes open. In this case, ignorance ain’t bliss.