So, to state the obvious, we're still here, then. But, it did generate a wave of human energy, didn't it, all the media coverage about what might happen when the particle accelerator at CERN was turned on this morning (Swiss time). Did you notice how much more 'alive' and animated people were/are when talking about it? There was a thrill attached to the minutely possible (or, as most scientists were saying, vanishingly possible or, in fact IMpossible) chance that the mundane would suddenly .

(That's a writer's conceit - using the . as a sudden 'stop' for impact. First used in the book 1066 And All That, which ends with the words "...and history came to a complete . ") Apparently the first high speed clashes between particles won't happen till October 25th or something, so we'll go through it all again then.

But, what interests me from a customer-centered leadership perspective here is...What can you, as a...

I read a great article in Tyler Brule's column in the Financial Times over the weekend.

Apparently making people wait for a meeting to show how important you are has gotten out of control in the US. And it shows a culture that simply doesn't care about the time of people who have come to see you, whether they be a general business appointment or a customer who is left clicking their heels in reception. Here's a brief extract:

"On a recent trip to New York, a colleague and I were on the brink of getting in the lift without a word and leaving: our host had showed no interest in keeping her appointment and the receptionist was more interested in running a nail bar behind her big desk than playing the role of mistress of first impressions.

"But at the moment we were about to leave, an attentive gentleman rescued his colleague and his company's reputation with a tactful show of diplomacy and charm. It shouldn't have been necessary.

"As the ailing economy...

"Good timbers do not grow with ease;
the stronger the winds, the stronger
the trees..."

- Williard Marriott

The one good thing about a downturn is that it makes you stronger as an organization. Or, at least it should. Most organizations just cut mindlessly, in which case it doesn't.

Use this time to spot which of your frontline people are most resilient. It is likely that morale and motivation will flag among most, as that is natural in a downturn - people are worried about their own prospects, their spending power outside of work and so on. What you want to try and avoid, of course, is that mood being reflected in your relationships with your customers.

Role model the most resilient frontline employees - those who can continue to smile and provide good service and think proactively of the customer's needs, rather than be distracted by their own concerns - and use their profiles when recruiting. Also, hold them up...

...low expectations.

When you have no choice your expectations are lower and 'pretty good' can be pleasantly surprising. (Also, when you are disappointed, the world/supplier is responsible, not you. So you can at least externalize your dissatisfaction).

When you have 100s of choices, your expectations are raised. Get the choice right and you will be as happy as possible. There is an optimum choice. And it's up to you to make it. Now. If you are still not happy with the choices you make, you blame yourself.

The more options we have, the more we regret what we didn't choose. This opportunity cost becomes a lingering regret that subtracts from the satisfaction of the choice.

That’s a distillation of the core of Barry Schwartz's excellent book The Paradox of Choice: Why More Is Less, which Schwartz says he wrote after counting 175 different salad dressings and 75 iced teas on his local supermarket shelves and thinking, “This is crazy”.

As a secondary...