Can You Hear Me Now?

Big companies are always big targets (no pun intended) for news stories and social media attention, so it’s easier to see when large companies screw up. But lately it feels like I’ve been bombarded with stories about the ways companies devalue connection and make very public missteps as a result.

Building on my post from last fall about Starbucks’ attempt to force and fake connection, I have a whole new set of reasons to shake my head at Verizon and Target.

Silence is Not Always Golden

A couple of weeks ago, millions of us (including me) were affected by a massive Verizon outage that put our cell phones in SOS mode for more than 10 hours. I was fortunate to spend most of that day in places with Wi-Fi, and my in-transit times didn’t require me to be reliant on my cell service for navigation or communication. While this was a nuisance for me as a small business owner, it was a huge disruption and safety issue for millions of others across the country.

People who needed emergency services, were trying to connect with loved ones, or were using GPS to navigate to a destination found themselves isolated and afraid. This extremely long disruption exposed massive cracks in our communication system and reliance on technology to navigate our daily routines.

One of the biggest issues was that Verizon didn't reach out to let their customers know there was a problem. I had to figure out why my phone wasn’t working through news reports and Reddit threads. I get a gazillion text messages and emails from Verizon each week trying to promote their latest deals, but not once did it occur to them that customers should be informed about the service we’re paying for. That silence spoke volumes about the company’s priorities.

I’ve written extensively about the difference between connection and transaction, and how businesses can earn customer loyalty by tapping into basic values and appealing to our sense of humanity. When customers feel a connection to a company, they are willing to accept some inconveniences or disruptions, but only if that connection is authentic. Verizon is literally in the business of connectivity, and yet they couldn’t deliver a basic message to let their customers know there was an issue. They didn’t even reach out once the issue was resolved – again, we all had to rely on news reports and constantly checking our phones to see if we had service again.

Verizon offered a nominal statement credit to make up for the disruption, and even here, they failed to connect with customers and earn their loyalty back.

In a classic move that avoids taking direct ownership and responsibility, Verizon sent a weak and forced apology by text, noting that they let us down and were offering a $20 statement credit. But in order to get that credit, I had to click on a special link (which didn’t even work on my phone) and specifically request to have it added to my account.

They didn’t automatically give it to customers and made all of us work for their so-called “apology gift.” The process made it clear: Verizon continues to approach customer engagement in a transactional way, and they’re losing business as a result.

A Breakdown in Trust

At the end of October, about 1,000 Target employees were laid off by a Zoom call that was fraught with audio glitches and connection issues, leaving some employees confused as to whether they were actually terminated. Many didn’t know what was happening until they got a follow up email from Human Resources. You could say that this was just an unfortunate occurrence, but Target’s actions over the last year have proven they are not interested in maintaining connections with customers and employees alike.

Target used to be such a valued brand and had overwhelming customer loyalty. People even made up a fancy pronunciation to make the trip feel more elegant (Tar-zhay!) and would go out of their way to shop there versus competitor brands like Walmart. Part of what made their brand so strong was their commitment to communities and the belief that Target was for everyone.

But last year, Target made a massive shift in its priorities by removing the Diversity, Equity, and Inclusion initiatives that they spent years building.

Essentially, they decided to turn their back on the communities, employees, and customers who had believed in and supported the values they spent years promoting. That decision gave people a reason to disengage and take their business elsewhere.

But people didn’t just leave quietly. There were widespread boycotts and calls from all corners of the US, including from clergy members, to stop spending money at Target and take their business elsewhere. (Side note: if you have five minutes, I highly recommend watching this PBS Newshour interview with Pastor Jamal Bryant who gives a masterclass in the importance of community values and connection.)

Target has spent the last few months in a financial freefall and has tried to right the ship by redesigning stores and, like Starbucks, forcing connection by mandating that employees smile more. But their business model has always relied on consumers who were willing to spend a little more due to brand loyalty. In a declining economy when consumers need to make tough choices, businesses need their most loyal customers more than ever.

I worked with Target’s former head of public affairs who was with the company in the early to mid-2000s when they were focused on supporting all communities to be healthier and stronger. As he used to say, “our goal is that when we screw up and land on the front page of the NY Times, people should shake their heads and say that we were stupid, not evil.” He consistently talked about Target’s core values and belief that everyone does better (including their business) in a stronger, healthier, safer community.

Unfortunately for them, Target’s about face decision to put politics and profit above people has led consumers to the conclusion that they’re evil, and many have chosen to walk away as a result.

Authentic connection can withstand pressure, and customers are far more forgiving of mistakes than companies seem to realize, but only if they feel seen, informed, and respected. When companies turn their backs on those connections, the damage can be immediate and often irreversible.

Are you trying to make your business more relational and relevant? Or have you been able to implement ways of working that foster connection? I’d love to hear from you and, of course, I’m always here to help if you’re stuck. Feel free to join the conversation on Substack or drop us a line at hello@theconnectors.net.