User Tested

CHAPTER 11Top Down: How Executives Can Support and Model Change

If you're an executive, founder, or other business leader, you've undoubtedly heard the stories about Walmart founder Sam Walton dropping into his stores unannounced to walk the aisles and chat with workers.¹ Those stories are true and have morphed into the stuff of legend for a very good reason: that level of investment in empathy is rare.

Most top executives don't prioritize connecting with and understanding their customers and employees, and understandably so. Their time is extremely limited so everything must be ruthlessly prioritized. This is even more true now, as the business world becomes increasingly digitized and customers are further and further removed from the companies that serve them.

But a select few find ways to keep the customer top‐of‐mind, despite their heavy workloads. They carve out time to listen to user voices and absorb consumer feedback.

Here's a great example: A while back, we met with the CEO of a home furnishing retailer in his San Francisco office. It was a gorgeous, airy space in the corner of a bustling office. As we sat on his couch and discussed the importance of connecting with customers, it became clear that he not only understood, but he had a real passion for it. He grabbed a letter off his desk to show us. The letter was three pages long and hand‐written, sent to him directly by an elderly couple who'd purchased a couch. Apparently the delivery company had been late and rude ...