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When thinking about software, we all want something easy to use. Vendors tout their “ease of use” at every opportunity.
But much of our technology is complex and confusing.
Training classes, manuals, online FAQs, and googling “How do I …” are our go-to moves for figuring it all out. That takes time and uses up precious energy and focus.
Yet some products require none of that. You see and understand what to do. Have you ever had to pull up a manual for your iPhone (or even Android) to use most functions? Most of us pick it up and use it because the everyday functionality is evident with little to no cognitive friction. Have you ever needed training? No. Why? It’s obvious.
In other words, the teams behind those products worked toward a more difficult standard, designing for "obviousness." Ironically, to attain the obvious, you need to think critically about what isn’t immediately apparent. You need to be aware of how people think and process information. The product designers and engineers must suppress their thoughts to discover how the real users think.
How to do this is well understood. Designing the Obvious, a book by Robert Hoekman, laid out many of the principles and approaches that lead to “obvious” experiences. If we know how, why isn’t more software and technology obvious to use? Because it takes much more work. More research, more testing, and hardest of all more humility by designers to realize that they don’t “know” the answers before doing the work.
Function and feeling
An effective and engaging client experience goes beyond simply providing numbers and facts. You are designing an experience to deliver a specific feeling. Consumers love their iPhones. They are delighted by small details that make them feel cared for and valued. Those feelings are by design. Those feelings solidify brand loyalty.
Little details, like color, impact a feeling. My team experimented with gray instead of the typical red for negative returns in a portfolio. The feedback we got was interesting. The feeling was, “Okay, my portfolio is off, but it is not in the red, like waving a cape in front of a bull.” That small change encouraged positive discussion rather than exacerbating anxiety.
Intentionality and humility
We purposefully design for interactions that occur outside of the scope of software, such as in your office, on the phone, or during a Zoom call. Advisors also need to think broadly about the context in which their client experience happens. Digital is part of it, in-person is another element. Those two need to mix well.
We also need to be humble. Humility in design means not presuming to know what your clients want. You may think you do, but chances are you’re missing something critical. If we don’t stay humble and assume there is something left for us to learn about our clients. We’ll never know. We’ll remain ignorant. When we look to introduce or upgrade a service, we start by asking fundamental questions. What problems or concerns are you having about X or Y. Open questions get you more fundamental answers. That is where new insight lives.
Innovation and failure
To innovate, the trick is to find a safe space to be wrong. In design, you're always starting wrong until you get it right.
Don’t ask clients, “What do you want?” They don't know, and they can't articulate it. As humans, we’re usually wrong about predicting the future – even our own behavior. Look at actual client behavior and think about what they do with other services, such as banking. As long as you communicate with clients that you’re trying something new to benefit them, they will give you the benefit of the doubt. Even more, they will credit you for the effort. Solicit and act on their feedback. Even with mistakes, you’ll build valuable relationships.
Listen and learn
My team interacts with advisors’ clients all day long. When experimenting with new solutions, we often present a choice, A or B. The key isn't that they may like B as a solution; it’s “Why?” “Why does that work better for you than A in solving this issue?”
If you do the same with your clients, after several conversations, a consensus will emerge. That will lead to a much better solution than “What do you want?” ever could have. It’s about being iterative. Including clients in your innovation process will strengthen your relationships and even improve your client service.
Be bold and innovate with your clients, and it will favor you.
John Prendergast is CEO and co-founder of Blueleaf, a leading all-in-one platform for RIAs and broker-dealers to deliver exceptional advisor and client experiences while simplifying operations. John also co-hosts The Augmented Advisor podcast, featuring industry leaders sharing tools and insights to succeed in a digital world.
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Advisor Perspectives welcomes guest contributions. The views presented here do not necessarily represent those of Advisor Perspectives.
