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But just what a CCO is sometimes feels foreign, even though the responsibilities are pretty simple to analogize to other leadership roles in any organization. While the CCO will drive leadership buy-in from above, a truly Customer-centric organization requires support and programming that permeates the very culture of the company.
Recently I wrote about a friend of mine, a Chief Customer Officer who was struggling with breaking through to her leadership colleagues the importance of taking action to improve the organization’s CX. That’s not an excuse for tyranny…the CCO doesn’t simply get to come in and start bossing the rest of the leadership team around.
My point, though, is that expecting a CEO to take on someone in a leadership role without (an awful lot of) experience within the industry is a big risk and a big ask. Of course, you wouldn’t want to hire a CX leader into your organization who’s had no experience in your industry and has never had a CX leadership role.
How do you sell CX to leadership? There isn’t much taste for a second shot at it if a leadership team of your organization (or your client’s organization) has already been burned once. I’ve even written about it myself on several occasions. Then the topic can more naturally shift to those revenues and sales.
There’s a great scene right off the bat where Josh attends a leadership meeting complete with charts and graphs and financial arguments. Surely you remember the movie, if not all the details. Somehow, he ends up getting a job as an executive at a toy company (of course). They still have the hassle !
There’s a great scene right off the bat where Josh attends a leadership meeting complete with charts and graphs and financial arguments. Surely you remember the movie, if not all the details. Somehow, he ends up getting a job as an executive at a toy company (of course). They still have the hassle !
He and his leadership team talked a good game about Customer centricity, and the rest of the team seemed (at least from his perspective) to be on board with that. It’s got the beginnings of a Customer-centric culture in that its leadership is at least talking the talk.
I once had a client interested in expanding offerings and had a few ideas that the leadership thought would be a hit with their current Customer profiles. Look,” one member of the leadership team told me, “80% of our Customers want this new feature.”. That’s awesome,” I said. “Can Can I see the survey results?”
Quite frankly, putting an empty seat at the table alongside your CFO, your CMO, your CHRO, Head of Product, Head of Supply Chain, and the rest of your executive leadership team is almost an insult to your Customer, when you think about it. Why not hire someone to actually, y’know, sit in that seat?
That’s awesome, and I’m sure the entire leadership team is intrigued. If I ask you what your NPS tells you, you can probably go on about Customer loyalty, likelihood to repurchase, share of wallet, and many other great things that have come out of white papers and case studies over the years.
When someone has an acute issue that’s so egregious (or even thinks it’s that egregious) that it’s brought to the attention of our leadership, the potential for trouble is huge and should be addressed. In all, it’s a good thing to have efforts addressing executive escalations.
It was fantastic for messaging to the leadership (‘See? (The correlation to their overall NPS was not quite as strong, which was understandable, of course, based on all the other factors that go into that overall top-level number.) As their project continued, they continued to see that correlation tighten up.
But aside from that, the relationship survey will give leadership a better impression of how things are going strategically with fewer actionable insights to be gained. These insights may be helpful for the account manager, but not necessarily immediately actionable for (for example) the front-line contact center worker.
If all you do with your VoC is report it to leadership, then CX is like the weather: Everybody talks about it but nobody ever does anything to improve it. Simply put: VoC is not just surveys. It’s much, much more than that. Deploying Process Improvement.
There are insights into specific tactical issues, organizational concepts and approaches, strategic thought leadership, and much more. Given the robust nature of topics within CX, it’s vital to be out there consuming as much information from as many different sources as possible in order to keep up.
That’s not as easy when you’re briefing the leadership team, but some anecdotal verbatims are helpful in adding color to the story, and even better when used to help defend decisions you’ve made about what to do with the data.
In fact, some of the leadership team was leery of even broaching the subject of changing the way the metric was reported, knowing he’d not like it. (We also considered changing the time horizon on the survey time-out, but we chose not to so as not to limit the Customers’ options in responding.).
Leadership must trust its employees to not take advantage of (or be careless with) a system that is built around satisfying Customers rather than simply following rules. (By the way, this is not to excuse an employer who has the prime responsibility for fostering such a culture and atmosphere.). That trust flows on to Customers as well.
Additionally, as I’ve mentioned before , when hiring your team (or identifying your CX leadership), you should be looking for a diverse background. We lose our empathy, and we lose our sense of perspective.
When you think about it that way and bring it out into the open, this can be a really good reflective exercise for the leadership of an organization…and what better vehicle to drive such a conversation than the actual interactions you’re having with your Customers for whom you’re in business in the first place?
Things went very well that afternoon and I left, having spoken with some of their leadership, with a good feeling that we’d build a nice relationship that would lead to new work and a promise that they’d reach out in a couple of days. I never heard from them again.
Without Process Engineering (or at least in some way taking responsibility for improving CX) as part of her job description, whenever she approached any of her colleagues on the leadership team with ideas of what to do to improve the Customer experience, it was always “The Survey Lady” coming around to tell us to change something.
And it’s also fair to say that if the leadership of your organization doesn’t see the intrinsic value of good Customer Experience, you’re fighting an uphill defensive battle in the first place. And sometimes that catches us off-guard when someone asks us, “So, what are you bringing to the table?”.
Anyway, we all move on… The trick is that, my onboard communications system was tied to that old 3G technology (my car is several years old, but not that old…) The leadership at Der Deutsche Autokonzern made the decision that, with what is called the “3G turndown”, folks with certain models beyond a certain age would not be updated with (..)
Does your organization take the insights from your VoC program, package them into a PowerPoint slide, present it to leadership and call it a day? In the typical PM world, Customer requests or requirements are developed, boiled down to calls for action, frozen in amber, and then tossed over the fence to those who are doing the work.
And yes, I do recognize the rest of the leadership team will be happy to see those tens, but it’s your job as a CX leader to actually drive more of them, not just rah-rah when they arrive.). “The agent was incredibly efficient and polite.” “You rock!” Again, heartwarming, but now try to turn that into something you can do. (And
In fact, if all you’re doing with your CX data is reporting it up to leadership, it’s not likely to be doing much good. A good friend of mine and CX guru Nate Brown will often say that too many folks see VoC as the finish line instead of the starting point that it really is.
He’s the leader of an international organization and we were talking about strategies and how important it is to ensure that leadership’s highfalutin strategies and visions are made real to team members in their own day-to-day work.
The PartsDirect leadership team reviews every comment. Not only did I hear back from the muckety-muck I’d contacted via LinkedIn, but I also received the following note as a response to the feedback I sent them on their site: Thank you for taking the time to share your thoughts.
One Big Question I hear a lot these days is about AI and automation. How will AI impact CX? How the heck should I know? Its clear Im the one writing all these articles, isnt it? I wonder if well reach the singularity and the world will implode if someone uses AI to write an article about AI and the impact it has. Surely itll be a glowing review.
Having spent a lot of time in education—corporately doing plenty of L&D work, having had lots of clients delivering workshops and such, and of course as a professor—I’m intrigued by how folks learn. What’s lost on a lot of educators, unfortunately, I’ve found, is the purpose of education in the first place.
I used to say that I don’t know anything about Marketing. Then I started spending a lot of time with marketers. They’re an interesting bunch, and considering that, as I like to say, Marketing and CX share two sides of the same coin—that being the Brand Promise—I’ve had many conversations as our work compliments each other.
I once had a great co-worker and mentor who, when teaching his Lean Six Sigma courses, would drop the quote: “Never take ‘No’ as an answer from somebody who doesn’t have the authority to say ‘Yes.’” Now, in his context, we were talking about internal politics and change management in general.
Folks who work in your Customer-facing organizations have a lot of different names. Agents, technicians, associates (which always makes me chuckle a little bit ), service providers, and others. One that often makes me think is: Representative. It’s curious to me because it can go either way, can’t it?
We recently needed a battery replacement in one of the household computers, so I made an appointment at the brand’s retail location in a local mall. The process of registering and scheduling an appointment was super easy, and the appointment times were remarkably specific, so I figured I was in for a very tightly-run experience.
Where a CX function is located within a company is a frequent discussion topic among CXers. I’ve been thinking about this recently and, while obviously each company is unique and every situation different, it occurs to me that where a CX function resides isn’t nearly as important as is what it’s chartered to do.
One of my favorite Process Engineering tools is the Five Whys. The basic principle is to consider a problem or imperfection, ask why it’s the way it is, and then ask why that explanation is so. We keep digging (as the title suggests, five times, but your mileage may vary) until we’ve uncovered the true root cause of an issue.
Can I start a controversial article being completely un controversial? Thanks. Here goes: Good employee engagement is an absolute requirement in order to drive good CX.
There are articles all over the place and books overloading shelves in the business section of the stores having to do with strategies and branding. One of the theories that I find appealing is that, when it comes to strategies and visions and missions, it’s important to leave your products or services out of these guiding statements altogether.
Here is the final post in a series about building a world-class CX program in your organization. I introduced the component parts here , expounded on aligning your CX strategy here , delved into the Voice of the Customer here , and showed how to put it into action with your Process Engineering program here.
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