Have large organizations completely replaced “strategic thinking” with “task-level execution work,” and if so, how can we get it back?
Ditch the surveys, bash the silos down, and do this right.
How to improve your listening skills — among leadership, towards employees, and from customers — is a crucial skill set if you want to grow your business through customer experience. How do you maximize it, though?
Listening to customers is central to sustained, long-term bottom-line growth. (After all, they buy your products and services.) But how do you do it effectively?
Your job is to take customers off the spread sheets and survey results to advance a conversation within your organization about the lives of your customers – their experiences – and who they are. This means finding new and disruptive ways to engage your executives and the ranks of your company. Make them want to hear the customers’ words and listen to what is going on in your customers’ lives.
Build a “Listening and Understanding Engine” so you can identify issues early and act without waiting for a survey result.
Many companies already have all the information they need from customers about what’s broken and what’s getting in the way of increasing repeat business. Every day multitudes of comments and feedback come in as a result of customers reaching out or at natural customer interaction points. Yet these opportunities to track “unaided feedback” volunteered by customers are not prioritized, trended or organized in a deliberate accountability cycle across the silos.
Often when a company talks about “listening” to customers, that notion is immediately collapsed into a “voice of the customer” (VOC) program. That is NOT the action I am referring to with this aptitude. “Make them listen” is moving past spreadsheets with numbers and having conversations about the lives of your customers and their experiences.