May 22, 2019

How to Show Up as a Caring Company

Would you roll your mother into a hospital hallway and then leave her there? You know that you wouldn’t. But this kind of thing happens in every single one of our industries, because we’re focused on processes that are built for efficiency, and in doing so, we wire the human out of it. In this episode, I explore how to bring the human back to the heart of our operations.

April 16, 2019

Why We Must Give Customers Choices Based on Their Lives: 4 Case Studies

As customers, we kind of feel like this is our time to get what we want, but the fact of the matter is that a lot of organizational data, culture and processes have to be worked through to get to this state for any company. And while we have a lot of newfangled words and jargon to describe this work, when you boil it all down, “give me choices that jibe with my life,” has—at its core—respect. In today’s episode, I share 4 case studies on respecting your customers’ choices.

February 5, 2019

CX Opportunities in 2019: What We Can Learn from the Forrester Customer Experience Index

As companies are ramping up their 2019 initiatives at the beginning of this year, it’s a good opportunity to look back on what we’ve learned in 2018. As customer experience leaders, we have to set the tone for our organizations by acknowledging customer needs and motivations. Today, I want to explore 3 challenges brands are facing in 2019 and what your company should do about them.

October 23, 2018

Let Your Purpose Unite Your Company: 2 Case Studies from Companies That Embody Their Values

Does how your mom raised you guide how you lead? Does what you learned as a child—those behaviors—guide your gestures and your organization? Actions that align with purpose are the hallmarks of leaders who can move mountains. In this video, I share two case studies of companies that lead with purpose.

February 4, 2016

Quickly Accept Accountability When Things Go Wrong

The role of the CCO is to unite the organization in building a one-company version of their customer journey. This includes knowing what to do when things go wrong and accepting accountability to repair the emotional connection with your customer.

May 28, 2015

Leaders: Set the Tone, and Give “Permission,” to Be Real

Beloved companies aren’t afraid to be themselves. They give employees permission to drop the “corporate veneer.” They encourage employees to take the best version of themselves to work and into their relationships with customers. Setting the tone to “be real” are often the leaders inside these companies, who make it okay for everyone to do the same.

May 12, 2015

Know the Intent and Motivation Behinds CX Actions

With each shipment you make, with each call, with each customer contact, decide what you want your customers to get from you. Decide how you want them to describe you. Making it happen begins with how you make decisions. It’s all about the intent and motivation that guide your CX decisions.

April 23, 2015

Five Decisions Contribute to the Delivery of a Meaningful Apology

All decisions contribute to the delivery of a meaningful apology. Your apology (how you say sorry) is your humanity litmus test. It’s unavoidable that at some point, your business will suffer a failure that disappoints customers. How your company reacts, explains, removes the pain, and takes accountability for actions signals how you think about customers, and the collective heart of your organization.

April 21, 2015

Gain Clarity of Purpose to Steer Your Customer Decisions

What conditions must always be met before you say “yes”? IKEA designs the price tag first. They know that even people on a limited budget want a beautiful home, a comfortable place that feels like, well, home. Their purpose is to “create a better everyday life for many people.” IKEA wants to produce democratic design: products with flair at a price most people can afford.

April 9, 2015

Three Actions to Build a Culture of “Belief” in Your Organization

“I believe you.” With those words, we honor the recipient. Inside beloved companies, they decide to believe. Trust and belief are cornerstones of relationships with employees and customers. Take action and implement three actions to help make “believing” a core competency in your organization and culture.