On today’s Daily Dose, I want to talk to you about how to suss out potential roles/positions that comes across your desk. Here are 5 key steps to seeing if the job description and role is right for you and truly focused on transformation.
Since I’ve received so many thoughtful comments and questions especially about the work of leading the experience practice in various organizations, I wanted to share a few of my favorite lessons that I’ve gleaned over the years.
Often when a company talks about “listening” to customers, that notion is immediately collapsed into a “voice of the customer” (VOC) program. That’s not the action I am referring to. Customer listening is a critical competency of customer experience reliability.
“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.
Your ability to be there and deliver experience reliability gives your customers a story to tell in social media. Make the moments of truth a positive story that your customers can tell others.
The leadership of the company must be behind the Chief Customer Officer. Senior executives should know that before they commit to a Chief Customer Officer, this will require a time commitment from them. Especially if the Chief Customer Officer comes from outside the business, he or she will need these executives to cut a swath through the politics of the organization.
Clarity of purpose means having a definition of what experiences you will deliver. You know the memory you want customers to have and you make the decisions to prepare your people to deliver it.
Beloved companies deliberately build a culture of belief. Its the intent and motivation – the “what” and “why” behind decisions that bond people with companies. Beloved companies give control back to customers by trusting them. They suspend the rules and policies, and operate from the belief that customers (and employees) generally do the right thing.
Managing the customer as an asset is one of the three competencies of customer experience reliability. Do you develop customer relationships by nurturing them as an investment that will grow or see them as a cost center?
The best companies find new and disruptive ways to engage executives and employees to hear their customers’ words. These activities put the voice of the customer in the ear of the organization. Customer listening creates empathy and a culture of people who care not just about what they sell, but about the lives of the people who they impact.