If you’re not yet focusing on the customer experience with your organization, it’s time to get started! Not just started… but it’s time to kick it into high gear! Customer expectations are higher than ever and evolving. You’ve got to get ahead of that!
There are often challenges to getting a customer experience program off the ground in any organization, so let’s overcome those and get moving.
But first, what is a customer experience program?
I always say that no one comes to work wanting to do a crappy job. We all want to bring our best selves to work and give our best. But in order to do that, in order to unleash our potential and do great work, we’ve got to experience that confluence of circumstances that lead to engagement.
One of the critical components of a great employee experience is leadership – specially, leadership who cares about employees. If leaders don’t care about employees, then why should employees care about the business? Imagine the employee experience if that was the case, if leaders cared about employees, their families, and their well-being! And measured success by how they touched their employees’ lives! A little humanity and humaneness would go a long way.
If you’re truly looking for feedback, if you really want to hear what your customers think, you’re sending the wrong message if you aren’t making it easy for them to offer their feedback.
How do you ensure that your customer service team understands their role and leads the charge when it comes to driving customer satisfaction and loyalty? The answer: Help them adopt a customer service mindset. What does that mean? What is required to develop that mindset? And how do you nurture and grow it?
Have you heard the saying, “A fish rots from the head down?” It means that the problem starts at the top, with your leadership team. Guess what? Your culture rots from the head down, too. It means that the problems, failures, issues, toxicity, etc. in your organization – or any organization – start with the leadership team.
One area to consider – and there are many – as we navigate through this next normal is how to ensure that our employees stay motivated and excited about the work they are doing. Let’s focus on recognition that celebrates the employee for a job well done, that highlights the value of the employee’s contributions, and that reinforces the behaviors you want to see more of in your organization. But is that really a motivator?
As I was writing my latest book, Built to Win, I wanted to be sure to incorporate the notion that it’s important to design a customer-centric culture because there are clear outcomes to doing so. Culture (and certainly not one that puts the customer at the center of the business) isn’t just fluff. It’s tangible. It’s measurable. It’s critical. It’s the foundation of the business and of business success.
You can never go wrong by informing your product development and your customer experience strategy with ongoing customer feedback – or by putting the customer at the center of all of your product or business decisions. The Honda Shogo is a great example of how to hit a home run by co-creating a product with your customers.
Let’s consider this when it comes to the Great Resignation: People don’t leave managers; they leave the culture of the organization. I believe that’s a more-accurate statement, especially when we know that culture is the foundation of the organization and that the culture is shaped by the worst behavior a leader is willing to tolerate or allow.