Doctor CX with a vlog about the challenges of managing remote teams, and how to ensure they stay connected, cohesive and cooperative.
This is one of the best courses I have ever done, even taking into account those that have little to do with Customer Experience. Because it is concise and practical.
The size of the course is ideal, and its structure is easy to follow. The (video) lessons are short and to the point. And the content (the SCO method) is simply outstanding.
This is not your typical course (e.g. there is no exam at the end). It is a practical course, where you are asked to use the method and its tools on a real-life business scenario.
This means there is very few (if any) theory and lots of practice. And you are evaluated, at the end by James himself, based on your knowledge of the SCO method, and the work you have done.
ACXS is empowering because it allows you to make an immediate impact in your company – using the tools, techniques, frameworks (shared with attendees in PPT format).
For a company to be successful it is no longer enough to have great products at attractive prices. There is a need to have a strong workforce of engaged employees, and high-performing teams.
To achieve that, companies must design, implement and run an Employee Experience Program. Establishing it as part of the HR function and initiatives, as well as daily routine.
Any EX Program should have an Employee Feedback Project, which in turn must have a Employee 360 component, where feedback is gathered from an employee’s manager, peers and direct reports.
(Note: Some companies, depending on the circumstances, may also include feedback from external third parties who may work closely with the employee in question – e.g. partners, suppliers).
The Employee 360 feedback provides a holistic view of the employee, and makes everyone comfortable (confidentiality) sharing important feedback, that otherwise may have not been shared.
Running such program, projects and initiatives can be daunting for HR / Talent Management teams. Actually, it may be impossible without technology enabling it, and allowing automation.
The technology should allow companies to:
- Create user-friendly and easy-to-use portals for users to provide feedback
- Automate process for multi-raters to review and provide employee feedback
- Deliver personalised, confidential and detailed reports to employees and managers
- Define action plans to manage and track progress, as well as drive improvements
- Integrate with HRIS (e.g. Workday, Oracle PeopleSoft, SAP SuccessFactors, Greenhouse)
Qualtrics is one of the leaders when it comes to Employee Engagement software (see G2 Crowd grid) as well as the undisputed leader of Experience Management (see G2 Crowd grid). Below is an example of an automated report, generated on the back of an Employee 360 initiative.
The report shows that when it comes to Communication (top chart) the employee rates himself much higher than peers, direct reports and manager – meaning there is a weakness not being recognised by the employee.
The report then drills-down on the Communication topic, looking at the individual questions of the 360 assessment. It is easy to understand, from the above 3 charts, that the employee’s weakness comes from Active Listening and Understanding, as well as lack of Clear and To-the-point communication.
More than only pointing out the weaknesses and strengths, the automated and personalised report also displays a description and interpretation of the results, providing a list of (pre-defined) actions and steps to follow, in order to improve that particular skill (in this case, taking an “Effective Communications” course on the the company’s LMS platform).
It doesn’t matter how good your product or service is. At some point, things will go wrong. But that is not a problem. We all know nothing is infallible.
The problem lies in the way you respond to that situation, the effort you put into it, how you resolve it, as well as the way you treat customers in that process.
The typical and most frustrating response customers get has four main issues:
- reactive – problems come as a surprise
- insincere – apologies are not heartfelt
- disclaim – it’s never anyone’s fault
- giveaway – freebies to shut customer up
The above shows that your company lacks professionalism, empathy, accountability and customer-centricity. This hurts customer’s trust and loyalty, impacting your bottom line.
To fix issue number 1, you need to become Proactive. This doesn’t mean that you must know every single issue that could crop-up. But you must be Vigilant and Action as soon as you notice something could go wrong. I would encourage you to think about James Dodkins PXR (Proactive Experience Recovery) framework.
PXR is the practice of fixing a problem during the crisis or before it happens (…) four-step framework is: identify, monitor, communicate, compensate (…) Identify the problem, monitor the problem during the experience, communicate to the customers that you know something is wrong even if they aren’t aware, and compensate for errorsJames Dodkins on Kustomer Podcast 9 Jul 2020 (link here)
To fix issue number 2, you should make sure that your staff shows Empathy towards the customer, and offers Earnest apologies. Following up by fixing the issue, ensuring that it was an one-time-only apology! In a recent chat on Twitter (ICMI chat) Stephanie Thum put it very well.
Apologies mean little, really, when they’re consistently the “go-to” for fixing the systemic problems customers face. Fix the systemic problems! That is the best compensation.Stephanie Thum on Twitter 25 Aug 2020 (link here)
To fix issue number 3, you need to ensure your organisation has a customer-focused culture that puts emphasis on Accountability, where employees feel Empowered to resolve customer issues, and are rewarded for fixing or actioning, rather than deflecting. Supported by Technology that is easy-to-use and flexible enough to make staff efficient, and problem-solving effective.
To fix number 4, focus on Resolution rather than hesitation, idleness, lethargy. As Stephanie Thum said, fixing the problem “is the best compensation”. Customers are not looking for freebies, but for an easy and effortless experience. And if you feel you want to make up for your mistake, make sure it is seen as a gesture of Goodwill.
Now, more than ever, companies need to (re)define their purpose – a clearly defined non-financial purpose. And then, ensure that leadership, culture, processes, policies, communications always take that purpose into account.
As Jeanne Bliss says: “Clarity of purpose gives people’s work meaning. It is the glue that unites a team and enables everyone to look beyond their individual tasks, so they can deliver a one-company experience that customers want to have again”
Companies need to make an effort to clarify why they exist (and it’s not just to make money!). Then, link that purpose to who they hire, how they conduct themselves, and what they will do (as well as not do) to grow.
This enables the delivery of great employee and customer experiences, and will make successes mean much more and, as consequence generate much more satisfaction. It will also be the perfect environment for collaboration, a key ingredient for innovation, which in turn brings differentiation.
Customers will want everyone to know they are associated with those companies, and shout to the world about joint successes. And employees will be proud to be part of such companies, share with others and attract more talent.
Technology is crucial for the delivery of a good Customer Experience. No doubt all Customer Experience Programs today include a technology enablement, implementation or integration project.
But despite trends around methods like Agile or Scrum (that try and make things more efficient and effective) the success in technology projects is limited – at best people get it done with loads of hassle; often they fail to achieve what they set out to do.
I believe the problem lies on the mix between wrong cultures and the use of legacy approaches to IT projects – where people make big plans from the outset, and then take things in a linear or sequential way (similar to what you would see in Waterfall).
These approaches rely on people making estimations (for timelines and costs) that reach horizons that they cannot see, and are usually far-fetched (as people simply cannot envision the next 3, 4, 5 or 6 months).
The business decides what they want (which is not necessarily what they need or is feasible). To avoid being seen as the party-wreckers IT teams (solution architects, developers, project managers) tend to give the customary nod and optimistic estimates.
What they cannot see (despite falling into that trap hundreds of times!) is that those promises (around timelines and costs for the technology enablement project) become set in stone, and set certain expectations.
It usually doesn’t take long until the project is delayed or stalled, the scope is creeping, and things are going over-budget. But rather than flagging things earlier, there is a tendency to sweep it under the rug.
It’s not until things get to a point of no-return that the project team sees themselves on the cliff-edge, and finally breaks the news – there is no way they will be able to deliver the project on time and budget.
The Business Sponsor needs to make a decision:
- bury more time and money;
- deploy incomplete (and potentially buggy) technology platform;
- bring the whole project to a halt.
None of these options is positive. Actually all of them will have a significant negative impact on:
- Employee Experience – will feel frustrated and incompetent; will see their time and hard work wasted; will put morale down.
- Customer Experience – if external customer, will suffer with a broken (or less than optimal) experience; if internal customer, will lose trust in business/IT capabilities.
In a technology-enablement project, there are at least 6 instrumental factors for success:
- Pragmatism, when it comes to discuss feasibility and investment appraisals;
- Realism, when it comes to set and manage people’s expectations;
- Focus, when it comes to design and plan the approach;
- Collaboration, when it comes to get things done, and push it forward;
- Transparency, when it comes to managing the project, risks and issues;
- Courage, when it comes to decision-making.
Recently I went to a Pearson test centre to do an exam. The experience was positive and smooth. More importantly, I passed the exam.
Coming out of the exam I was given a paper, that among exam details had a QR code and asked to provide feedback. I used it to access the survey and provided my feedback.
A couple of days later, I got an email asking for my feedback again. Given that I had already submitted the earlier survey, I thought it was an “honest mistake” and ignored it.
One week later, I got another email asking for my feedback. This time I could not avoid a feeling of hassle, and thinking I was being spammed – when I had already (gladly) submitted my feedback.
Looking into the survey invitation emails in more detail, I realised that first one came from the address firstname.lastname@example.org while the second one came from email@example.com.
But there was more. Looking into the survey links, I realised the departments were also using different systems. One of the links was feedback.pearsonvue.com while the other one was surveymonkey.com
Leveraging my experience in this area, of helping companies use technology to enable their CX and VoC programs, allow me to make 6 comments.
- It is really good that Pearson is reaching out to their customers, keen to hear about their experiences;
- It is really good that Pearson is doing it at different touch-points, particularly after the Moment of Truth – the exam;
- It is really good that Pearson is offering different entry points (e.g. QR code, email), making it convenient for the customer;
- It would be advisable for Pearson to have a holistic Voice-of-Customer program, that brings together all departments, avoiding silos;
- It would be advisable for Pearson to use a single technology platform for collecting and analysing customer feedback, providing clearer insight and avoiding overhead;
- It would be advisable for Pearson to create frequency and recency workflow rules, to avoid over-surveying and hassling customers;
A while back, in my blog post You don’t buy customer loyalty… You earn it I mentioned that Expectations are a crucial in customer experience. There is some science behind this…
“Expectations are so critical because they are fundamental to how the brain works. The dopamine neurons in our brain that are responsible for regulating our emotions work by generating patterns based on experience: they trigger emotions based on predictions. When everything goes according to our predictions these dopamine neurons fire up and we experience pleasurable positive emotions. However, if our expectations turn out to be wrong, the neurons stop firing and we feel upset.”Matt Watkinson, The Ten Principles of Great Customer Experiences
Customer Experience gurus and research says that, at a brand level, companies normally use one of two ways to set customer expectations: by intent or by accuracy.
John Lewis (well-known UK retail giant) uses the first (i.e. intent), setting an expectation in their strapline: “Never Knowingly Undersold”. Others prefer to use the latter (i.e. accuracy): “Next day delivery”.
Regardless of the tactic, companies need to make sure expectations are met (if not exceeded). And that it happens at all levels and in all interactions.
“Expectations cascade from the top down. What we expect from the brand applies to the product or service, then to every little interactions. To provide a great experience, we need to see the customer experience as one long journey, and a continuous process of setting and meeting expectations.”Matt Watkinson, The Ten Principles of Great Customer Experiences
It’s not enough to create a strapline or brand promise. To ensure the delivery of a great customer experience, it’s necessary to map customer expectations at all stages and steps of the customer journey.
Below is an incomplete example that I created for a B2B (Business-to-Business) company, which sells services.
(Note: In this case I was using a spreadsheet to document the customer journey mapping exercise. Contact me or comment post if you want me to share the template. However, there are other tools available, including CJM software)
The leftmost column has the stages and steps of the customer journey. The expectations are in the central yellow columns. In this example I only covered the beginning of the journey (from Awareness to Purchase), and only completed expectations at the Purchase stage.
It is important to map not only the Customer Expectation but also the Reality (I suggest this is researched or confirmed, with customers or front-line staff). It would also help mapping the expectation that you (as a company) want to set at each stage.
Meeting customer expectations will make sure your customers experience the “pleasurable positive emotions” that leave memorable moments – which is exactly what drives customer loyalty and repeated business.
Back in December 2019 I decided to buy, as a Christmas present, two tickets to see Guns N’ Roses (a band from our youth in 80s and 90s) at the Tottenham Hotspur Stadium in London, on the 30th May 2020.
With the Covid-19 pandemic striking the UK early March, it was obvious that the concert was not going to happen, but I waited for Viagogo to contact. Two weeks before the concert date Viagogo sent an email informing that the concert had “been postponed” and that they would contact “as soon as the new event date” got announced.
A few weeks later, and given the pandemic developments, everyone knew that the concert was not going to happen in the foreseeable future, so I contacted Viagogo. An agent told me that “no refunds could take place until the event organiser cancelled the concert“, and as far as they were concerned, it was going to be rescheduled.
It’s been 3 months since the concert date. It’s clear that no Government will allow thousands of people into a stadium any time soon in 2020, and most likely not even in 2021 – unless a miracle brings a vaccine and the capacity to provide it to millions of people in a matter of weeks.
So I contacted Viagogo again, asking for a refund. The agent told me that “the event organiser has not cancelled the concert, and until then Viagogo cannot provide refunds“.
I said that surely Viagogo and the even organiser knew that concerts were not going to happen anytime soon, to which she replied “as I said sir, the event organiser has not cancelled the concert, and until then Viagogo cannot provide refunds“.
I then asked for how long could the event organiser have the event pending, to which she replied “that is outside of our control. The event organiser has not cancelled the concert, and until then Viagogo cannot provide refunds, it’s on our Terms & Conditions“.
I tried to reason with her and said that customers (who are going through difficult times – some even financially, and to whom £375 would make a huge difference) would surely appreciate if Viagogo showed some empathy and refunded them for a product they bought but could not enjoy, to which she replied “I understand, but the event organiser has not cancelled the concert, and until then Viagogo cannot provide refunds“.
At that point I was finding it amazing how she kept repeating the same thing over and over again, without any regard for our conversation – it was like talking to a machine. I decided to empathise with her, and said that even though I appreciated she had her hands tied by a policy, a script and a system, I would welcome a route to talk to somebody that could help me.
For about 5 minutes (and yes, it was starting to become uncomfortable for both of us), she kept disregarding my plea, referring to the T&Cs, saying she could not do a thing, and repeating “the event organiser has not cancelled the concert, and until then Viagogo cannot provide refunds“.
I had to insist and make an effort for her to stay on the phone (at this point she was clearly trying to end the call), but finally, reluctantly, and almost in whispering tone she said I could “complaint via email to firstname.lastname@example.org“.
I wonder if the founder and CEO of Viagogo, Eric H. Baker, who studied business at Harvard University and Stanford University, was taught to treat customers like this. Maybe the UK authorities were right (and I should have listened to them) when they said…
- May 2018, BBC News reported that the UK Government’s digital minister advised that consumers should not use Viagogo;
- August 2018, UK’s Competition and Markets Authority (CMA) took Viagogo to the High Court for breaking the law;
- January 2019, UK’s Competition and Markets Authority (CMA) said Eric Baker risked jail over failure to properly protect customers.
It is in situations of crisis that we see which are the companies, and who are the executives, that really value and look after their customers. I’m sure that coming out of this situation, many customers (including me) will never go back and do business with Viagogo.