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Every customer experience project is a culture project

Culture is the biggest determinant of effective customer experience. While that’s especially evident in the service space, it’s also true for every other type of company. When your culture focuses more on its own viewpoint than your customers’, you end up with convoluted processes, terrible return policies, and overly-complicated products.

That’s why I was happy to see some of the results from our first-ever journey mapping survey. We’re finalizing the analysis, which will be available soon. So, here’s a teaser about some of the results that are relevant to building a customer-focused culture. Read more

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Interview with Steve Eagon of Unitron: Creating a Great Patient Experience

steve-eagonSteve Eagon is the Director of In-Clinic success at Unitron. In his role, he works directly with clinics to directly help them improve their patient experience. Steve and Jim have co-presented at multiple conferences, so we asked him to explain his approach towards building an improved patient experience.

As someone who is very patient-focused in the hearing care industry, what do you see as the most import focus points in building more patient-focused experiences in hearing care?

Hearing care professionals have a ton of knowledge at their fingertips—they have a great deal of education and experience in the field, and know a lot about hearing care. This is a great thing—except when it leads them to overcomplicate matters when they communicate to the patient about their hearing care.

This is a common symptom of the biggest customer experience issue in the hearing care profession today: hearing care professionals do what they think is best without looking through the patients’ eyes to really see their point of view. They’re projecting their own values onto the patient—you hear a lot of “I think the patient this” and “I was always taught that,” a lot of “I” statements. But you can’t truly help the patient until you’ve stepped outside that mindset, and started seeing things through the lens of the patient. Read more

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Creating Radical CX Change, the Quiet Way

phone-1742833_640At CXPA events I often run across new attendees with a familiar story. They’re obsessed with customers, and they want to transform their companies to be more customer-focused. They desperately want to change their companies! But they’re not in a customer experience (CX) role.

How, they ask, can they change their company if their company hasn’t given them a CX title?

It’s a great question. It’s always easier if you have the title. If the company cares enough to create a customer experience role, and to trust you in it, that’s a huge head start. It’s still difficult to drive change, but at least you’re beginning with some momentum.

But what if you don’t have a CX role?

I was discussing this very issue at CX Day when our speaker reminded me of the classic Harvard Business Review article Radical Change, the Quiet Way by Debra Meyerson. The article is focused more on confronting such challenges as racism, gender bias, and other workplace issues, and recommends you become a “tempered radical” to make moderate changes in your culture.

While these issues are obviously very serious, these skills also apply to our domain.  Read more

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What is the Most Important Contact Center Metric?

metrics2I presented at the ICMI CC Expo last month in Long Beach. It’s always a great conference, and I look forward to it each year.

In the afternoon after my journey mapping workshop I attended a Justin Robbin’s session on metrics. Justin began by asking attendees the most important metric they tracked.

Think about it for a minute. Of everything you look at, which is the single most important item?

The first respondent said, “ASA [Average Speed to Answer],” whereas another followed up with “productivity.” This was followed by “response time,” “commission” and “occupancy.”

Do any of these resonate with you? If so, then you need to rethink your approach. Read more

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CX is team sport. Is your whole team playing?

199073871_f559db9436_bYou wouldn’t play soccer without your forwards. You’d never try basketball without guards. So why do so many teams try to win at CX with only a partial team?

At HoC we’ve had the amazing opportunity to work with all kinds of companies: non-profits, retailers, insurance companies, you name it. The one consistency is a tendency to under-invite teams critical to success.

Three specific groups are often left out – IT, HR and those who “don’t get it.”

Let’s start with IT.  I get it. As a former IT leader, I can say we’re not always the most fun to partner with. We can get defensive, or we start “solutioning” before we’ve heard from customers. Read more

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Guest Post: We Hold These Truths: Implementing CX Governance

1JFMNQLRE8This guest post comes from Darin Byrne, Senior Director of Professional Services at Wolters Kluwer.

As the summer goes on and the Fourth of July approaches, I’ve found myself thinking once again about the principles that our nation was founded upon. I am reminded that the signing of a document, even one as revered as the Declaration of Independence, was such a decisive point in our history – actually in the history of the world. And I’ve been pondering even more broadly about all of our governing documents, from the Magna Carta to the Constitution: how they came about and how they still affect us today. We agreed amongst ourselves what our goals were, how we would operate as a country, the checks and balances we would put in place to achieve our goals, and then we wrote them down and implemented them, and – even more amazing – we continue to adhere to them today. It really is pretty amazing.

And that, of course, got me thinking about what I do every day. Because, much as we might like it to be true, a bunch of people don’t just show up to work and decide individually what they’re going to do all day—we need guidance in the way of a set of goals and principles. And while a so-called “benevolent dictator” might rule in some companies, the truth is that this is not a sustainable model for a business. In order to achieve your company goals, you have to have guiding principles, an overriding plan, and people to maintain and carry out that plan—that is, governance. Read more

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Creating a “Heart-Wired” organization – an interview with Chrisie Scott, VP Marketing at Meridian Health

CAS headshotWhile all customer experience strategies are important, healthcare brings it to a whole new level. Patient experience, and the potential for harm, amps up the significance of customer experience principles, creating literally life-changing outcomes.

That’s why I really enjoyed working with Chrisie Scott, VP Marketing at Meridian Health, a leading and still growing integrated health network in New Jersey. Our work with them will be published as a case study in the forthcoming book Mapping Experiences. After our project I had the chance to interview Chrisie about her organization’s overall approach to customer experience.

She begins by contending that patient or customer experience isn’t so much what you do, but more about who you are and what you value as an organization.  At Meridian, they take a comprehensive approach to experience, collaborating across the organization to create consistent expectations and improvement. “Marketing, nursing, HR, operations, guest relations, and quality are coming together so that our ideas and initiatives are note created in silos,” Chrisie explains. “We’re changing how we approach patients and families and viewing those we serve as true partners. This view is helping us humanize the experience.” This core philosophy influences how Meridian recruits for talent and takes care of team members, how they set expectations for how team members treat and interact with each other, how they respond to consumer inquiries, and how they support front line caregivers who take care of the ultimate customers — patients. Read more

A bad customer experience is like an Iowa radio station

When I was a kid, my rural Iowa hometown got a new radio station. It wanted to be a radio station for everybody, so it would play one song from the eighties, then one from the seventies, the sixties, and so on. The theory was clear: if you play something for everyone, everyone will be happy.

Of course, in the real world, that theory doesn’t actually work. Instead of pleasing everyone, the radio station didn’t make anyone happy. If you’re looking for Electric Avenue, you won’t love it when Sugar Sugar comes on. Whether you prefer modern hits or oldie classics, you’re sure to be disappointed quickly. Like my hometown radio station, pleasing everyone will just frustrate your customers. Read more

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John Deere – not your father’s tractor company

John Deere PresentationI was interested in seeing Erin Wallace’s presentation at last week’s CXPA Insights Exchange, but I had no idea just how cool it would be. Her presentation was titled “Easier Said than Done: Move the Needle with Your Customer Experience Strategy,” and showed a very comprehensive approach towards customer experience that we can all learn from.

When I work with clients, I tell them there are 3+2 areas you need to focus on to develop a world-class customer experience program. The first three are an identified leader, as shared vision and governance. Erin nailed all three. She’s obviously the leader of the effort, so didn’t spend a lot of time there. But the strategy and governance were critical.

One difference between John Deere and many companies is their longevity. They’re not just out to win your loyalty today – they want to win your grandchildren’s loyalty. Erin quickly summed up this strategy when she said, “Our goal is to earn customers for generations.” They clearly didn’t just take an Amazon or Zappos strategy and go with it – this is unique to John Deere, and this strategy is critical to their entire program.  Read more