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Lessons From a Change Maker

It’s hard to overstate how much building an emotional connection with customers matters.

According to the XM Institute, when the emotional experience is rated highly, 76% of customers are promoters. When it’s rated low, only 6% are. More importantly, when the emotional experience is rated highly, 63% will forgive you when problems arise.

But if you haven’t created that strong emotional experience? Only 11% will. Read more

Dan Arielly nails customer empathy

RadarI’m a big fan of Prof. Arielly’s work, such as the book Predictably Irrational, and subscribe to his weekly Q&A.  His response to a question this week offers great advice to us in CX who are trying to create customer empathy.

Dear Dan,

I’m an air-traffic controller at a large airport. I don’t work in the tower but in a remote radar facility about 30 miles away, handling traffic within 50 miles of the airport. As a radar controller, everything is completely abstract. Would being able to actually see the planes I am guiding take off and land generate greater job satisfaction than just seeing targets on a screen?

—Zack

Probably. In many different domains (including moral judgment and empathy), when we present information in increasingly abstract ways, emotions get suppressed, and we care less. So if you plan to stay in this type of job for a while, moving to a tower might well boost your motivation.

But even if you stay put, other changes might increase the perceived meaning of your labor. What if your screen showed how many passengers were on each plane? What if, at landing time, you were told that they were all healthy? What if you were shown some pictures of the people waiting for them at the airport? With such changes, the information you have about the passengers in your care would be more than just a dot, and both your caring and your motivation should increase.

Takeaway

One of the biggest problems we face in customer experience is when employees become disconnected from customers.  I’ve worked in a division before where nobody in product management or marketing had ever met a client, and we had demonstrably the worst customer experience in the marketplace, leading the industry in cancellation rates.

Take his advice to heart – how can you continually share the impact with your employees, turning your customers into human beings, rather than dots on a screen?

 

Are you actively interfering with your mission?

hobylogoI’ve been active in HOBY Minnesota for seven years now.  HOBY is an international program that offers annual leadership seminars to high school sophomores, challenging them to log 100 hours of community service in the following year. We have a clear vision on what we need to measure.  Whereas businesses often use revenue as a primary measurement, we focus on logged community service hours.

But as with revenue, logged hours is a trailing indicator. So how do we get a sense on how we’re doing while at the seminar?

Examples Across Fields

This isn’t just a non-profit question.  My clients struggle with this, as well.  When we build our customer experience program, how do we measure how we’re doing today, so we can predict tomorrow’s results?  And most businesses get it wrong, because they focus on what feels right.

Two quick examples: Read more