Wednesday, May 17, 2017

How Do You Know When It's Time to Redesign Your VoC Program?

Image courtesy of Pixabay
I originally wrote today's post for Clicktools; it appeared on their blog on July 26, 2016.

Last month, I wrote about 20 tips to design better customer surveys. That post ought to be helpful whether you're designing a new survey or redesigning existing surveys. But what if you've been listening to customers for years? How do you know when it's time for a refresh or a complete VoC program redesign?

When was the last time you took a long, hard look at what you've been doing in terms of listening to customers in order to figure out if it's time for a redesign or a major overhaul? Have there been personnel changes on your team? Have you acquired other companies? Are the people who originally designed the surveys still with the company? If they aren't, is there anyone else who  recalls the original objectives? If they are, do they recall the objectives, the overall roadmap, the reason for the approach, etc.?

Either way, it's likely that it's time to revisit your customer listening efforts to ensure they meet today's standards and requirements. Businesses change, acquisitions happen, new products are developed, customers change, customers' needs evolve, the jobs customers try to do change, the industry grows and advances, new competitors enter the marketplace, etc.

It's important to regularly revisit your listening efforts to ensure that you're listening to all customers and in a manner that they prefer or in a manner that ensures you hear what they want/need you to hear.

Have you mapped your customer journeys? Have those maps identified new listening needs or opportunities that you hadn't considered? The customer journey can be improved through listening and identifying areas where the journey is failing or causing customers to look for alternatives. Don't ignore the learnings and outputs of this exercise.

How do you know when it's time to redesign or to update your customer listening efforts? It might be time if you...
  • Don't (or no longer) understand why you're doing what you're currently doing
  • Don't know/remember the original objectives
  • Haven't achieved your original objectives
  • Have nothing to show for the feedback you have received
  • Have seen a drastic drop in response rates
  • Only use the feedback to report one or two numbers; the rest of the data isn't looked at or acted upon
  • Only have one person (yourself) looking at the feedback, and even then, it's infrequently at best
  • Have had major staffing changes within your organization
  • Work with a vendor who has had staffing changes on your account team
  • Have experienced staffing changes within both your organization and your VoC vendor's organization
  • Have acquired - or merged with - new companies and brands
  • Have rebranded your products
  • Have changed your product focus or your audience focus
  • Have changed your business/business model
  • Are not listening in a mode preferred by your customers
  • Aren't listening via social media
  • Have new competitors
  • Haven't had any actionable insights or results in years
  • Notice that recommendations for improvement haven't changed
  • Aren't making improvements based on the feedback
  • Discover that what you are currently doing is not/no longer working
If you've been doing the same thing for forever, it is seriously time for a refresh. Data collection methods have changed. Respondent preferences (for completing surveys) have changed. VoC has changed and now includes more than just surveys; it's not just about asking customers but also about listening - wherever your customers want to speak and voice their opinions. Key metrics for your business may have changed. There are new analytical tools that require actionable inputs - not that previous tools didn't have the same requirements, but the new tools make this requirement that much more evident!

There are a lot of things that have changed over time; but if your approach to VOC - not just the way you capture feedback but also the way you distribute it, analyze it, strategize and operationalize it, and communicate improvements - has remained stagnant, you're not only wasting money, you're doing your customers and your business a huge disservice.

Ultimately, if your customers continue to complain about the same issues and if your employees still feel shackled by the same tools, policies, and procedures - if you feel like the experience hasn't improved and you don't know how to fix it - it's time to rethink how you're listening to customers.

Your customer listening efforts shouldn't follow a "set it and forget it" approach. You should take a look at your approach on an annual basis. Review what you're doing and update or modify as needed.

Does your VOC initiative suffer from any of the symptoms listed above? If so, it is definitely time for a redesign!

You need to have a redesign because familiarity breeds a kind of complacency. -Timothy White

Wednesday, May 10, 2017

What Motivates Employees?

Image courtesy of Pixabay
What motivates you to go to work every morning?

What drives you to do good work every day? What motivates you to want to work for your employer every day? What are the things that your manager and your executives do that encourage you to work hard for them every day?

What motivates your staff? Do you even know? Have they ever shared with you what their motivators are? Have you ever asked them?

Not everyone is motivated in the same way, so you need to be prepared to use different tools and approaches; you need to personalize or customize the experience to the individual.

Hmmm. That sounds familiar. We talk a lot about that when we describe customer experience design.

Let's use that same mantra ("personalize the experience") to describe some approaches to use when we need to design the employee experience. In this case, I'm writing about designing an employee experience that moves your employees to deliver a great customer experience! How can we motivate employees to drive change within the organization that allows them to deliver the experience your customers desire?

Consider the following ideas when you want to move your employees.

The most important tool to motivate employees to act on customer feedback and insights is communication - clear, ongoing communication that supports the actions and the outcomes. You can't act on what you don't know or don't understand. Share the feedback. Tell your teams what's been uncovered in the data. Help them understand current state and future state. And help them understand the why.

Use storytelling. I've written about it before, but it's a Trojan horse for learning. You can tell stories, and people will listen; they won't even know that they're (supposed to be) learning! Stories allow you to deliver a message in a way that engages people, inspires them, and helps them understand a desired or intended outcome as a result of a series of steps or actions taken. Tell the stories in your data.

Give employees ownership; if you provide leadership opportunities and hold employees accountable, they'll want to engage - to act - because they feel like they own it. There's a lot of pride in ownership, and when they understand what that means, it's a great feeling.

Similarly, if we involve them in the change process rather than forcing actions and change on them, we make some quick allies who want to be a part of the implementation and the improvements. Educate and empower them - and then set them free to act.

Employees need to be bought into the cause and why the actions they take matter to them and for the intended audience. Why should I act on these findings? What's in it for me? What's in it for the customer? How does my action or inaction impact the customer?

Listen to employees. When you listen to them and not only take their feedback into consideration but also use it, they feel valued. That motivates them.

Training, coaching, and development reinforced by rewards for being accountable and for acting on opportunities identified in the data can also drive employees to do good work. Clearly, growth opportunities motivate many employees, and rewards are always appreciated.

Collaboration gets people to work together toward a common cause; many are motivated by what motivates others. Before collaborating, though, they need to clearly understand the cause, and they need to clearly understand expectations and outcomes. Collaboration often motivates people who aren't motivated on their own. And since we want everyone marching to the same beat, collaboration makes for a more cohesive organization and outcome.

Leadership is motivating. Employees are moved by leaders they like to work for and who inspire them to do what they might not otherwise do. These leaders must be trustworthy, transparent, open, and candid; they must communicate, mentor, coach, and be a positive influence.

Don't discount the fact the employees are motivated when they are doing interesting work or fun projects, especially those that are aligned with their own values, purpose, and passions. Make sure they understand where and how the customer fits into all of that.

Knowing that their work matters and that it has a positive impact on the business, on customers, and on society is a motivator. Let employees know how what they do impacts all of their constituencies. Make sure there's alignment. I suppose this is a good time to reiterate that you should hire for attitude and train for skill.

Oftentimes, when a project or an assignment challenges employees and provides real growth opportunities, it is highly motivational. Mind you, though, this definitely does not work for everyone. Some will be discouraged; others will be encouraged.

And last but not least, when we celebrate successes and contributions, those being celebrated and often their co-workers, as well, are encouraged to do more.

Notice that I didn't mention any financial motivators. That's intentional. As with the customer experience, in the absence of value, price (pay) is important; when value is present and apparent, price (pay) is less of a driver.

If people are good only because they fear punishment and hope for reward, then we are a sorry lot indeed
. -Albert Einstein

Thursday, May 4, 2017

Today is Day One!

Today is my Day One.

Back in 2011, I started blogging at CX Journey when I was between gigs. I wanted to build my personal brand, and I felt like I had a lot in my head to share with others after (at that time) a 20-year career in this CX space.

Those first months of writing were pretty interesting. If you ever plan to start blogging, do not - let me repeat - do not watch the site stats. They can be very depressing!

I could only dream of what happened, though! People read what I wrote. And they actually liked it! I started getting accolades and recognition. And I met new people. And clients. And event organizers. And lots of amazing customer experience professionals. (I look forward to meeting and working with many more!)

It has been quite the journey. And it has only just begun.

Today is my Day One.

What is Day One? It's the first day or the very beginning of something.

Enough "One day... ." It's time to jump in with both feet!

And, so I have.

Yesterday was what I hope is the last day I ever work in the corporate world - at least in someone else's corporate world. Today, I am officially launching my own corporation: CX Journey Inc. I'll be expanding on the work that I've been doing and will be focused on helping clients ground and frame their customer experience strategies in/through customer understanding.

The month of May is already shaping up to be a busy one, but over the next few weeks I'll be updating this site to reflect the various services I'll be offering. And, yes, journey mapping is, and will continue to be, one of those offerings.

Thank you to everyone who has been on this journey with me over the last several years. I hope you'll continue to travel with me for years to come. I'm grateful for all of you!

Not all those who wander are lost. -J.R.R. Tolkien

Tuesday, May 2, 2017

Take Action on Your Customer Data!

Image courtesy of ARMLE
Are you taking action on your customer data?

I like to write about taking action and actionable insights because there's a serious lack of action when it comes to customer feedback. I've witnessed it for far too long.

I've written about this topic a few times in the last several months:

The Definition of #CX Insanity
Do You Employ Actionability Thinking in Survey Design?
The Future is Now: Take Your Customer Data to the Next Level
Two Major Flaws of Your Customer Listening Efforts

It's a problem.

From the 2016 Temkin Group State of Voice of Customer (VoC) Programs Infographic:
34% of companies reported making changes to their business based on customer insights.
That should read, "only 34%..."

That's a pretty embarrassing statistic. You know that almost every company in the world listens. Your doctor, the grocery store, the library, your veterinarian, and on and on and on. What on earth do they do with your feedback?

Well, you know, it's likely they are just chasing the score. Sadly.

How can we shift the thinking? How can we turn data into actionable insights - and hopefully convince the score chasers that this is a better approach? It's important that we start at the beginning.

I don't necessarily believe that the items listed below will convert the score chasers, but for those on the edge and for those not sure how to turn data into something actionable and consumable, here are some things to consider as you think about analyzing and acting on your data.
  1. Objectives first: Always, in anything we do, why are we doing this?
  2. What is the target? What are the outcomes you're solving for?
  3. What problems are you trying to solve?
  4. Ensure that you have multiple streams/types of data for more-robust analysis. Survey data isn't enough; you need to include customer data: demographic, psychographic, behavioral, transaction, interaction, and more. But...
  5. If you want actionable outcomes, ask actionable questions in your surveys and use actionable data. Not all data is good data.
  6. Heed the evolution of analytics. It has occurred for a reason. Use predictive and prescriptive analytics to ensure you uncover actionable answers to work with.
  7. Know your customers. Segment them, as needed; get down to more consumable, relatable segments of insights that can be applied to the right customers.
  8. Know your consumers, i.e., those who are consuming the insights. What do they care about? What is relevant to them? How do they learn? What motivates them to act? A story?
  9. Keep the insights consumable. Smaller chunks are easy to consume. Identify the top three things to focus on, rather than overwhelming with a dozen to-dos. More than three, and you'll begin to lose your audience.
So, it's not just about the data. As Lolly Daskal has said - and I know I've quoted this before, but it rings so true: Insight alone does not cause change. Change requires action. You may be in charge of uncovering the insights, but you need to figure out what makes the consumers of your insights move. Speak their language. Motivate them. Help them be successful.

Action is the foundational key to all success. -Pablo Picasso

Wednesday, April 26, 2017

Customer Surveys Are as Important as Ever!

Image courtesy of m kasahara
I originally wrote today's post for Clicktools. It was published on their blog on July 6, 2016. I've made slight modifications.

Some pundits would have you believe that surveys are dead, that they are no longer important for customer listening and understanding. I beg to differ.

Yes, there are several other ways in which companies can listen to customers and learn how well they’re delivering on the experience, but surveys aren’t going anywhere.

The good news is that companies are listening through surveys. The bad news is, they’re often doing nothing with the feedback. Shame on them! Since I’ve already focused on the action part in a previous post, I’ll focus today’s post on the listening and understanding part; specifically, I’ll focus on designing surveys to which people will want to respond.

Despite the fact that getting people to respond to your surveys is harder today than it’s ever been, many of the same general design principles from years ago still apply. The major differences today really have to do with simplification.

Here are my thoughts on designing surveys in and for simpler times in order to get people to respond.

1. Open your survey with a brief introduction paragraph, stating your objective (in customer-friendly terms) and purpose, as well as any specifics on how the feedback will be used. Respondents want to know why you're conducting this survey and what you're doing with their responses. Don't set expectations about actions and follow-up here that you won’t be able to execute on. And give an honest assessment of how long the survey will take to complete.

2. Think about survey/question flow. Start with questions that warm up the respondent to the topic or experience. As you dive into the survey, put questions in a natural, logical flow and in sections rather than jumping around in some illogical sequence.

3. Be mindful of survey length. Transactional surveys can be brief, i.e., 10-15 questions max, whereas relationship surveys can be a bit longer, i.e., 50 questions (albeit respondents see only those questions relevant to them, in essence making the survey shorter). Depending on the relationship with the customer and the experience being evaluated, length could vary.

4. Use attribute grids to logically (questions that belong together) group questions with the same rating scales.

5. Use realistic progress meters to let respondents know where they are and how much longer.

6. Ask a mix of closed-ended and open-ended questions. It isn’t necessary to ask an open-ended question after every closed-ended question, e.g., every rating question. Limit the number of open-ends, but make sure you have at least one.

7. Don't ask the customer questions about things you already know about him, e.g., last purchase date, product purchased, date of support call, reason for call, etc.

8. Only ask questions that are relevant to that customer and his/her experience, i.e., don’t ask about a product the customer doesn’t own or about marketing materials in a support survey.

9. Don't allow other groups or departments to commandeer the survey by adding questions that are not relevant to the survey objective.

10. Use smart survey techniques to skip questions not relevant to the individual respondent based on responses to previous questions.

11. Don't use company or industry lingo/language that your customers don't know or understand.

12. If your survey is going out to a global audience, be sure to offer respondents the option to take the survey in their preferred languages.

13. Set the incentives aside. The best incentive (and indicator that she’ll continue to respond to surveys) is to thank the customer for her feedback, use it to make improvements, and let her know what you did with it. If she comes back and keeps experiencing the same issues, you won’t have to worry about survey responses; you’ll have to worry about keeping the doors open, instead.

14. Design the survey with mobile in mind; optimize for mobile, since 30-40% of surveys are completed via mobile devices.

15. Test your surveys often – make sure your surveys work – on all devices, all browsers; nothing kills your response and completion rates like messed up surveys.

16. Similarly, spell check and grammar check your surveys. Surveys filled with typos are a turn-off, too.

17. If you’re administering a post-transaction survey via a URL on the receipt or packing slip, make the URL easy to enter online.

18. Use carefully-crafted email invitations to invite customers to participate. Ensure the emails get delivered by using the right words and avoiding others (e.g., free, win, survey, etc.) to stay out of spam filters.

19. Send a reminder 7 days after the original invitation. Send just one reminder.

20. Keep survey frequency in check. Customers are inundated with surveys from every website, retailer, service provider, restaurant, grocery store, etc. that they visit. Don’t over-survey any one customer.

Remember that surveys are one of your customer touchpoints, as well. So make sure your surveys deliver a great experience, too. Don’t give your customers yet another excuse to roll their eyes and wish they hadn’t wasted time with you. Surveys are as important to your listening and understanding efforts as ever.

We all need people who will give us feedback. That's how we improve. -Bill Gates