If you’re thinking about improving your organization’s customer experience next year (and why wouldn’t you be?!?), then I hope you are also thinking about some changes in your organization’s culture. As I’ve said many, many times, your customer experience is a reflection of your culture and operating processes. It’s your culture that will sustain any improvements that you make in customer experience.
As I’m sure you know, culture change isn’t easy. People are naturally averse to change. As John Kenneth Galbraith so aptly stated, “Faced with the choice between changing one’s mind and proving that there is no need to do so, almost everyone gets busy on the proof.”
Any chance of a successful, purposeful change in your culture needs to focus on the thoughts, beliefs, and actions of individual employees. That’s the foundation of a concept that Temkin Group introduced called Employee-Engaging Transformation (EET). EET is based on five practices: Vision…
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Studies clearly show a direct correlation between employee engagement and satisfaction and customer (patient) experience. The happier and more engaged an organization’s culture the more likely the organization’s customers (patients) are satisfied and loyal to that organization. Bruce Temkin in his blog “Looking at ROI of CX Through Eyes of Employees” shines the spotlight on yet another connection between employees and customer experience. Temkin concludes that, in the eyes of employees, better customer experience equates to better business performance.
We are always looking for ways to understand the connection between customer experience and loyalty. Here’s a new approach, analyzing employee perceptions.
We asked a random sample of more than 2,400 full-time U.S. employees to compare their company’s customer experience as well as its financial results to the organization’s competitors. As you can see in the figure below:
- 76% of CX pacesetters financially outperform their industry and 6% underperform
- 19% of CX laggards financially outperform their industry and 23% underperform
CX leaders are more than four times as likely to financially outperform their competitors.
Robert Whipple, filling in for Jordan Kimmel on the radio segment “Trust Across America: Building Great Business by Rebuilding Trust,” interviewed Lauren Dixon, the CEO of Dixon Schwabl. Dixon Schwabl has ranked in the top 25 of the Best Places to Work in America for 8 consecutive years and ranked #1 in 2008 and 2010. Just 2 miles from my home, Dixon Schwabl is one of the prides of Rochester, NY and a beacon of an example for employee engagement. A special thank you to Robert Whipple for making this segment available through his blog “The Trust Ambassador.”
I had the pleasure of interviewing Lauren Dixon on national radio this week. It was on The Voice America Radio Network in a program called “Trust Across America.”
If you are interested in a benchmark for a group that has the right idea about trust and is reaping huge benefits, then you should carve out the time to listen to this interview. It will inspire you! Here is the link…
Robert Whipple does a great job explaining the differences between “engagement” and “empowerment” and offers examples of the “engaged but not empowered” worker and the “empowered but not engaged” worker. I hope you enjoy his blog as much as I did!
Engagement and empowerment are two words that get tossed around organizations and OD circles. These words are often confused. I have heard the terms used interchangeably, which is a mistake. The best way to demonstrate the difference between these words is to contrast two scenarios. I will focus on a specific job (customer service representative) for the description, but you can easily extrapolate the concepts to any job once the distinction is clear.
Engaged but not Empowered
Here the customer service person is fully on board with the goals of the organization. She knows her job and wants to help the customer. Unfortunately, she is constrained by numerous rules that tie her hands from fully providing service. For example, she may not be able to issue a refund until the incorrect merchandise has been returned and verified to be in good shape. She may have to get “approval” from a…
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