Tag Archives: Employee Experience

Ten Reasons Every B2B Company Needs an Evangelist

by Braden Kelley and Art Inteligencia

The importance of evangelists in organizations around the world is often misunderstood or underestimated, and too few organizations have made the incredibly rewarding investment into one or more of the valuable types of evangelists – who are particularly valuable in B2B organizations for reasons I hope will be obvious by the end. Let’s set the stage.

An evangelist in a B2B company is a passionate advocate for a brand, product, service or innovation. Their role involves spreading the word about the company’s offerings, building relationships, and inspiring others to become customers or supporters. They are often seen as the face of the company, engaging with the community, attending events, and creating content to promote the brand. So, without further delay, let’s look at the top ten reasons every B2B company needs an evangelist:

Increased Brand Awareness: Evangelists help spread the word about the brand, reaching new audiences and increasing visibility.
Improved Reputation: Having passionate advocates can enhance the company’s reputation and build trust with potential customers.
Higher Customer Loyalty: Evangelists are often the most loyal customers, and their enthusiasm can inspire others to stay loyal as well.
Cost-Effective Marketing: Evangelists can provide valuable marketing support without the high costs associated with traditional advertising.
Enhanced Customer Relationships: Evangelists build strong relationships with customers, providing personalized support and fostering a sense of community.
Increased Sales: By promoting the brand and its products, evangelists can drive sales and generate leads.
Valuable Feedback: Evangelists often provide insightful feedback on products and services, helping the company improve and innovate.
Thought Leadership: Evangelists can position the company as a thought leader in the industry, sharing expertise and insights.
Employee Morale: Having a dedicated evangelist can boost employee morale by showcasing the company’s strengths and successes.
Competitive Advantage: A strong evangelist can differentiate the company from competitors, highlighting unique selling points and creating a loyal customer base.

Finding an Evangelist to Hire

If your B2B company doesn’t already have at least one evangelist (see the five types at the bottom), there is no better time than the present to make that first hire, or to hire additional types of evangelists to maximize your success. There is nothing wrong with hiring an evangelist from outside, especially when you don’t want to pull existing employees out of roles they’re already excelling at or when an external hire brings higher levels of skill than the internal resources you think might be best suited to such a role. Here is how to get started with that next hire:

Identify Key Traits: Look for candidates who are passionate, knowledgeable, authentic, influential, and committed. These traits are essential for an effective evangelist.
Leverage Networks: Utilize professional networks like LinkedIn, industry events, and conferences to find potential evangelists. Look for individuals who are already advocating for similar products or services.
Engage with Communities: Participate in online communities, forums, and social media groups related to your industry. Engage with active members who demonstrate a genuine interest in your field.
Job Listings: Post job listings on relevant job boards and websites, clearly outlining the role and its importance. Highlight the impact the evangelist will have on the company’s growth.
Referrals: Encourage your employees and industry contacts to refer potential candidates. Referrals often lead to finding passionate and dedicated individuals.

Cultivating an Evangelist from Within

If you don’t feel comfortable hiring an evangelist from outside, either with or without some level of rotational exposure to all of the different parts of organization, or if you know you have some really skilled and passionate internal resources you think are ready to step into a new role, that’s fine too.

Identify Potential Evangelists: Look for employees who are already passionate about your brand and products. These individuals often go above and beyond in their roles and are enthusiastic about sharing their experiences.
Provide Training and Resources: Offer training programs to help employees develop their evangelism skills. Provide resources such as marketing materials, product information, and access to industry events.
Create a Supportive Environment: Foster a culture of evangelism within your company. Encourage employees to share their ideas and experiences, and recognize their efforts publicly.
Offer Incentives: Provide incentives for employees who actively promote the brand. This could include bonuses, recognition programs, or opportunities for career advancement. (Editor’s Note: Sorry CoPilot I’m not sure I agree with this one)
Engage with Employees: Regularly engage with employees to understand their needs and motivations. Create opportunities for them to share their feedback and ideas.

Whether you hire your evangelists internally or externally it is important to think through how to best introduce and integrate them into every part of the organization relevant to the type of evangelism role they are filling. At this point you might be wondering how there might be more than one type of evangelist, so let’s look at briefly and if you follow the link you’ll learn more details about each.

Here are Five Types of Evangelists to Consider Hiring

In my previous article Rise of the Evangelist I defined five different types of evangelists that organizations may already have, or may want to hire, including:

Chief Evangelist
Brand Evangelists
Product Evangelists
Service Evangelists
Innovation Evangelists

This specialization occurs when the evangelism an organization needs become too big for one evangelist to handle. At that point, a Chief Evangelist creates the evangelism strategy and manages the execution across the team of brand, innovation, and other evangelism focus areas.

I dive more into the role and considerations for companies on how An Innovation Evangelist Can Increase Your Reputation and Innovation Velocity.

What Are You Waiting For?

Evangelism isn’t just a marketing activity. Evangelists are incredibly important to enhancing not just the customer experience, but the employee and partner experiences as well. Not everyone may have main character energy but almost everyone still appreciates main character level credit, and this can be incredibly impactful for all three main constituencies – customers, employees and partners. Tell those stories, translate that value and make the investment into an evangelist today!

Content Authenticity Statement: Some of the lists and paragraphs in the article were created with the help of Microsoft CoPilot, but there are also some paragraphs created by me along with content from some of my previous articles.

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Experience Audits Are Crucial for 2025 Success

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Experience Audits Are Crucial for 2025 Success

GUEST POST from Art Inteligencia

In an ever-evolving business landscape, companies striving for success in 2025 and beyond must focus on creating exceptional experiences for their employees, customers, and partners. The traditional approaches to delivering value are no longer sufficient; organizations must re-imagine their strategies to remain competitive. One pivotal approach is conducting thorough INDEPENDENT experience audits, which are not merely about evaluation but about discovering new pathways to elevate interaction and engagement by having a third party actually walk and document the performance of the different aspects of your experiences.

Understanding Experience Audits

Experience audits are systematic evaluations designed to assess and understand the quality of interactions across different stakeholder groups—employees, customers, and partners. They provide a structured approach to examining every touchpoint and interaction, allowing organizations to identify areas for improvement and innovation. These audits focus on enhancing intuitive and delightful experiences, which play a significant role in an organization’s success.

Benefits of Conducting Experience Audits

1. Enhanced Employee Experience

Employees are the heart of any organization, and their experience significantly affects productivity and morale. Conducting INDEPENDENT employee experience audits can uncover pain points related to workplace culture, communication, technology, and work-life balance that internal audits miss or rationalize.

Increased Engagement: When employees feel heard and valued, engagement levels increase, leading to higher productivity and retention. Experience audits illuminate areas where improvements can lead to a more engaged workforce.
Fostering Innovation: By identifying bottlenecks and friction in daily operations, organizations can create environments that foster creativity and innovation.
Improved Well-being: Understanding employee needs and stressors helps tailor benefits and wellness initiatives that improve overall well-being, reducing burnout and absenteeism.

2. Enhanced Customer Experience

Customer experience is a critical differentiator in today’s market. Through independent experience audits, companies can gain a comprehensive and unbiased understanding of the customer journey and identify opportunities for enhancement.

Personalization: By understanding customer preferences and behaviors, businesses can deliver more personalized and relevant experiences that increase loyalty and satisfaction.
Consistency: Experience audits help ensure consistency across all touchpoints, from first contact to after-sales service, building trust and brand reliability.
Innovation in Service Delivery: Recognizing gaps in service allows for innovative solutions that elevate the customer experience, potentially leading to new market opportunities.

3. Enhanced Partner Experience

In a globalized economy, organizations often rely heavily on partnerships to deliver their products and services. Experience audits in this area focus on optimizing collaboration and synergy by identifying which parts of the experience works well for partners and which elements are full of friction or lacking in value.

Streamlined Processes: Identifying and removing inefficiencies in partnership interactions can lead to smoother operations and reduced time-to-market.
Strengthened Relationships: Understanding partner needs and pain points helps cultivate stronger, more beneficial relationships, enhancing cooperation and mutual growth.
Co-Innovation Opportunities: Comprehensive audits can reveal possibilities for co-innovation, where partners work together creatively to develop new offerings or enter new markets.

Implementing Experience Audits

For independent experience audits to be successful, they must be implemented thoughtfully with a structured approach that respects and supports their independence:

Define the Scope: Determine which experiences you aim to audit and the specific objectives that each audit should achieve.
Engage Stakeholders: Involve employees, customers, and partners early in the audit process to gather diverse insights and foster buy-in.
Utilize Diverse Metrics: Employ both qualitative and quantitative metrics to gain a comprehensive understanding of experiences across different touchpoints.
Prioritize Actionable Insights: Focus on insights that can drive immediate and impactful improvements, aligning with overall strategic goals.
Iterate and Improve: Audits should be an ongoing process, with regular evaluations and improvements, to adapt to changing needs and expectations.

Conclusion

As 2025 begins, the importance of independent experience audits in securing organizational success cannot be overstated. By fostering a deep understanding of the interactions that define employee, customer, and partner relationships, businesses are better equipped to create meaningful, positive experiences that set them apart from the competition. In embracing these audits as a fundamental component of their strategy, organizations are not just preparing for the future, they are actively shaping it, and getting unbiased perspectives from the outside the organization to do so.

If you would like to engage me to do an independent experience audit for you across your customer, partner or employee experiences (or all three), please let me know.

Image credit: Pixabay

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We Are in an Employee Experience Recession

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We Are in an Employee Experience Recession

GUEST POST from Shep Hyken

The title of this article is very similar to the title of the first chapter of John DiJulius and David Murray’s latest book, The Employee Experience Revolution. As the world emerged from the Covid-19 pandemic, many employees realized what made them happy—and unhappy. The result was that many companies experienced The Great Resignation, as employees left their current employers hoping for something better.

Some companies have struggled to replace employees. Many claim there is a shortage of workers. I’ll argue that a shortage of workers isn’t the problem. There is a shortage of workers for that specific company. Why? They haven’t created the employee experience that makes employees want to stay. For example, one of my favorite restaurants has the same employees today as it did pre-pandemic. But the restaurant across the street has struggled to get good people to stay. The reason is simple—and it’s not the food. It’s the management/ownership.

Just as you want your customers to come back, you want your employees to come back. That’s why the employee experience must be in alignment with the customer experience. For years, I’ve preached the Employee Golden Rule, which is to do unto your employees as you want done unto your customers. You can’t treat employees harshly and expect them to go out and be nice to customers. Incongruent behavior can eventually result in a company’s version of The Great Resignation.

I had a chance to interview John DiJulius for an episode of Amazing Business Radio to talk about his new book. I’m so in alignment with his ideas that I thought it was an interview with myself. Below are five of his concepts (in bold), followed by my commentary.

There is not a labor shortage. There is a turnover crisis. As mentioned above in the restaurant example, two restaurants on opposite sides of the street have completely different labor experiences. One has kept its core group of employees. The other can’t keep employees. It’s not a labor shortage. As DiJulius points out, “I don’t think there are fewer human beings walking planet Earth than there were five years ago.” It’s all a turnover problem.
Because some companies struggle to keep people, they hire almost anyone. When many employees leave, some companies are too quick to hire. Desperation can cause companies to hire too quickly, which means they may get the wrong people. What’s worse, according to DiJulius, is that “Companies look the other way on poor performers and people with bad attitudes because they need to replace so many employees.”
Your employees are the average of the five people they work closest to. Motivational speaker Jim Rohn is often credited with saying, “You’re the average of the five people you spend the most time with.” DiJulius says this is the same in a company, but there’s a difference. In your personal life, you choose your friends. At work, you don’t get a choice. If you put a superstar in the midst of a group of underachievers, you shouldn’t be surprised if your expectations aren’t met.
The employee experience starts with the recruitment experience. DiJulius believes that everything should be an experience. That includes your recruiting, hiring and on-boarding process. Today we are in an “employees’ market.” Candidates can demand more money and benefits. But what if you created an experience that transcended a paycheck? Yes, we need to pay a fair wage, but if the experience of working at a company is strong enough, employees will factor that into their decision to come and work for you. I summarize this concept by asking, “Do you want an employee working for a paycheck or working for the company?”
Build a moat around your rock stars. Just as you work to attract and keep your customers, you should focus similar efforts on hiring the right employees and keeping them. So what are you doing to ensure that after 90 days, your employees think, “This is where I belong”? What experience are you creating that would have them turn down offers from others? DiJulius says, “This is the moat you build around your employees.”

How do we beat the Employee Experience Recession? Cultivate an engaging experience — an appealing and supportive work environment that extends beyond competitive salaries. Foster a culture in which employees feel valued and are an integral part of the organization. Just like you create an experience that gets customers to return, you must prioritize building a workplace where employees are inspired to sign on, come back, and not leave.

This article originally appeared on Forbes.com

Image Credits: Pixabay

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Why Annual Employee Experience Audits Are Important

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Why Annual Employee Experience Audits Are Important

by Braden Kelley and Art Inteligencia

In today’s rapidly evolving business landscape, organizations are recognizing the importance of not just their customers’ experience, but also their employees’. The concept of employee experience encompasses every touchpoint a worker encounters from recruitment to retirement. However, what often remains underappreciated is the systematic examination of this experience through regular audits. Today, we’ll explore why annual employee experience audits are critical for any forward-thinking organization.

Understanding Employee Experience

The employee experience can be defined as the sum total of all interactions an employee has with their employer. This includes the culture, the physical workspace, tools and technology provided, leadership behavior, and organizational practices. Together, these elements shape how employees perceive their organization and directly influence engagement, productivity, and retention.

The Need for Regular Audits

Conducting regular audits of the employee experience is crucial for several reasons:

Identifying Pain Points: Just as businesses conduct customer journey mapping to understand customer pain points, employee experience audits help uncover hidden obstacles impacting employee satisfaction and performance.
Measuring Impact of Changes: Organizations implement initiatives to improve the work environment regularly. Audits provide a structured approach to assess the impact of these initiatives, offering insights into what’s working and what isn’t.
Aligning with Strategic Goals: As companies evolve, ensuring that the employee experience aligns with the organization’s strategic goals becomes imperative. Audits help in recalibrating experiences to support these objectives.

The Benefits of Annual Audits

Moving from sporadic reviews to a structured annual audit brings several benefits:

Enhanced Engagement: Regular audits demonstrate a commitment to employee well-being, fostering a culture of trust and transparency which enhances overall engagement.
Improved Retention: By identifying factors that contribute to dissatisfaction or turnover, organizations can proactively address issues, making it easier to retain top talent.
Informed Decision Making: Comprehensive data from audits enable leaders to make informed decisions about policies, benefits, and strategic initiatives that can enhance the employee experience.

What a Complete Employee Experience Audit Looks Like

A thorough employee experience audit should include several key components:

Comprehensive Surveys: Distribute surveys that cover a wide range of topics including workplace culture, management effectiveness, communication, work-life balance, career development, and employee satisfaction.
Focus Groups and Interviews: Conduct focus groups and one-on-one interviews that allow employees to provide detailed feedback and personal insights that might not surface through surveys alone.
Observation: Observe working conditions, team dynamics, and workflow interactions to gain an understanding of the daily employee experience.
Data Analysis: Analyze HR data, turnover rates, and performance metrics to identify trends and areas needing improvement.
Technology and Tool Assessment: Evaluate the tools and technologies available to employees for their effectiveness in enhancing productivity and satisfaction.
Leadership and Management Review: Assess leadership styles and their alignment with employee needs and organizational values.
Feedback Loop: Establish a mechanism for continuous feedback and updates to the audit process to ensure it evolves with organizational changes.

What An Employee Experience Audit IS NOT

An employee experience audit is not an employee experience survey. Like a financial audit, it should also typically be conducted by a small group from outside the organization to maintain objectivity and honesty in the observations, devoid of assumptions and rationalizations of design tradeoffs. Employee experience auditors are trying as much as possible to walk in the shoes of employees across channels for key activities and so they must not be isolated from key systems or key employee groups to determine the most important activities and systems to dive the deepest into the experience of.

An employee experience audit is not a solution but research with recommendations. It is worthless without a commitment to act on the findings found. The leadership commitment and plans for how deficiencies will be addressed is EVEN MORE IMPORTANT than how the employee experience audit is conducted.

Implementing Effective Audits

For an audit to be effective, it should be thorough and inclusive. Consider the following steps:

Define Objectives: Clearly outline what you aim to achieve with the audit.
Utilize Surveys and Interviews: Gather quantitative and qualitative data through employee surveys and interviews.
Analyze Data: Use data analytics to identify trends and patterns. Pay attention to anomalies and outliers.
Actionable Recommendations: Transform insights into actionable steps that can be implemented to drive positive change.
Leadership Commitment: Secure commitment from leadership to fund and implement the greatest improvement opportunities identified during the audit.

Conclusion

The workplace is fundamentally changing, and so too must our approach to understanding it. Annual employee experience audits provide a robust framework for consistently enhancing the environments we create for our workforces. In doing so, we not only improve the lives of our employees but also drive innovation, loyalty, and performance that propels our organizations forward. But an employee experience audit is not the same thing as an employee survey. It is instead an outside-in evaluation of the experience employees have while executing key activities across key systems. By embedding an annual employee experience audit practice into our routine, we fortify the human connection at the heart of every successful enterprise.

If you would like to team up to conduct an Employee Experience Audit at your company, please contact me and we can get you on the calendar to meet with our team.

Image credits: Pixabay

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Content Authenticity Statement: The core premise and structure for this article was created by Braden Kelley. The OpenAI Playground, taking on the role of human-centered change and innovation thought leader Braden Kelley has helped to flesh out the content of the article with supplementary content added by Braden Kelley, including the section on What An Employee Experience Audit IS NOT.

Not All Customers Are Worth Doing Business With

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Not All Customers Are Worth Doing Business With

GUEST POST from Shep Hyken

In some of my customer service speeches, I joke that some customers aren’t worth doing business with. The way I position it in the speech is funny, but in reality, it’s pretty serious. Sometimes, a customer isn’t worth doing business with because they are truly a bad customer. The result could be choosing to say, “Goodbye,” and sending them to the competition.

While there are many reasons you might end your relationship with a customer, I came up with six obvious ones to get you thinking:

Customers who repeatedly return products. This is often the result of a liberal return policy that some customers abuse. Repeated returns cost money – sometimes more than the profit from the sale.
Customers who make unwarranted complaints about service. You’ve heard the recording: “These calls are recorded for quality assurance.” Not only are recorded calls great for training, but they can also become evidence of a customer who has an unwarranted complaint about the company’s customer service – or any other situation.
Customers who demand unreasonable solutions to problems. If the customer’s demands are unreasonable and they won’t accept the solutions or compensation an employee is offering, it may be time to let them go.
Customers who take up too much time. For example, customers who repeatedly send back products, which takes up too much time and costs the company money.
Customers who are argumentative. Some customers will argue, and nothing will make them happy. When they realize you are about to “fire” them as a customer, they sometimes recognize that they are being unreasonable. But, when they don’t, it’s time to consider saying, “Goodbye.”
Customers who are abusive toward employees. This is more than an argumentative customer – it is taking rude and argumentative to another level. The customer curses, insults or threatens the employee. While we always want to be polite to our customers, sometimes it’s okay to politely transfer them to a manager or, if empowered to do so, politely say goodbye and hang up.

Bad Customer Cartoon from Shep Hyken

Keep in mind that it’s our job to take a negative event or abusive customer and turn the situation around. Another way of saying it is to turn rants into raves. Yet, in some cases – hopefully very few – the customer may truly not be worth doing business with … today. That could change in the future. Keep that in mind. Remember one of my favorite sayings:

The customer is not always right, but they are always the customer.

Consider that saying before slamming the door on an abusive customer. If you feel it can’t be worked out – today – close the door quietly, but consider leaving it open, ever-so-slightly, just in case they realize the error of their ways. Maybe they will come back, apologize, and become a great customer – one that is well worth doing business with!

Image Credits: Pexels, Shep Hyken

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Top 10 Human-Centered Change & Innovation Articles of October 2024

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Top 10 Human-Centered Change & Innovation Articles of October 2024 Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are October’s ten most popular innovation posts:

The Runaway Innovation Train — by Pete Foley
How Leaders Make Employees Feel Respected — by David Burkus
Innovation is Combination — by Greg Satell
Why Modifying This One Question Changes Everything — by Robyn Bolton
Acting on Strategy and Tactics — by Mike Shipulski
Push versus Pull in the Productivity Zone — by Geoffrey A. Moore
Next Generation Leadership Traits and Characteristics — by Stefan Lindegaard
Humanizing Agility — by Janet Sernack
Creating More Digital Value for Customers — by Howard Tiersky
False Choice – Founder versus Manager — by Robyn Bolton

BONUS – Here are five more strong articles published in September that continue to resonate with people:

Four Keys to Mastering Active Listening — by David Burkus
Igniting Innovation with Deep Dialogue — by Janet Sernack
Are You Continuing to Stop and Start the Hard Way? — by Mike Shipulski
Coping with the Chasm — by Geoffrey A. Moore
Don’t Bring a Can of Gasoline to a Fire – Crisis Management — by Shep Hyken

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

SPECIAL BONUS – THREE DAYS ONLY: From now until 11:59PM ET on November 11, 2024 you can get the hardcover version of the SECOND EDITION of my latest bestselling book Charting Change for 40% OFF using code HARDC50. This deal won’t last long, so grab your copy while supplies last!

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last four years:

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Why Neglecting New Hire Ideas Hurts Revenue

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The Cost of Silence

Why Neglecting New Hire Ideas Hurts Revenue

GUEST POST from Robyn Bolton

Stop me if this sounds familiar. A new hire bounces into your office and, with all the joy and enthusiasm of a new puppy, rattles off a list of ideas. You smile and, just like with new puppies, explain why their ideas won’t work, and encourage them to be patient and get to know the organization.

Congratulations! You just cost your company money. Not because the new hire’s idea was the silver bullet you’ve been seeking but because you taught them that it’s more critical for them to do their jobs and maintain the status quo than to ask questions and share ideas.

If that seems harsh, read the new research from Harvard Business School professor Amy Edmondson.

Year 1: Rainbows and Unicorns (mostly)

From 2017 through 2021, Dr. Edmonson and her colleagues collected data from over 10,000 physicians. Using biannual (every two years) surveys, they asked physicians to rate on a 5-point scale how comfortable they felt offering opinions or calling out the mistakes of colleagues or superiors.

It was little surprise that agreement with statements like “I can report patient safety mistakes without fear of punishment” were highest amongst people with less than one year of service at their employer.

These results all come down to one thing: high levels of psychological safety.

Years 2+: Resignation and Unhappiness

However, psychological safety erodes quickly in the first year because:

There’s a gap between words and actions: When new hires join an organization, they believe what they hear about its culture, values, priorities, and openness. Once they’re in the organization and observe their colleagues’ and superiors’ daily behavior, they experience the disconnect, lose trust, and shift into self-protection mode.
Their feedback and ideas are rebuffed: This scenario is described above, but it’s not the only one. Another common situation occurs when a new hire responds to requests for feedback only to be met with silence or exasperation, a lack of follow-through or follow-up, or is openly mocked or met with harsh pushback
Expectations increase with experience: It’s easier to ask questions when you’re new, and no one expects you to know the answers. Over time, however, you are expected to learn the answers and you no longer feel comfortable asking questions, even if there’s no way you could know the answer.

20 years to regain what was lost in 1

According to Edmondson’s research, it takes up to 20 years to rebuild the safety lost in the first year.

As a leader, you can slow that erosion and accelerate the rebuilding when you:

Recognize the Risk: Knowing that new hires will experience a drop in psychological safety, staff them on teams that have higher levels of safety
Walk the Talk: Double down on demonstrating the behaviors you want. Immediately act on feedback that points out a gap between your words and actions.
Ask questions: Demonstrate your openness by being curious, asking questions, and asking follow-up questions. As Edmonson writes, “You are training people to contribute by constantly asking questions.”
Promises Made = Promises Kept: If you ask for feedback, act on it. If you ask for ideas, act on some and explain why you’re not executing others.
Be Vulnerable: Admit your mistakes and uncertainties. It sets a powerful example that it’s okay to be imperfect and to ask for help. It also creates an environment for others to do the same.

The Cost of Silence vs. The Cost of Time

Building and maintaining psychological safety takes time and effort. It takes 5 minutes to listen to and respond to an idea. It takes hours to ensure new hires join safe teams. It takes weeks to plan and secure support for post-hackathon ideas.

But how does that compare to 20 years of lost ideas, improvements, innovations, and revenue? To 20 years of lost collaboration, productivity, and peak effectiveness? To 20 years of slow progress, inefficiency, and cost?

How many of your employees stick around 20 years to give you the chance to rebuild what was lost?

Image credit: Pixabay

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Five Keys to Maintaining Your Customer Experience

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Five Keys to Maintaining Your Customer Experience

GUEST POST from Shep Hyken

I was talking to a friend the other day. He purchased an expensive new car just eight months ago. Unfortunately, the car turned out to be a “lemon,” and he has taken it back to the dealer multiple times for various problems. The car has spent more time at the repair center than in his garage. If it were me, I’d ask the dealer to replace the car. Apparently, he has more patience than I do and was giving the dealer another chance to fix the car. Regardless, it made me think that what looks good on the outside may not be so good on the inside.

Unfortunately, there are businesses that fall into the same category as my friend’s automobile. They look good on the outside, with amazing marketing and advertising, a beautiful website, a beautiful building, etc., but when it comes to taking care of the customer, they fail.

This made me think further about how cars are maintained, and it’s not much different from how you would want to run your business. Consider these five customer experience (CX) maintenance ideas:

1. Reliability: First, you want to build a car that works. Assuming you have a good product, you want to create processes that are customer- and employee-friendly. The experience must, at a minimum, meet your customers’ expectations. That creates confidence and increases overall customer satisfaction.

2. Routine Maintenance: You want to keep your car properly maintained with routine maintenance. In the customer service world, we could consider this to be ongoing training that keeps your employees sharp with the latest tools and technology to help provide the best possible support and experience.

3. Alignment: We want to keep the car in alignment. A few years ago, I wrote about focusing on employees first. My weekly cartoon included the caption, “If an employee’s experience (EX) isn’t at least as good as the customer’s, the customer’s experience can be shaky, and the entire company can suffer.” In other words, there needs to be alignment between the CX and the EX.

Customer Experience Maintenance Cartoon from Shep Hyken

4. Feedback: When we take our car to a dealer or repair center, a mechanic hooks a computer up to the car to perform a “diagnostic check.” The computer can deliver feedback on many issues, from the electronics to how soon the brakes need to be replaced. In the business world, this is akin to the feedback your customers give you. You must have a system that collects feedback and gives you a chance to repair and maintain the experience so it continues to meet, if not exceed, your customer’s expectations.

5. Update: Most cars don’t last forever. At some point, you need to replace them. New cars offer an updated look in addition to updates under the hood, which could include more efficient engines, the latest technology, and more. Your business is the same. Product improvements, new technology, new processes, and more can give your customers a fresh experience.

Just like maintaining a car, fine-tuning your customer service and CX ensures your business runs smoothly, remains competitive, and gets your customers to say, “I’ll be back!”

Image Credits: Wikimedia Commons, Shep Hyken

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How To Create the IKEA Effect

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A Customer Experience That Will Be Appreciated

How To Create The IKEA Effect

GUEST POST from Shep Hyken

When reaching out for customer service and support, most customers still prefer to communicate with a company or brand via the traditional phone call. That said, more and more customers are attracted to and embracing a do-it-yourself customer service experience, known as self-service.

I had a chance to sit down with Venk Korla, the president and CEO of HGS Digital, which recently released its HGS Buyers Insight Report. We talked about investments CX (customer experience) leaders are making into AI and digital self-support and the importance of creating a similar experience for employees, which will get to in a moment. But first, I want to share some comments Korla made about comparing customer service to an IKEA experience.

The IKEA Effect

The IKEA effect was identified and named by Michael I. Norton of Harvard Business School, Daniel Mochon of Yale and Dan Ariely of Duke, who published the results of three studies in 2011. A short description of the IKEA effect is that some customers not only enjoy putting furniture together themselves but also find more value in the experience than if a company delivered pre-assembled furniture.

“It’s the same in the customer service/support world,” Korla said. “Customers who easily resolve their issues or have their questions answered on a brand’s self-service portal, either through traditional FAQ pages on a website or something more advanced, such as AI-powered solutions, will not only be happy with the experience but will also be grateful to the company for providing such an easy, fulfilling experience.”

To support this notion, our customer service research (sponsored by RingCentral) found that even with the phone being the No. 1 way customers like to interact with brands, 26% of customers stopped doing business with a company or brand because self-service options were not provided. (Note: Younger generations prefer self-service solutions more than older generations.) As the self-service experience improves, more will adopt it as their go-to method of getting questions answered and problems resolved.

The Big Bet On AI

In the next 18 months, CX decision-makers are betting big on artificial intelligence. The research behind the HGS Buyers Insight Report found that 37% of the leaders surveyed will deploy customer-facing chatbots, 30% will use generative AI or text-speech solutions to support employees taking care of customers, and 28% will invest in and deploy robotic process automation. All of these investments are meant to improve both the customer and employee experience.

While Spending On CX Is A Top Priority, Spending On Employee Experience (EX) Is Lagging

Korla recognizes the need to support not only customers with AI, but also employees. Companies betting on AI must also consider employees as they invest in technology to support customers. Just as a customer uses an AI-powered chatbot to communicate using natural language, the employee interacting directly with the customer should be able to use similar tools.

Imagine the customer support agent receives a call from a customer with a difficult question. As the customer describes the issue, the agent inputs notes into the computer. Within seconds, the agent has the answer to the question appear on their screen. In addition, the AI tool shares insights about the customer, such as their buying patterns, how long they have been a customer, what they’ve called about in the past and more. At this point, a good agent can interpret the information and communicate it in the style that best suits the customer.

Korla explains that the IKEA effect is just as powerful for employees as it is for customers. When employees are armed with the right tools to do their jobs effectively, allowing them to easily support customers and solve their most difficult problems, they are more fulfilled. In the HGS report, 54% of CX leaders surveyed cited talent attraction and retention as a top investment priority. So, for the company that invests in EX tools—specifically AI and automation—the result translates into lower turnover and more engaged employees.

Korla’s insights highlight the essence of the IKEA effect in creating empowering customer experiences and employee experiences. He reminds us that an amazing CX is supported by an amazing EX. As your company prepares to invest in AI and other self-service tools for your customers, consider an investment in similar tools for your employees.

Download the HGS Buyers Insight Report to find out what CX decision-makers will invest in and focus on for 2024 and beyond.

Image Credits: Pixabay
This article originally appeared on Forbes.com

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Six Causes of Employee Burnout

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GUEST POST from David Burkus

There’s this simple misconception when it comes to burnout. We tend to think that burnout comes from just working too hard—putting in too many hours per week, exerting too much energy, and tipping your work-life scale out of balance. As a result, leaders and companies have sought to combat burnout by offering “rest” as a generic cure-all for their drained and disengaged people.

They’ve added greater flexibility programs (even before the pandemic), brought self-care opportunities into the office, and some have even become more serious about vacation time. And these programs aren’t without benefit, but it became obvious fairly quickly that the returns on the rest investments were limited (again, even before the pandemic added new stress).

The reason is that burnout comes from many sources—and anti-burnout efforts need to address all of these sources to truly be effective. So in this article, we’ll review the six true causes of burnout and offer some practical tips for leaders to mitigate the damage from these causes.

1. Excessive Workload

The first cause of burnout at work is excessive workload—and at first glance excessive workload looks like too much work. But excessive workload refers to juggling multiple projects, not having clarity on which one to focus on, and not knowing what next steps are for some. It’s not about hours worked, but rather the feeling that no matter how many hours are worked, work isn’t getting completed.

Excessive workload often sneaks up on the best performing people, because as they do good work, more work gets assigned to them. To prevent this, leaders need to keep track of how many projects they’re asking their people to take on. And if adding more to the workload, leaders can make priorities clear—even going so far as to state which projects are no longer a priority can go a long way to reducing excessive workload.

2. Poor Relationships

The second cause of burnout at work is poor relationships. Even if the workload of employees isn’t overwhelming and the project requirements aren’t confusing, doing the work with toxic colleagues can quickly lead to burnout. Poor relationships not only trigger feelings of dread as people begin the workday, but during the workday toxic coworkers can trigger many of the other causes of burnout on this list by being too demanding, too critical, or too lazy and adding to the workload of their colleagues as a result.

That’s why smart leaders focus on the relationships and cohesion of a team even more than they focus on whether the team is stacked with talented members. They know that individual performance is a function of team dynamics and work to build bonds on those teams. Leaders can help repair some of the relationship damage by seeking to create shared understanding between the team around differences in personality, preferences, and other contextual factors of the team. In addition, creating shared identity among members reinforces the idea that they’re truly one team and need to put personal differences aside.

3. Lack of Control

The third cause of burnout at work is lack of control. Lack of control refers to how much (or rather how little) autonomy employees have over their work. When individuals get to have a say in what projects they take on, or at least how, when, and where they tackle those projects, they’re more motivated and produce better quality work. But when a micromanager is hovering over their shoulder (or virtually hovering via constant check-ins or monitoring software) then those same people become demotivated and burnt out.

Leaders can’t always decide what projects their teams work on, but there’s always creative ways to increase autonomy on the team. If the project itself is a must-do, then leaders can discuss with the team who does what to get it done. If the deadlines are nonnegotiable, teams can still decide what the checkpoints or smaller deadlines look like. It may not seem like much, but a little autonomy goes a long way toward soothing burnout.

4. Lack of Recognition

The fourth cause of burnout at work is a lack of recognition. When people feel like they’re good work isn’t noticed, it becomes harder and harder for them to motivate themselves to keep working. And when they’re juggling multiple projects through excessive workload or juggling multiple toxic coworkers because of poor relationships, a lack of recognition compounds the problem. It’s difficult to take the time each day or each week to recognize each person’s contribution, especially when the demands of the work keep rising.

But it’s essential that leaders find time to praise the people on their team and express gratitude for their contribution. Moreover, it’s vital that leaders connect that recognition to the work with as little delay as possible. Just keeping track of wins and sharing them later in the annual performance review may get those wins documented, but it won’t reduce burnout in the people performing the work unless those wins are praised in the moment as well.

5. Lack of Fairness

The fifth cause of burnout at work is a lack of fairness. Doing great work and having it noticed is important, but feeling like that work is not getting as much notice as mediocre work done by another person or team can quickly diminish any positive effect from recognition. Likewise, feeling like another person or team is cutting corners or breaking rules and not being sufficiently reprimanded can spike feelings of unfairness that lead to burnout.

Depending on their power or place in the organizational chart, leaders may not be able to do much about an overall lack of fairness in the company. However, that doesn’t mean they’re powerless. In situations of unfair recognition, leaders can fight for the team to get greater notice and make sure people notice the fight. But in situations of unethical behavior, sometimes the best thing is to lead their team to a more just organization.

6. Purpose Mismatch

The final cause of burnout at work is a mismatch between the company’s purpose and the personal purpose or values of the individual. We want to do work that matters, and we want to work for leaders who tell us that we matter. But often in the quest to define an organizational mission statement, grandiose visions about stakeholders and society can actually blur an individuals’ ability to see how their work contributors to something so big. Or, if they see it, they may not feel as inspired about it as the senior leaders who wrote it during a consultant-led offsite and the lavish retreat center.

Smart leaders know their people’s values and what aspect of the work resonates most with them, and they know how to reinforce how the day-to-day work meets that personal desire for purpose. Most often, this is best done by connecting the team’s tasks to the people who are directly served by the team. We often think of purpose as “why we do what we do” but for many people, purpose is better stated as “who we help through the work that we do.”

Conclusion

Looking at the full list, it becomes apparent why merely reducing hours worked or adding a few self-care programs falls short of banishing burnout. Leaders need to take care of more than just the physical when it comes to keeping people productive and healthy. They need to talk about purpose, and make sure that purpose is being served in fair way. They need to make sure people have a clear picture of expectations and are recognized when they meet those expectations. By addressing all of these causes, leaders can turn their culture from one that drains people to one that leaves them feeling more energized than when they started. And that will make a huge difference in whether or not people feel burnt out or whether they feel like they’re doing their best work ever.

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Image credit: Pexels

Originally published on LinkedIn on December 21, 2021

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