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Personal development Strategy

Running with the baton v’s ping pong

Companies use the terms CX, NPS, CSAT , but unless your company employees run with the baton, customer experience will always be poor.

Customers hate being passed around from person to person, re explaining their needs. They want to have some one run it to ground to get the outcome for their Customer.

The converse is ping pong, where you get handed from one person to the other, no ownership, just someone trying to move you into someone else’s queue. The lack of ownership or willingness to find the answer, leads to hours of frustration and no outcome and appalling CX.

How do you build a culture of running with the baton?

1. Recognise great behaviour by calling out individuals demonstrating the traits

2. Build it into your values and call it out

3. Build a knowledge base to accelerate finding the answers

4. Be careful not to create a band aid, ensure the root cause is identified and an owner assigned to fix the underlying process.

5. Make sure the customer is updated regularly. Even if there is no news. Better to check in regularly than leave the customer guessing

Next time you deal with a frustrated customer run with the baton.

Categories
Entrepreneurship Influence Intrepenuership Leadership Personal development Sponsor Strategy

Opportunity to work abroad

working abroad (2)At age 44 I had the opportunity to work abroad with an Australian company that I had worked for for 4 years. I set up the European arm of Quofore a mobiles apps solution for Consumer Goods field representatives and we had done very well, so I was invited to come to Australia and become Managing Director for APAC.

Personally I have grown as a result, especially the opportunity to expand in to Asia, where my team landed a large contract with Unilever in China for 10,000 mobile users across 2000 cities. Ten years on, this is the success I am most proud of.  The reason:

  • Setting up a business in China of which I am extremely appreciative of all the advice and support from Austrade.
  • Delivering one of the most successful ROI projects for Unilever globally
  • Delivering a complex project in less than 10 months.

In Quofore I had worked with the global CEO and CFO for over 15 years, I had extreme trust and I was treated always exceptionally well.

Since joining corporate which I did just over 7 years ago I have had similar opportunities. In July last year I was given an opportunity to drive a new segment of the business, something I had been doing as a side project. My new boss backed me gave me a team and said there is no one more driven than you to make it work. This opportunity was to grow a $300 million business from 0 in the next three years.

I was amazed at the number of people who said to me, why are you taking on this opportunity you had a far more prestigious role before managing a team looking after the larger accounts.  Seven months on those same people, now get it. Proving yourself through taking calculated risks that are high profile is a great way to get noticed.  I am indebted to my boss for supporting me and creating the opportunity.

Categories
Collaberation Influence Leadership Personal development Strategy

Its within our control to fix it

All to often we get caught up in why are management not fixing this! No matter where you are in an organisation you can influence an outcome. Everyday we are held back from success, but often the things that are holding us back are not clearly laid out, for others to understand or to solve or we dont see it as our responsibility to resolve. Living in hope that someone will find a solution.

Hope is not a strategy. What we walk pass is what we accept. So how do we address? Firstly understanding the problem we are trying to solve:

1. Problem statement.

2. Get a cross section of people together to discuss

3. Brainstorm solutions to the problem.

4. Agree on the best solution.

This is a far better approach than coming up with the solution when there is no recognition or understanding of the problem you are solving. The other benefit is the owner of the solution emerges. No matter how many times you go through the process the owner always emerges, as people naturally want to help and always want to be delivering outcomes that elevate pain.

An example: a team of account managers are dealing with many questions from their customers a day. Due to the newness of the business, many questions are being asked for the first time, and then again and again by different customers. The time management and CX is very poor, as the time it takes to deal with each request is not always straight forward. The problem statement ” How do we remove the burden of multiple questions from customers to Account Managers, increase the consistency and timeliness of responses, to free account managers up to focus on driving initiatives and enablement of their customers”

Because this problem statement is broad, having a cross section of staff across the business, enables solutions to be sought and the owner emerges.

STOP saying: thats not my teams issue, as it is because it impacts your team. The team that own the solution often are unaware of the issue or size of the issue, so framing the problem statement and finding solutions together is far more effective.

It’s within our control to fix it.