Using the Customer Room to drive monthly, quarterly and annual accountability is one of the most robust actions that we have been using to align leaders and drive a different kind of taking action.
- The Customer Room is a tangible depiction of the current customer journey.
- The Five Competencies come together to tell the story of your customers’ lives.
- It’s visual story telling that’s set up as an experience – a way for your leaders and organization to step through the customer’s life.
Four ways you engage leaders and the organization in the Customer Room:
1. Connect to ROI – “Did We Earn the Right to Customer Growth?”
You present the visual depiction of customer growth or loss. The outcome of the growth or loss of your customers and their few key behavioral actions showing growth or diminishment of engagement and bond.
This is where leaders prove that they care about the “why” behind
2. Care about your customers’ lives
Walk through the current experience to ensure leaders know what customers are going through. By stage of the experience, show the story visually with what customers experience, what they hear, and how customers react.
Here you assemble information built from multiple sources of customer listening organized by stage of the customer experience. Make this active and visual by also showing screenshots, paperwork customers have to fill out, play calls, and video interviews. Make executives try to do what you require customers to do so they step through the life of the customer.
3. Focus, prioritize, and commit to one-company experience opportunities
Have leaders pick one-company experience opportunities to improve or innovate. Once you walk through the stages of the customer experience and pick emerging priorities, leaders collectively (and in a united manner) select which experiences they will add to the roster of company-wide commitments. This is critical so that you focus only on the few experiences versus every silo chipping away at a problem from their corner of the world.
4. Drive accountability and reward the middle
Get rid of ‘volunteer fatigue.’ The middle has been exhausted in nearly every organization I work with due to the volunteer task forces that are assembled to work on customer experiences. And then there are the other special projects that have already been layered on top of what has been planned for the year.
Instead establish a reliable cycle of accountability for the teams you task as a leadership team to improve customer experiences. Use your customer room to have the teams report back each month following this simple path:
- Month 1: current customer experience for the selected experience
- Month 2: identify root cause issues and current measures
- Month 3: recommendations for actions and budget
- Month 4: begin actions
- When complaints begin to descend, give a team reward