We talk to many customer advisory board (CAB) managers who contact us about their challenges. And while the hurdles they face are often common and shared by their CAB manager colleagues, those who may be struggling more deeply with their programs seem to face a similar challenge: an ineffective executive sponsor.<\/p>\n
To be effective, a CAB program must have executive buy-in. To achieve this requires a strong and engaged executive sponsor that will lead and oversee the program, and defend its customer advisory board charter and program managers when scrutinized by his\/her colleagues. But what does it take to be a resilient executive sponsor? Here are four places to start:<\/p>\n
1.\tCommit to doing a CAB well \u2013 or don\u2019t do one at all.<\/strong> CAB managers often tell us their programs are run as side projects to their myriad other \u201cday job\u201d duties, are given little budget, or have lukewarm executive commitment \u2013 even with a \u201cwait and see\u201d approach to witnessing the value before investing their full support. A strong executive sponsor must garner the full support of her executive committee before initiating the program, and be prepared to invest the resources, time, headcount, and budget to execute a successful program. When it comes to customer advisory boards, dipping the proverbial \u201ctoe in the water\u201d will not lead to success; jumping in with a full commitment will be required to achieve excellence. If a full commitment is not in the cards, as we sometimes advise, don\u2019t start a CAB program.<\/p>\n 2.\tBe honest about the CAB mission and goals.<\/strong> Many companies start customer advisory board programs claiming they\u2019d like to incorporate the voice of its customers into their plans, but then pull back when it\u2019s time to \u201copen the kimono\u201d on their own corporate challenges and roadblocks. Some companies fear that showing uncertainty in their strategic plans exhibits a sign of weakness to customers. We at Ignite believe strong companies are open to their shortcomings, challenges and market questions, and that CABs are ideal programs to help address such issues. The mission and goals of your program should be set directly and honestly from the start: what is your company looking to get out of the program and learn from its members? Once this is determined and agreed to, a charter document should be created putting these aspects in writing, and shared with the CAB members.<\/p>\n 3.\tDon\u2019t get hung up on logistical details.<\/strong> A common complaint by CAB managers is the degree to which their executive members get caught up in the minutiae of event logistics. Hotel rooms. Food. Music. Social activities. Seating charts. This is not where executive guidance \u2013 or nth level review — is needed. Executives should trust their expert event planning staff or vendors to do their jobs, and not push important strategic review, discussions or approvals to the back burner to focus on perusing hors-d’oeuvre menus. Strong executive sponsors steer their colleagues or CEOs away from these tangent discussions during CAB review\/status meetings and stick to the needed high-level program guidance and feedback.<\/p>\n 4.\tProvide air cover to your CAB team.<\/strong> The CAB executive sponsor should, with the support of her CAB team, plan to provide her executive committee regular updates on the CAB program. Show the program\u2019s progress and successes, and objectively share any shortcomings and plans to improve. During face-to-face meetings with members, be ready to back up decisions previously made, rein in executives who may be \u201cgoing rogue,\u201d and don\u2019t publicly throw your CAB team under the bus should anything fall less than outstanding. Remember, as the executive sponsor, it is YOU who is responsible for the success of your CAB program and team.<\/p>\n