Tag: Diversity

Organizational Alignment and Growth

Organizations are becoming more aware of the value alignment can bring in increasing profitability, employee retention and customer satisfaction. Research suggests that highly aligned organizations are 72% more profitable and grow revenue 58% faster than non-aligned ones. When your strategic plan, company culture, employees and customers are all aligned with your purpose and values, the chances of growth are significantly enhanced.

So how do you choose which area to focus on first? Knowing where to start building alignment can be a challenge.

Slow down to arrest momentum

Understandably, many leaders start with energy and enthusiasm to develop new strategies to create improved alignment. However, one area that is frequently overlooked is the impact of the ‘status quo’. How are your current strategic plans affecting organizational culture, customer experience and employee engagement? If misaligned strategies have been pulling your business off course, it is important to deal with these. ‘There’s no point hoisting new sails if you’re still laying anchor.’

The key here is to understand the impact of a change in one specific area on other parts of the organization. For example, if you put in place a productivity initiative to enable call centre team members to handle more calls, what is the knock-on impact on their behaviour and, ultimately customer perception/satisfaction?

When you begin to understand the interplay between all parts of your organization, it makes it easier to identify points of friction and drag. These challenges can be expensive in terms of money, time, effort, morale, and employee turnover and impede growth and development of the organization.

Building on strategies

Having a clear strategy will help provide direction for everybody in the organization. A focus on the purpose and values of the business will provide a strong foundation to build a strategy on. It will create a compelling reason for employees to want to work with you, and for customers and service users to want to engage with you. However, an inspiring vision on its own is not enough. It must be supported with a strategic plan that is believable and achievable.

There will be issues with an alignment approach if leaders are not honest and transparent about their motivating factors. For example, it is fine to have a focus on profitability but, if this is the case, avoid stating your vision and purpose as being one of service to the community just because you are trying to create a harmonious and aligned culture.

Take time to consider deeply what it is you are offering, and why. When you truly know the why, finding people that are interested in achieving that same purpose will become easier. Once employees are in alignment with your purpose and values, they can become the best sales force and brand ambassadors you could ask for.

Alignment and Culture

One of the reasons alignment fails is the lack of harmony between the espoused culture employees and customers think they are engaging with and how things operate in reality. Time should be taken to capture measurement and insight about the perceptions of various stakeholder groups (customers, employees, service partners, investors, local communities) and their behaviour (through monitoring and observation).

Organization culture exists, whether this is by default or by conscious design, is up to you. How can you expect to scale your business as successfully as brands like McDonalds or Starbucks, if you don’t understand how everything is planned? Why would anybody expect to create alignment, assist flow, and make scaling and growth a natural and inevitable result, rather than something that is a constant struggle?

High performance needs high performers

Growth comes when we find the right people to tend to our vision. People that share the same or similar ideals and values to us, that can find a home and purpose by aligning themselves with our organisation.

Values are difficult to teach. It is far easy to make it clear what you stand for and let people who feel the same come to you. How you attract employees and engage them will play a key role in driving their performance and thus your growth. If you’re company culture or strategic planning are lacking, alignment will quickly dip, as the employee realises your organisation isn’t the beacon, they had been looking for to help achieve their own desires for a meaningful and purposeful life.

SERVICEBRAND

At SERVICEBRAND GLOBAL, we believe in fully understanding the relationship between alignment and growth. We want to help organizations understand what is holding them back and how to create strategies, cultures and performance that will keep them on the cutting edge of their chosen industry. If you are looking for help in understanding how to elevate your organization to one of consistent alignment and growth, why not see what we can do for you?

Why Do Organizational Values Matter?

There are numerous benefits for organizations in declaring a set of core values that embody the way you wish to go about achieving your mission or purpose. Driving collaboration and teamwork between likeminded individuals is one. Streamlining decision-making process by aligning everyone with the same ideals about the way the organization does business is another.

One of the most powerful aspects of having a strong set of organizational values is the ability to communicate who you are and what you stand for to your stakeholders. This is the case for customers, employees, service partners, investors and local communities. In the emerging paradigm we refer to as the Values Economy, successful organizations will establish a sense of shared values with all stakeholder groups. When everyone knows what your organization believes in and trusts you mean it, they have no reason to go anywhere to have their needs met. Nothing creates brand loyalty faster than trust.

Who are you?

Around 82% of people believe that a good and well understood set of values can give an organization a competitive edge. It is no wonder that so many leaders are desperate to tick this box.

But simply laminating some words and putting them up on the wall, doesn’t create a successful values-based organization. To know what you value, you must first know what you stand for. Our values are never more consciously present than when they are being tested, or when we succeed.

You cannot copy another organization’s values and expect to achieve the same outcomes. Effective values statements reflect the truth at the heart of the company. They are unique and not transferrable.

It is important to follow a robust process to explore the essence of the organization. Why does the organization exist? What does it hold true to the core and will never give up? What differentiates it from others? If you are people driven, your values will reflect this, and, if you are profit driven, that is fine too. Values are neither good nor bad, they are an expression of what matters to us. For example, if money/financial performance/return on shareholder value is important above all else, it is better to be honest about this. You might discourage some people, but you will also attract the kind of customers and service users who are aligned with that kind of value ideal. What is critical is to avoid a situation where you claim that the organization stands for something and then does not live up to this with behaviours and decisions that are made by employees (all levels).

Who do we want to be?

Once you know who you are, it is easier to decide where you would like to go. You can develop a purpose statement and set of values that will serve as a beacon for every stakeholder that engages with your organization. Now is the time for clarity and simplicity. Have confidence in the words used by the people in your organization rather than feel drawn to copy and paste other people’s values. The words need to be yours. Then when you have the concise wording, give thought to how this can be communicated to every person in the organization and, more importantly, put into practice.

Community Culture

Organizations are effectively a community, comprising of the various stakeholder groups. Just like in the rest of the world, there are healthy, flourishing communities and less healthy ones. When you articulate your values, it makes it easier for likeminded people to find and align themselves with your purpose and what you stand for.

The notion of improvement and growth is applied and understood in most areas of business. So how do you apply this to the area of values in your organization? What perception do your various stakeholders have of how well your organization’s employees live up to the stated values? If you do not know the answer to this question, how can you take action to make improvements? If your values are important to you, why would you not measure your performance? We offer a corevaluescore survey which provides a snapshot of stakeholder perception of the way in which your organizational values are lived in practice.

Remember that, as with personal values, organizational values might adapt, change, and grow. Over time, the organization will be presented with new situations, opportunities, and challenges. Sometimes the core values will remain the same but might manifest themselves in different ways. In certain situations, you might feel that there is a need to re-examine or refresh your values. The key point is, from time to time, to ask the question “Are our values (and associated behaviours) still relevant and reflect our essence?”

SERVICEBRAND GLOBAL

At SERVICEBRAND GLOBAL we believe strongly in the power of organizational values. We have been delivering award-winning projects with measurable impact in this area internationally and in UK for nearly twenty years. When values are done well, they create shining beacons for employees, customers, and all stakeholders to follow. Not only that but values aligned employees and customers have much higher productivity and loyalty. You might be right at the start of your values journey or feel that it is time for a refresh, or you might be struggling to embed your values effectively in practice. Whatever stage you are at, we would love to help you take the next step so why not connect with SERVICEBRAND GLOBAL to see how we might help you create a healthier, values-driven company culture… in practice.

Creating Positive Organizational Culture

Culture is one of the key elements contributing to organizational success. A strong and sustainable culture makes it much easier to attract the kind of employees that fit. More importantly, it will keep them engaged. This will help you retain skilled and talented employees for longer.

Organizations that succeed in creating healthy workplace cultures, often find themselves a cut above the competition.

Where to begin?

It can be hard to know where to start, and difficult to admit that you might be getting it wrong. All too often we see organizations championing values like honesty, accountability, and respect. Yet, in the day to day, we do not see these values put into practice.

Employees that are punished for their honesty, are less like to be honest again. Unfair and uneven processes of accountability often breed resentment and demotivate employees from trying to do the right thing. Respect is a two-way street. You cannot demand what you refuse to give.

When starting the journey to a healthy and positive organizational culture, you must first consider what really matters to you. What is your organization’s purpose and values? Clarity about what you are trying to achieve and the way in which you want to achieve it provides a guiding compass that will sustain your business on its journey to success.

The value of different points of view

It is valuable to gain insight into what is important to a wide range of stakeholders, especially employees. This might be straightforward in a healthy, open culture and more of a challenge if you are attempting to fix a toxic culture. If your employees fear the leadership or management they work under, it will be harder to get an honest and unbiased answer. Getting to the truth of the real experience employees are having is critical to creating a positive culture.

Anonymous surveys can be a way to get genuine feedback. Prepare yourself though. Just because your employees aren’t complaining, doesn’t mean they are happy. They might be in fear of their losing their job or that horribly demotivating feeling of finally speaking up and still not being heard.

The way your employees see the organization is critical in understanding and exploring strategies to build more positive culture. Make sure to give them the time and space to express themselves. And try not to take how they feel personally. Your role as a leader is to create a safe and positive company culture through understanding, not blame-shift or deny the experiences of others, as they feel them. This is the same approach as encouraging and receiving feedback from customers.

Painting the right picture

Think of the creation of a healthy culture being like an artist painting a picture. They both take a delicate balance of structured planning and attention to detail to deliver the best result. Too little structured planning and the ‘canvas’ will become a jumbled mess, too much attention to detail and it will take too long to finish for fear of getting it wrong.

Navigating the path between those behaviours you wish to encourage and those that you must make clear cannot be tolerated is a complex one. Pay close attention to the way you train and teach what is unacceptable behaviour. If you train your employees too strictly over minor infractions, you risk creating a group of disengaged people that will likely only perform when they know you are watching. On the other hand, as Steve Gruenert and Todd Whitaker state “The culture of any organization is shaped by the worst behaviour the leader is willing to tolerate.” It is a fine line.

Culture informed processes

Once you know your purpose and values, you can start to design processes that will eventually create a self-sustaining loop of positive culture. When you know what you value you can start to look for people that are already aligned with similar values. Your recruitment processes should always look for the right ‘fit’ for the company culture. Rather than talking about the organization’s values, you can reflect and reinforce the values in the process itself.

Skills can be learned, trained for, and developed overtime, but our values are wholly unique to our individual life experience. It is far better for your organization’s longevity and profitability to hire people that work well within the kind of positive culture you wish to create, than it is to hire an incredible seller or customer service agent that doesn’t work well in a team.

SERVICEBRAND GLOBAL

At SERVICEBRAND GLOBAL, we believe in creating bespoke strategies that focus on understanding purpose and values to drive organizational alignment. We don’t believe in copy and paste organizational cultures. We want to help you create a self-sustaining positive culture in the workplace that lets you get the best out of your employees because they are valued and part of a team. Why not see what SERVICEBRAND GLOBAL can do for you!

The Future of Customer Experience

Getting customer experience (CX) right is not always straightforward and often challenging. What made for good customer experience in the 90’s is vastly different from the kinds of experiences customers expect to have in 2022.

Changes in culture, society, availability, technology, and financial status have always impacted customer experience. Trends often only last as long as the moment or time frame that created them. So, what does this mean for creating a long-term customer experience strategy?

It’s just a sauce!?

In order to create a successful CX strategy, you must first consider how to add value to the customer journey. The more value you add to your customers’ experience, the more likely they are to remain a loyal customer and become an ambassador for your brand.

Predicting and planning for new trends is almost impossible. Fad’s pop up seemingly out of nowhere and disappear just as quickly as they arrive on the scene. But despite their rapid disappearance, they leave indelible marks on the cultural landscape. Some even carry on far longer than the trend itself. Consider the hype around McDonald’s Szechuan dipping sauce. So intense was the memory of the short-lived product, that 20 years later people still talk about it. A whole new generation of customers was created: people who had never tried the product clamoured and fought for it during a one-day re-release in 2017.

When customers are saying, ‘You had to be there’ when describing their inside knowledge to others, this is, perhaps, the epitome of the term ‘customer experience’.

Strategies that work for you

The pandemic forced a major change in the way customers access products and services. Organizations that were hesitant to digitize their channels may have survived the pandemic, but certainly haven’t thrived in the same way that early adopters have.

Finding the right strategy to build a great customer experience starts with how you engage with your customers and service users. When you provide an omnichannel experience, are customers able to move between each of those channels with minimal effort and achieve the same style of experience?

One of the biggest detractors to customer experience comes from the implementation of channels before they are ready. We all have painful experiences of talking to chat bot on the phone that just doesn’t understand the request we are trying to make. Or talking to an AI in a browsing window that just can’t figure out how to answer our question.

The more options you give customers in the ways they can connect and interact with you, the more likely you are to better service the market with your product or service. But your channels are often the first point of contact for customers with problems or queries and, if your services are gimmicky and not fit for purpose, nothing will turn a customer away faster.

AI is great, and often an almost free way of handling massive amounts of information. But make sure you have humans capable of resolving complex queries. When customers can trust they are being truly heard, it will build a more positive impression in their minds.

Managing the moment

Everyone wants to feel important, to feel special. Thanks to predictive AI, the relationship between organizations and consumers has never been more individual and certainly never so intimate. Sometimes advertising agencies know more about us through our search histories and online usage than even our partners, family and friends do.

This level of hyper targeted individualisation has heightened our expectations from the organizations and services we engage with. We feel good when we are understood. When services cater to our needs without our having asked, we feel valued and connected to the organization in a deeper and more meaningful way.

Customer experience used to be easier to manage with advertisers tasked with creating campaigns to target and direct products and services at people. Effectively telling them what they want. This is no longer the case; there are so many products, so many services, and billions of hours of adverts streaming every day. This bombardment means your customer experience strategy has to be tailor made to hook and keep the customer happy within seconds of engaging them.

Cheap AI and poor customer service agents are not the way to achieve experiences that will keep customers connected and interested in your organization for long.

Is this what you are looking for?

The future of customer experience is tied to an organization’s ability to create personal yet repeatable customer purchases. Organizations that dial into tailoring subscriptions and services directly to specific customers, are far more likely to create long lasting customer loyalty through engaging and personal experiences. 91% more likely in fact!

By targeting individual customers in this way, you ensure that although every customer will have a different experience. They all get the best experience for them.

SERVICEBRAND GLOBAL

Navigating customer experience and building effective strategies to build and keep a loyal customer base can be tricky. At SERVICEBRAND GLOBAL we believe in a personal and omnichannel approach to building quality customer experience. If you are struggling to create meaningful relationships with your customers or service users, we can help you develop strategies that fulfil all your customers experience needs.

The Power of Organizational Alignment

ca. 2001 — Rowers Rowing Boat — Image by © Royalty-Free/Corbis

Vision is the compass that points people in organizations towards the fulfilment of their purpose. But as with all things, knowing the right direction, and being able to get there are two very different things. Making your dream happen is dependent on the alignment of plans and people all being in alignment. Otherwise, the organization will fall short as it fails to maximise synergies or, in some cases, even works against itself.

All of us can dream, have a vision or a design on how we wish to shape the world. But without the support of likeminded individuals, our grand visions often come to nothing. The risks of scaling up your organization, of expanding and undertaking new projects are heavily mitigated when everyone is aligned with your values, vision, and purpose.

First steps

Some organizations love measurement metrics, others fly by the seat of their pants. But how can you find the right balance for your organization? This all comes down to how well you plan.

Time spent on planning can sometimes feel like an added burden on resources. However, deciding how you will take everyone in your organization forward, in alignment with your purpose and vision, is key to driving continued success.

The first step in unlocking the power of organizational alignment is settling on your values and having a clear purpose. Once this is done, everybody can ‘board the bus’ knowing what the direction is.

Plan for others

While your plan may contain some sensitive company strategies, on the whole it will be a statement of desired intent. Showing where the company is now, and where your plan will take it if all the steps are fulfilled correctly is a powerful tool.

Make sure that your plan does includes the relevant people, departments, or partners, so they are involved (rather than feeling left out, or like the work they do isn’t important). Self-esteem plays a crucial role in how well engaged we are with the people around us. Failing to plan and account for each department is a sure-fire way to drive a wedge into any attempts at organizational alignment.

Also, it is important that you don’t only focus your alignment strategies on your executive team alone. Everyone has a part to play in executing the strategic plan in an aligned way that achieves the organization’s vision.

If you find you have employees or partners that aren’t part of your organization’s plan, you need to consider if this is because of a lack of insight on your part, or if they are superfluous in achieving the goal. In which case, even harder conversations about those employees or teams need to be had.

Find your rhythm

Once you have you plan, it is then about finding the right rhythm to monitor and adjust as necessary. Consider breaking the plan into segments such as a 3–5-year organisational strategy plan, an annual plan, quarterly and finally weekly or month team meetings.

The crucial element in finding your flow, is understanding that your plan will work from the top down, and from the bottom up simultaneously. The information and data gathered at weekly team meetings is pivotal in informing the larger business strategy.

The employees that have the most customer, or service user contact, are the ones best informed on what your audience is thinking and feeling about your business. Make sure you have ways of getting this feedback and have scheduled time to discuss what it means for the organization and its plan.

Your organization, and the teams within it, will work far more efficiently and effectively when they know their place in the plan and can feel secure in the rhythm of its expectations. Make sure that you communicate frequently to reassure everyone that there is strong leadership.

The sum of all parts

Smart businesses know that to achieve a goal, every element of the business must be aligned with achieving that purpose. Highlighting the interdependency between all areas of your organization is a strength rather than a weakness.

Examine how each part comes together, what its function is and how it might be improved to better meet the plan and achieve the desired goals. This is what innovative organizations do: remove any friction to make operations as smooth as possible, reduce time wasted and prevent the need for work to be done multiple times.

SERVICEBRAND GLOBAL

When your organization is not aligned, the best plans will always have a part missing, face resistance or simply fail. At SERVICEBRAND GLOBAL our goal is to help you achieve organizational alignment, by working with you to create a bespoke plan for your desired vision.

We want to help you create an organization that thrives on honest and open communication, that builds functional and useful plans that include everyone, whether they are executives, customer facing employees, or service partners. Let us help you unlock your future potential, by realizing the power of organizational alignment… in practice.

Engagement Focused Leadership

Whether you are new to a leadership role or have been in one for many years, finding the right tone and balance with your team is crucial. Sometimes you might have been leading the same team of people for a long time. Other times you might have more change in the team. Whatever the situation, it is important to be able to assess each person’s abilities and motivation, and balance that with your own and the pressures of delivering on achievable goals.

This blog looks at three key areas for leaders to consider improving engagement with their employees.

1 on 1

Far too often, 1 on 1 meetings are viewed as a waste of time. Something to get through that doesn’t really contribute anything meaningful to the organization. 67% of employees feel like meetings inhibit their ability to get on with being productive at work.

As a manager and a leader, it is your responsibility to come to 1 to 1 meetings prepared to engage and get the most from your employee. Use this valuable time wisely eg avoid giving organizational updates that could be sent en masse in an email or given in a group huddle.

Also remember to respect your employees and that it is not their responsibility to manage your time. Setting up meetings that you frequently rearrange or cancel at the last minute due to other ‘priorities’ will send your employee engagement plummeting. If employees don’t feel like their time is being valued, they will disengage.

Word of mouth spreads quickly in any organization. If your employees feel like their time is being wasted in these meetings, be sure that everyone else will rapidly hear about it. On the positive side, the news of productive meetings will also spread fast.

Leading with the right questions

Knowing what questions to ask members of a new team can be a challenge. As Stephanie Perkins says, “You only have one chance to make a first impression.” These early experiences
will often set the tone for your team’s perception about the kind of leader you are going to be. When you are in a one-to-one conversation with an employee you can be business-like and make it personal at the same time. You and the employee are both performing roles for the organization… and you are both people.

A critical mistake that is often made is trying to give the employee too much time to share their views and opinions, out of a desire to be a good listener. This can put pressure on the employee and result in them talking for the sake of it and in different directions. As a leader, you can lead the conversation with questions that are designed to get the most from the interaction.

If you are coming to a new organization or team, here are some general work-focused questions you can consider beginning with:

What brought you to this organization?
More importantly what is your best hope for working here?
In your opinion, what do we need to start doing here?
What do we need to stop doing?
What is important that we continue to do?
What one change would improve the customer experience most?
What one change would make this a better place for people to work at?
What are you most proud of about working here?
What irritates you about working here?

The most important way you can build engagement is by showing your employees that you trust their knowledge, experience, and opinion.

The Value of listening

Once you know the right questions to ask, it becomes a matter of practicing truly concentrated listening. Managers often get stuck on the first level of active listening. Have you been in a 1 to 1 meeting, that feels like you are talking to a parrot? The other person just repeats back what you are saying. Repetition shows that you have been heard, but that doesn’t mean the person you are talking to has really listened.

If you want to engage your employees into deeper and more meaningful conversations, you must show them you fully understand what they are trying to say to you. Take what they have told you and reflect it back them in your own words. Show them how you understand what they have said and make sure your way of understanding it, is in line with what they were trying to express.

Self-expression is complicated. Youmight feel like you are the best explainer on the planet and yet someone else might not understand what you are explaining. There is no harm in being sure that what has been said is what was actually meant.

This applies even if you don’t agree with what you are hearing. The goal is to build a trusting relationship that is more likely to keep your employees engaged and willing to share their views and opinions with you.

By actively listening, employees will trust that they can bring issues to you while they are still small. This can be so much more beneficial than employees holding off until it is a big problem before being able to count on your attention.

SERVICEBRAND

At SERVICEBRAND GLOBAL, we believe in the power of values-driven employee engagement to improve retention, productivity, loyalty, and advocacy. We help managers and leaders appreciate the value of listening to and understanding what their employees have to say. Too often businesses fail because of a poor attitude to the importance of having employees engaged, motivated, and directed towards achieving your organization’s mission or purpose.

If you feel like you are struggling to connect with your team, or your employees, we can help you create effective planning strategies to greatly improve the way you interact with them. This can only have positive and beneficial results!

CX Looking to the Future

The quality of a customer’s experience sits at the heart of successful organizations. Every customer needs to receive an excellent experience at every point of service, irrespective of time, geography, and channel. This can seem like an overwhelming and perhaps even unachievable aspiration. But with the right approach, it is possible to ensure that every customer and service user that interacts with your organization, has a positive experience.

The implementation and use of AI services and functions has exploded in the last ten years. In particular, it is a powerful tool for data collection, targeted marketing, and the management of ever more complicated automation processes.

Organizations are now increasingly seeing the opportunity to deliver great customer experiences every time by using more advanced AI: to connect with customers and to address their problems and queries. In one-way, Artificial Intelligence might be the future of customer experience.

Access any time

The world is no longer a Monday to Friday, 9-5 place. This has been evolving for some time but has been accelerated dramatically by the impact of COVID-19. Hybrid working schemes are enabling people to work to their own rhythms. This is changing when customers usually engage with products and services.

In a world that doesn’t sleep, keeping up with providing a positive customer experience, can be challenging. This is one area where AI will always have the upper hand on humanity. It needs no sleep, rest, or breaks.

AI that is consistently accessible and able to deal with multi-layered queries, problems or concerns is pivotal in the digital age. Customers don’t want to wait until your opening hours for a response. If they can’t get it from you, a competitor will surely address their needs.

Values-aligned AI

How your customers and service users feel about your organization is largely down to the experience they have, not only of the goods or services they purchase, but the experience of buying from start to finish. If they encounter difficulties on this journey, they are less likely to make a purchase or become loyal customers.

The same is true of implementing AI systems and processes into your organization. If they aren’t aligned with your values, they will not generate positive customer experience. Consider Virgin Media, who prize heartfelt service as one of their core values. And yet, it is next to impossible for customers to reach them. An unending complaints system does nothing but create digital feedback loops, sending customers round and round in circles.

AI can be of incredible benefit to your organization when used innovatively to create benefit/value. But not when used as a cost saving exercise to replace humans that could more satisfactorily solve complaints and queries.

Individual Service

AI is vastly superior to humans in learning and storing information. The more experiences it is given, the better and more adaptive it becomes at resolving problems. Herein lies one of the key benefits for using it to enhance customer experience.

Human service agents are of course still far better at providing a positive sense of feeling and engagement with the customers. But this is often only done at the point of service. AI can improve all elements of the customer journey. From initial contact to complaint resolution, and most importantly into post purchase relationships. It can provide highly specific and targeted advertising content to individual customers across a range of platforms instantly.

The best human customer experience manager might be able to keep up with hundreds of personal preference, desires, and personalities. AI can handle millions of data points, predicting behaviour and acting on it in real time.

The space when customers think about your organization might only be for five minutes of their day. Having the ability to target specific advertisements and offers directly to this window is an incredible powerful tool in driving organizational awareness and sales growth. Done well, it simultaneously gives the customer a positive experience of your offering.

The Future

There is a reason that Amazon is so popular. It is not luck, but innovation driving its success. Putting AI to work, knowing what we want before we want it, and ensuring we get it within a day, has driven huge financial success at Amazon.

Their offer and performance even cause some people to look past our social and environmental responsibilities because the customer journey has become so positive, we know it will feel good to keep ordering the things we want.

The next big question is coming because of this era of instant gratification, where anything we want is available: Will AI continue to facilitate customer experience, or has it already begun to lead and direct it?

SERVICEBRAND GLOBAL

At SERVICEBRAND GLOBAL we take a positive and forward-thinking approach to the future. It can be anxiety inducing to face the challenges of the coming decades. If you are struggling to identify the right way to engage with your customers, the way that best fits your organisation, we can help.

Communicating Organizational Values

Organizations are becoming more switched on to the importance of aligning their vision and purpose with their values. A set of clearly defined values can directly contribute to the creation of an inclusive, engaging, and strong organizational culture.

How well these values are understood has a direct impact on employee alignment. And also how well connected your customers and services users feel about your organization’s identity/brand as a whole.

The next hurdle

Defining these values can be a complicated task. We have dived into deeper discussions on how to identify the right values for your organization in previous blogs. The process, however, doesn’t end with a neat list of values. What comes next is the most difficult part. Successfully communicating them to your employees and to your wider audience as a whole.

Building understanding in a consistent and well explained manner is a keystone to developing company culture that supports your purpose and vision. This can be done by aligning everyone with actionable, values-led behaviours to embody while representing your organization.

Values are for living

Values are for living, not laminating. Of course, visual reminders can play a useful role in reinforcing the message around expected behaviours. Avoid falling into the trap of thinking that this is the job done. The key is to focus on the specific behaviours you are looking to employ within your organization. For example if one of your stated values is ‘integrity’, you might put energy into ensuring that ‘We treat all of our service users equally.’

The words used as Values are nothing more than a label. They are highly subjective; each person might have a different idea about which behaviours they most readily associate with the words selected to represent the organization. That is why clear communication of the definition of the value word and the kinds of behaviour expected to reflect those values is so important.

The Leadership Shadow

The next important step in the effective communication of values, is also the most critical. People learn by example. Employees’ and customers’ perception is strongly influenced by the way employees in management and leadership roles behave. If the behaviour is in line with the stated values, then the perception of the brand is enhanced. If the behaviour doesn’t reflect the stated values, they will become, at best, confused, and, at worst, disenfranchised.

Anyone in a position of leadership must embody the values of the organization as a matter of personal behaviour. If you have disruption and discomfort in your leadership team around behaving accordingly, they might not be the right people to carry your vision and purpose forward.

Positive reinforcement from leaders will help employees feel supported and encouraged to adopt the right behaviours to best reflect the company’s desired image. Actions do indeed speak far louder than words. A key leadership role is to set the right tone of speech and behaviour for other employees to emulate.

Recognition and reward

Recognition (and sometimes rewards) is important in encouraging people to adopt new behaviours. It is not practical to fire people that don’t immediately fit and replace them with people that do. Change can and does happen, but it takes time, leadership, encouragement and sometimes incentives to change behaviours and perceptions.

When you see employees truly living your desired values, spotlight them with recognition and celebrate this widely to positively reinforce the desired behaviour. Other employees will understand the behaviours that are expected and those that are not accepted. Over time the desirable behaviours become the norm.

But be careful when instituting rewards programs, as they can and often do generate devious behaviours in order to secure a reward. They are great for spotlighting the right desired behaviours in the short term, but don’t have as much of a long-lasting effect as visual ques and learning by example.

SERVICEBRAND

It can be a challenge to identify the kind of organizational culture that would best fit your purpose. Figuring out how to communicate the values effectively and efficiently to everyone can present additional challenges. If you have already started or thinking to start down the path of a values, vision, and purpose assessment of your organization, and want to make sure that they are effectively communicated and embedded, SERVICEBRAND Global can help.

Improving Customer Experience

Customer satisfaction happy feedback rating checklist and business quality evaluation concept 3D illustration.

Defining improvement can be a tricky subject. At the most basic level, anything that is measurably better than it was before, can be considered as having made an improvement. The real issue is what we choose to measure.

Most of us love making improvements, whether they are personal ones to improve our health, or equipping ourselves better to perform the tasks that generate our financial stability.

Understanding customer experience (CX) and how to create successful CX strategies, is complicated by the vast range of potential measurables and how to implement actions that generate the desired changes.

Starting small

One common mistake in implementing effective CX strategies, is to take a top-down approach trying to implement ambitious changes all at once. This can create an enormous feedback loop in the system that can lead to a domino effect of challenges that had not originally been foreseen.

Making huge changes to improve one area can also negatively impact the more stable and successful areas of your organization.

You might try an alternative more basic approach by simply starting with the customer. Make sure there are ways to gather feedback, and record complaints to deal with the individual as soon as any issue happens. Analyse the information and decide if the feedback is contextually valid and requires further action. Then ensure that action is taken to fix the problem, address it and most importantly, let the customer know the problem is being taken care of. So much customer loyalty can be won by simply letting customers know their complaints have been taken seriously and addressed. And a customer who has a complaint resolved well is more loyal than a customer who didn’t have a complaint at all.

So, what do I measure?

There are several ways to go about this, but the basics are the same. You might choose measurable data points that paint a simple picture of your successes in managing customer experience. Or you might focus on problem resolution, measuring just the negative comments from customers or service users.

Of course, it doesn’t have to be one or the other. There is a middle ground, achievable by looking at the positive and the negative, as well as how they affect each other.

For example, focus too much on only resolving issues customers complain about and you will miss out on feedback around the things you are doing to successfully engage them.

If you want strong and useful data, metrics should be chosen that reflect your organizations values, vision, and purpose. 60% of new business in the UK go bust in the first three years; a poor understanding of data metrics and how to pick and apply them is one of factors that contributes to such high rates of failure.

Everyone wants to make money quickly, but outlasting the competition, building a strong brand identity, and most importantly developing a loyal consumer base, will pay off far more in the long run than two or three years of in a business relying on quick profits over customer experience.

Measure profit, in terms of revenue and sales growth, but also make sure to measure customer satisfaction, loyalty and retention. Measure how your customers are interacting with your organization and find a way to do this where they feel comfortable engaging. Automated options only work if the customer base will use them.

What if its unmeasurable?

Sometimes there are too many variables and getting an accurate numeric measure on the success of a project can be ambiguous. Customer experience is a highly subjective area. Soft as well as hard measures can be a valuable way to establish the whole story; in the hotel sector, there might be a guest satisfaction survey in the rooms and, at the same time, VIP guests might be invited to a drinks reception hosted by the hotel manager to share their feedback.

You can use the tangible data to build strategies and tactics that give you more room to take risks on some of the more subjective elements of customer service.

SERVICEBRAND GLOBAL

At SERVICEBRAND GLOBAL, we believe in understanding the customers’ journey, from start to finish. Not simply understanding the impact on profit margins, but developing those personally subjective relationships with each and every customer but connecting the organizations values and purpose to the way it then engages with its consumer base. If you are struggling to navigate the complexities of building great customer experience, we can help you create strategies and systems of measurement that will give you greater insight into where you are and help you get to where you want to be.

Why Measurement and Insight Matters

Measurement and insight can be defined as the effective and efficient use of data to inform the future development of the organization at all levels. The purpose of collecting this data, is to give the organization’s leaders the best possible picture of the impact being made by the organization.

To impact in this regard means to have a strong influence or effect on someone or something. Impact is often associated with measurement and reward in organizations, especially those following a golden rule. “What get measured, gets done.”

If you are not measuring the impact your organization is having, nor the impact of external factors acting on it, then, how can you possibly create a strategy to effectively navigate the complexities of the organizational world?

The Measurement Matrix

Creating a measurement strategy can sometimes feel overwhelming, planning a strategy for how you will measure the things that will create this strategy can also feel like extra and unnecessary work.

Don’t let the multitude of strategic measurement and insight tools put you off, it is far simpler to create a flexible measurement matrix that can change and shift as you do, while retaining the ability to measure the right data.

Correctly measuring all the data available about your organization will give you a good indication about whether you are currently where you want to be. We start the process by looking at the organizations primary objective. What is the overarching goal of the business?

Once you know the answer to this question you can hold it up next to the collected measurement data and see if you believe the numbers reflect your goal, if you are underperforming against it, or if you have knocked it out of the park.

Target setting

Once you know if your overall objective is being achieved or not, it is time to start setting smaller goals or targets to help you course correct or plot a course to greater future growth in the organisation.

These goals can be slightly abstract, but your main focus should be in setting goals that are evidencable and measurable. If for example, one of your business goals is to measure customer experience. You must design surveys and methods of interaction, that allow your customers to give honest and in-depth replies. It is not enough to do one Twitter poll and consider your measurement achieved.

Performance indicators

The next step in making the measurement matrix as valuable as possible, is identifying which Key Performance Indicators you will use to keep your organization on track. For example, in the service industry, keeping track of the number of rooms booked, or event tickets sold, versus the number of complaints. Comparing positive and negative aspects of business is a great way to track and measure performance.
When you set reducing the number of complaints as a KPI, you build a strategy that focuses on identifying customer issues and resolving them as a matter of priority so that they don’t continue to affect other customers’ experiences.

Metrics and Analysis

The next steps seem like the easiest, but often tend to be where organizations struggle, as they fail to connect the dots between all the data they have collected and what they should then do with it to improve their organization’s performance.

It is impossible to cover every single metric, but with more collection strategies, you have more building material at your disposal to create plans and frameworks to greatly improve what your business does.

How you choose to analyse the data, will also affect your strategic planning. You might have very different results between online surveys and in-store or on location ones. If you aggregate these insights together, no one gets the data they need to make well-informed decisions. So, it is important to organise your metrics in a way that lets you create tangible KPIs for specific areas of your business. A nuanced and targeted approach is required to maximise effective and efficient strategic development.

Insight

The last part of any effective measurement matrix is insight. You have decided what data you want to collect and have successfully gathered it. Now is the time to combine each area of the matrix to create a fluid measurement strategy that lets you track your process, adapt, and overcome challenges and sets markers for potential future growth and direction.

The strategy becomes a compass that points always towards your organizations key objective. When the matrix is well-designed, it becomes easy to gain insight and perspective on your organization. It will tell you when you aren’t on track and guide you back to your goal.

SERVICEBRAND GLOBAL

At SERVICEBRAND GLOBAL, we specialise in helping you plan your plan. We are strong supporters of measurement and insight as an aid to decision-making and accountability. It has never been cheaper or easier to collect data, and yet without strong leadership and understanding of the core objectives of the business, all of this information goes to waste in strategies that are too basic to accurately account for all the issues facing the organization. Let us help you get back on track.

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