We hear all the time that hiring is destiny: You have to be very careful when looking for new team members—especially those who are on the front-line and Customer facing—that they’re empathetic, Customer-focused, and just plain nice. In fact, there’s an entire cottage industry growing around hiring for your support/services/sales teams to ensure you’ve got the right fit. Once they’re in the door, we spend tons of time (and money!) explaining our processes and procedures to our new hires so they can make an impact right away. We may enable them with some of the greatest technology, give them awesome benefits packages, and even stock the fridge in the break room for them. Volleyball pits, shuffleboards, ping-pong, you name it. We’ve given them everything they need for work, and play, it seems.
Then they sit down at their desks, put on their headsets, and take calls.
And the wheels fall off. […]
I wrote recently about an incident at a local grocery store that sparked some thought about how sometimes we provide excuses instead of offering solutions. Likewise, sometimes at my gym, I come across a piece of equipment that’s out of order for some reason or another. Usually, there’s a note pinned to it alerting us that it’s not to be used. To some degree, I’m sure the team member whose job it is to put that sign on the equipment considered his job ‘done.’ The person whose job it is to fix it? That’s another story.
Anyway, the punchline of these and other similar experiences is that Customers aren’t as interested in hearing about why their experience can’t be better (what we’d call in other scenarios “excuses”), they just want them to be better. […]
I’ve written about Customer Effort Score (CES) before and kind of chided the intractability of defining it specifically. Of course, it’s not fair to pick on CES, as I’ve written in other instances, even common definitions like First Contact Resolution runs into definitional problems when they encounter actual Customer opinions (we all have our own definitions).
But specifically, when it comes to Effort (or, as I sometimes will call it, “hassle”), I remember a wise Process Engineer who used to work for me once noted: “we’re defining ‘hassle’ from our own perspective.” And he was correct to point it out in that instance. I wonder: Are you doing the same? […]
Surely I’m late to the game on this but I had always found it curious and interesting to read accounts of peoples’ CX and more specifically support experiences through Twitter. The concept of pinging a business via their public handle and then getting a resolution seemed pretty cool to me. It’s mostly anecdotal but I feel the vast majority of those instances were travel-related. It may be because that’s all I think about these days, what with the world shut down. But if I remember correctly it usually had to do with people otherwise having issues checking into a hotel or in-the-moment flight cancellations and such. The scenario usually went somewhat like this: I had an issue with this airline or hotel chain right there at the gate or in the lobby checking in. So I pulled out my phone and tweeted them and within a few minutes, I was all squared away thanks to their crack team of tweeters who jumped on my case and resolved it for me right away. The vision I conjured in my mind was a cadre of little elves flipping switches behind the scenes, unleashed by this great new immediate technology. Needless to say, I was skeptical but intrigued nonetheless.
Recently, I gave it a shot myself. I performed an experiment wherein I engaged with a couple of big companies through their Twitter. I’ll reserve the names because none of them really came through the way I’d anticipated. […]