A week’s worth of #CXQOTD
I’ve been busy this week teaching summer session at the US Air Force Academy so haven’t been posting here. But I have found the time to respond to a bunch of CX Questions of the Day:
Monday, Jeremy was asking about Journey Mapping:
It’s all about the visualization! pic.twitter.com/eFiEe0Z33g
— ✵Nicholas Zeisler (@NicholasZeisler) June 22, 2020
Then, Tuesday, Neal Topf popped in to sub for Jeremy with a question about quality assurance:
Yes, yes. A thousand times yes.
Scores and scoring are at the heart of quality assurance and improvement. You have to know what good looks like and where you're falling short…
But there's more… pic.twitter.com/lBjVh4YNTR— ✵Nicholas Zeisler (@NicholasZeisler) June 23, 2020
On Thursday, Jeremy was back asking about positive Customer feedback:
I always say you want negative feedback… you should always be looking for it…it's the best source of learning.
But you can use positive feedback to learn as well; and of course to celebrate! pic.twitter.com/a01sgqMGoe
— ✵Nicholas Zeisler (@NicholasZeisler) June 25, 2020
And we wrapped up the week with something different: “What are you thankful for?”
@jtwatkin Gettin' deep, my friend!
1) Love
2) Health
3) Service
4) Liberty
We live in a great time. Don't let anybody tell you differently. pic.twitter.com/IvCSKfAug7— ✵Nicholas Zeisler (@NicholasZeisler) June 26, 2020
Inspirational Quote? Today’s #CXQOTD
audentes Fortuna iuvat!#cx pic.twitter.com/Nfq7dhHrW9
— ✵Nicholas Zeisler (@NicholasZeisler) June 19, 2020
Add purpose to your goals so they’re meaningful
I write a lot about understanding why you’re doing something as a means of helping you to decide what to do and how to do it. It’s an idea I’ve stolen from Simon Sinek who wrote a whole book about it in fact. His book was general and strategic but I also apply it to the tactical and transactional world of measures because that’s where the concept often hits the ground and plays into your practice. In fact, I’ve written a lot about Goodhart’s Law, that when a metric becomes a goal it ceases to be a good measure. I’d like to share an example of that and why it’s so important to understand the basis behind why you’re looking to measure something in the first place.
A good friend of mine and fellow CX leader told me recently the story about an organization he was working with. It was a big group with a wide variety of Customer types and personas. As such he was often discussing how different approaches to the gathering of VoC data were important and necessary. So far so good. But when he approached one of the groups he was presented with a curious request: Could they change their survey to using ‘smiley-faces’ instead of numbers? […]
The Perfect Mojito
Loved your #Negroni, but @tucci_stanley eat your heart out…
— ✵Nicholas Zeisler (@NicholasZeisler) June 14, 2020
The Perfect Mojito ?#nonwork #weekend #CX pic.twitter.com/4nn5bvFVYv
What to put on your CX dashboard? Today’s #CXQOTD
Counter-intuitively: Don't lead with your #cx #metrics. Start with the end in mind! Then drive down to operational measures. pic.twitter.com/lGxv2K66T9
— ✵Nicholas Zeisler (@NicholasZeisler) June 11, 2020
Don’t excuse it…solve it!
Customers don’t care about why you can’t get it done; they just want you to get it done. Before you say that that sounds unfair, I’m not suggesting they want you to defy the laws of physics and make the impossible possible (well…usually they don’t). Let me give you a small—yes, trivial—example:
The other day I stopped in to one of the national grocery store chains in my neighborhood. All the handbaskets were conspicuously missing. I chalked it up to the likely case that it was some sort of cleanliness effort, what with Covid and all. I pushed a big cart around the store for all of the three items I was picking up and when I got to the checkout, I mentioned how the baskets all seemed to be missing. I wasn’t complaining, or even inquiring (at least not out loud…surreptitiously I was curious what the response would be) I just mentioned, “I see all your baskets are missing.”
My initial assumption was verified: “Oh, yes, that’s because we couldn’t keep track of which ones we’ve cleaned and which ones have been left around by Customers,” was the cheery and pleasant response. Note for clarity, I hadn’t asked why they’d been taken up, but for some reason this clerk thought it necessary to explain why. She was perfectly nice and not at all defensive in tone, but consider what her response was meant to be: an excuse. Obviously she could have handled it much worse, and bruskly given me the well-tough-cookies/get-over-it routine. Fortunately her demeanor was quite nice. […]
