Why do customer experience leaders get promoted?

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Why do customer experience leaders get promoted?

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Another customer experience leader gets promoted and I have to start over again!

I’ve lost count over the years of the number of managers who I work closely with to interpret the voice of the customer in their contact center – and then they are gone. I’m happy that they are promoted within the organization, but I still miss the relationship!

Perhaps they never intended to direct their career path to customer service, not knowing that the position can have a large impact on the progression of their career. Whatever the reason for their time in customer service, the impact is profound on them, and on their company.

How customer experience leaders get promoted

Are you thinking about progression in your career intentions? Do you seek to advance within your organization? Well, then, you should be greedy with your Voice of the Customer program. Master it. Own it. You’ll benefit from its power.

customers-grade-the-callsHere’s what I see happen to these great people. I start working with them to implement an external quality monitoring program where customers grade the call or they take one over (because their predecessor was promoted). I teach them about applying the analysis to their contact center and they enhance the coaching and training of the agents, all the while improving the customer experience. Together we extract a list of opportunities each month for a team and its agents.

I meet with them regularly to discuss the customer experience results and to uncover how the customer evaluations can be used to solve a service or performance issue. I support their projects to prove or disprove an executive’s “great” idea. I support their effort to quantitatively prove the efficacy of operational metric goals.

Becoming the go-to person

I work with the manager to develop a high-level reporting structure that becomes a regular item of discussion at company meetings. This seems to be the beginning of the end for us when the manager inevitably gets the attention of executives as the go-to person regarding VoC. It won’t be long until she is promoted.

Then, I start all over again. It used to be very frustrating, but now I find it very rewarding.

The common aspect of all of the CX people I’ve lost to promotion is their passionate dedication to a Voice of the Customer program that goes beyond a very simple feedback activity to one that is used for performance management and people development. It’s essential to have a customer-centric performance culture to achieve the kind of success that gets positive attention from leadership.

Active is actionable

The leaders I work with leverage customer sentiment in performance management by measuring different things and identifying drivers to change performance. This difference is easiest understood as the difference between Active (analyzing and applying) and Passive (the simple act of summarizing and reporting scores). Active is actionable, passive can be painful.

The superior CX leaders use an Active Customer Experience approach that drives performance and is part of a thriving culture where the people inside are growing and, as a result, are growing customers. Passive CX approaches are rapidly creating cultures where employees become more disengaged and instead of being energized about the company they feel helpless in their role.

Tears of joy

It’s not difficult to understand why my CX leaders are plucked from my life, on to greater levels of responsibility in their organization. And it’s not really a sad day for me and my team at Customer Relationship Metrics like I may have made it sound. Even though we miss the promoted person, we always get a new person that we can help to be successful. Teach, train, encourage, enhance, support, congratulate as they move on. Repeat.

Honestly, it’s quite rewarding for me to see customer experience success for our clients and exciting to see performance management improvements each day.

About Dr. Jodie Monger

Jodie Monger, Ph.D. is the president of Customer Relationship Metrics and a pioneer in voice of the customer research for the contact center industry. Before creating CRMetrics, she was the founding associate director of Purdue University’s Center for Customer-Driven Quality.

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