This is part four of a six-part series on each of the Categories of Focus suggested by the new standard Open Customer Metrics Framework (OCMF). Learn more about this modern, open framework and its five categories of focus in my first post on this topic.
OCMF suggests that executives should spend about 30% of their time on the needs of the business – the “Business Category” — which we’ll walk through here.
Leading customer success and support organizations have realized that we have fixated on cost and efficiency at the expense of a superior customer (and employee) experience or the value delivered. This is one category where we should pull back on some of what we currently measure and report on, to free up mind share to think about and act on some of the other categories of measures.
This is part three of a six-part series on each of the Categories of Focus suggested by the new standard Open Customer Metrics Framework (OCMF). Learn more about this modern, open framework and its five categories of focus in my first post on this topic.
The OCMF suggests that executives should spend about 20% of your time on work regarding your employees – the “Employee Category,” which we’ll walk through here.
Let’s admit it. While we talk a lot about how important employees are to us, it’s appalling how little time we actually have to spend on them. After all, employee engagement is a leading indicator of financial performance including customer ratings, productivity and profitability. We spend a lot more time worrying about what our customers say and think, and making sure our financials are in order (Business Category, in OCMF parlance) than we do about employees.
This is part two of a six-part series on each of the Categories of Focus suggested by the new standard Open Customer Metrics Framework (OCMF). Learn more about this modern, open framework and its five categories of focus in my first post on this topic.
OCMF suggests that executives should spend about 20% of their time on the needs of the customer, which we’ll walk through here.
A good measurement system:
is simple enough to focus attention on a few key elements.
is fair enough so that people at every level believe they can affect the measures.
facilitates an environment of learning and dialogue – not of control and compliance.
While support executives have made great strides in making sure our teams think about the customer first, this way of thinking runs smack into reality when we reach across internal departments to get an issue solved for a customer. The further away you get from people who interact with customers on a daily basis, the more likely you are to go from a personal, emotional connection with a customer and their issue to an ‘escalation’ (read: interruption from my ‘real’ job) that has to be dealt with.
Look carefully what separates ‘success that lasts’ from ‘yet another shiny-object-turned-failed-initiative’, and you will often find the same root cause. Measures, and how they are used. Specifically if they are used to ‘grade’ people or if they are use to guide people to do better.
This was the same obstacle we notedin the last post — the one thing standing in the way as we moved from focusing on Knowledge to Knowledge-in-Action.
If you are what you measure, customer support/service (and if we aren’t careful, customer success) is in a terrible place because most of what we measure is based on outdated phone-based call center metrics from the last century.
The problem is that our world of customers and employees is complex, and we have no way of knowing what specific thing we did caused a specific outcome. We don’t have a way to measure what is important, so what we can measure becomes important.
Even worse, we often put ‘goals’ on activities — the predictable result of which is a set of bad behaviors with poor outcomes for our customers and our employees. We end up ‘grading’ people, and no one likes being managed that way.
If Phase I of Klever Insight was all about knowledge-sharing, Phase 2 was about putting knowledge in action. Sounds great, but what the heck does that actually mean?
The best run organizations have a strategy everyone understands with ways to connect behaviors to achieve that strategy.
Viewed through the lens of knowledge, this means that they apply knowledge about their customers, employees and how their business really works and take simple, practical steps that everyone can rally around.
Klever Insight is the first-ever, interactive digital advisor that leverages company and industry expertise to help customer success and support leaders always know “the smartest next step” to best engage employees and customers.
Yup, that’s right. Software. What we always wanted to build.
Four years ago, we began a journey to build software that we wished we had when we ran complex global service and support operations. The journey hasn’t been easy and isn’t over. But this is a major public milestone that we will (modestly) celebrate.
So how did it start? Our first focus — Phase I of Klever Insight if you will — was knowledge-sharing. Why knowledge-sharing? An astounding 60 – 90% of what we do has been done by someone in our ecosystem before.