6 simple questions firefighting chiefs ask—and you should, too

As leaders, we have grand plans: those that will help our organizations, our customers and dare we admit it—our own careers. Unfortunately, we don’t have much time to translate strategy into practical projects for our operational managers to implement. So, we end up with statements like: Here’s what we need to do by X date, …

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Sharing is Winning: the guts of a successful knowledge-sharing recognition program

I’m a big fan of collaborative games, games where you need to work together to achieve a goal. I play a couple on my iPhone and the best of them combine individual rewards and community involvement. If I contribute 10 archers to the next battle, I get an individual medal and my team captures the Black Knight’s castle. I love that I am being recognized and that the team benefits.I haven’t always been a fan of recognition programs for knowledge-sharing practices. I believe that sharing knowledge requires a change to behaviors. That change is only sustainable in the long-term if team members understand how sharing knowledge benefits them, their customers and the organization.

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Enterprise startup hack

(or how to get results from a Pilot in 30 days)

When we walked prospects through the results they’d see in just 30 days using Klever Insight software—a digital coach for tech support managers—the most common reaction was: “Sounds too good to be true. Can you prove it works?” And we were stumped.

Klever Insight is the world’s first digital coach that uses augmented intelligence—a human-centric application of artificial intelligence—to provide tech support managers the confidence and time they need to implement strategy, in just minutes a day. So how do we  prove that a digital coach helps managers achieve a better outcome than managers that receive no coaching?

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A new metric to show the effectiveness of internal documentation – the looper

For those of us who have worked for years with customer-facing documentation, we have found a wealth of information (not always accurate, but a lot of it) about how valuable the knowledge we deliver is. Some examples are the number of times a bit of knowledge shows up in a search result, how frequently it …

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A really powerful employee measure you should be tracking – but probably not the way you do it

In a world where leaders have seen the payoffs of modernizing how they onboard customers, why does onboarding employees seem like it is still stuck in the past century? I’m not talking about the cool new ways to show appreciation — but in terms of perhaps the most important measure in a team-based environment.

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What does Drinking Champagne have to do with building modern enterprise software?

When we brought together leading organizations and leaders in companies to create a modern, open, balanced measurement scorecard — the Open Customer Metrics Framework (OCMF) — there were some measures we called ’emerging measures’. These are measures we felt were important, but we didn’t really have specifics on how to capture them. I’ll walk through one of the more intriguing ones, and how we use this internally at Klever Insight.

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Guidelines and Guardrails — the better way to lead

In the intense, interrupt-driven world of customer-facing operations, very few organizations can consistently deliver outstanding customer experiences and provide a truly fulfilling work environment. Those that do have one thing in common — teams that know how to approach unexpected problems even during inevitable moments of chaos.

How do we get more people to be like the few that know what to do? As leaders we end up on one end of the spectrum — creating nice-sounding but vague statements like ‘whatever it takes’ (yes, I was guilty of this) to the other — creating soul-crushing rigid rules that inevitably don’t cover all situations.  To address the many gaps in between, we either send people to training (50 – 80% of which is forgotten within 24 hours) or parachute senior people in to avert disaster (the hero complex).

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