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.
(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?
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 …
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.
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.
For a while now, forward-thinking customer support and call center managers have realized that the traditional ‘tiered’ support model (Level 1 staff escalating to Level 2 escalating to Level 3 staff) is outdated and inefficient.
We work with leaders in service and support organizations who believe that support is more than just taking care of a customer after they have a problem. We believe every company can learn how to listen to their customers, employees and their business and apply what they learn. We also believe that champions of these …
In the US, a sophomore is someone who is in their second year of college, with two more years before they (hopefully) graduate. The term ‘sophomore slump’ refers to the significant drop in morale many sophomores feel after the initial excitement of college (and the elaborate on-boarding process) is replaced by the reality of harder courses.
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).
For a few years now, leaders at customer support organizations have talked about moving customers from a ‘transaction-based’ service and support model to a ‘relationship-based’ one. This involves changing customers’ perceptions, from contacting you only when there are break-fix or how do I questions, to one that understands their business, including the technical and business context of their queries.
With this new approach, you don’t just wait for customers to contact you and then react. Your teams embed knowledge sharing into their practices to reduce or eliminate the ‘known’ issues that customers call about, leaving time for ‘new’ issues or queries that need a personal touch to resolve. You help your customers’ business become more successful by improving the way they use your products and services. This evolution in turn is an important first step in moving from
an expert for hire to a trusted advisor.
After early successes in this journey, many organizations run into a seemingly impenetrable wall. Your senior team ‘gets it,’ but this understanding does not seem to trickle down to most mid-level managers and frontline teams. You are able to get people to share knowledge to tackle the proverbial low hanging fruit (answers to simple issues or frequently repeated questions), but you can’t seem to convince other groups to share knowledge around complex and rarely-repeated processes.
Do they just not get it? What exactly is going on?