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?
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.
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).
Wow. It has been almost 30 years since I began a career dedicated to taking care of customers, and with the upcoming launch of Klever Insight Beta, I feel proud that everyone who takes care of customers can benefit from the next digital leap forward: with Klever Insight. The world’s first digital advisor for Customer Success and Support teams connects strategy to execution, so everyone always takes the smartest next step.
Strategy must be guided from the top, while the changes required are done by front-line managers. Klever Insight helps with both, plus places at your fingers the experience of an entire industry–because we’ve applied open-source principles to running operations. We’ve seeded the platform with customer success and support expertise and templates, and everyone who uses it helps to improve it–paying it forward by improving results for the next group of people that uses it.
Recommends the smartest strategic focus for your department or group, based on the success of other organizations and your ability to execute.
Guides managers to execute by doing just one small thing every day.
Quite often people ask me why on earth I decided to move from my (allegedly) lucrative consulting practice to become a tech start-up co-founder and CEO, with all the hard work, heartache and risk that it entails. Well, because I experienced for myself and saw the pain my clients went through without the time, data and directions to actually do the right strategic work that would make a difference. Not to mention the constant struggle to properly implement it and sustain success (always a challenge), but also to prove it generated the right results.
Nowhere was this more evident than in the annual planning process, currently underway at many organizations. My last post walked through my flawed past approach to annual planning, and in this post I’ll share my learnings and abject failures, all leading to Klever Insight’s birth.