In the US, a sophomore is someone who in their second year in 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.
Given that two of the Klever Insight co-founders started our careers in higher education, it is no wonder we were reminded of the term ‘sophomore slump’ when we reviewed the results of thousands of respondents of the Klever Insight survey.
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.
Yes that’s an attention-getting line, famously coined by boxer Mike Tyson. But it really is something to think about, especially since it’s that time of the year for most of us – when we are neck deep in planning. A time when hope still springs eternal – *this* is surely the year when we will duck those right hooks and our fancy footwork will guide us to success. Or, when some of what we plan for gets completed rather than smashed by a flurry of incoming urgent issues.
If you are anything like me, here’s how you would approach this task :
This is the final post in 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 10% of their time on things that make a difference — the “Acceleration category”.
You know how crazy this sounds. We barely have enough time to deal with our day-to- day (and overnight) emergencies as it is.
This is part five 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 knowledge management – the “Knowledge/Collaboration category”.
For those of you keeping score at the office, this is the *same* percentage focused on customers and employees. Yes, it is that important. Your employees know this.
Klever’s State of Knowledge Sharing 2016 survey asked the following question: “If people in your workplace were sharing knowledge as well as they possibly could, it would improve productivity by:”
Nearly 50% of respondents believe that their organization could be at least 30% more productive if they shared knowledge better. Think about that the next time you think knowledge management is too fuzzy a concept to address.
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.