As much as we’d like comments alone to compel operational change, it isn’t going to happen.
Operations won’t be inclined to change a process that involves 2,200 employees because of a list of quotes. That information is not actionable or operational enough to gain attention or drive accountability. You need to offer people a way to account for the issues in a reliable and automated manner. And executives need to understand how widespread issues are in the organization.
Here’s how to build a listening system for your company:
2. Collapse All Incoming Customer Complaints and Comments into a Monthly Trending Report
3. Identify and Prioritize the “Cracks in the Foundation” that Emerge
People could make the connection that the foundation of our offering to customers was being constantly compromised because of these lapses in how we executed the different functions of our business. Once that was understood, we determined how many of the “cracks” we could fix each quarter or year. Then the operating vice presidents responsible for improving these issues were made accountable for erasing them from the issues being reported by customers.
You can’t leapfrog over fixing these issues. Resolving these day-to-day bugs in the system are critical to creating customer experience reliability.
Once you build the organizational muscle for fixing the existing problems that inhibit reliability, you can take on the more glorious work of defining a better future for your customers. This will be a large-scale undertaking that will involve all parts of your organization. It will stretch and challenge your ability to foster and repeatedly push people toward cross-functional working relationships. This is where those new skill sets of process change will especially need to be developed and honed. If you are serious about this, you will need talent to facilitate this work across your organization.
- Critical Sales Issues That You Can’t Afford To Ignore
- In Selling, Integrity Pays