Are we becoming the CX police?

Are we becoming the CX police?  I share some thoughts in this short article.

“But where is the Customer in all this?”

That’s the question I was sent by a CX expert who had viewed my course outline for a Contact Center management workshop.

This workshop, developed in partnership with a global client for their entire management team, spans four days and covers nine modules.

I took the question posed, “But where is the Customer in all this?” seriously.

So here’s what I did.

I went through each module and wrote down exactly where the Customer ‘was’.  And unsurprisingly the Customer was at the heart of every module.

Three examples of ‘where the Customer was’

Let me share three examples of ‘where the Customer was’ from the nine modules.

1. Service Level & Response Time:  Selecting it and managing it well are specific to how we deliver the Customer wait time experience.  It also lies at the heart of our Employee experience as well with regard to the pace & predictablity of work.  And it is positively correlated with Quality.

2. Metrics & Interrelationships:  In interrelated ecosystems like a Contact Center it is vital to build out relevant cause and effect diagrams to understand and diagnose what is going on with outcomes.  Including short, mid-term and long-term outcomes for Customers and Employees.

3. Monitoring & Coaching:  The greatest gift a Manager can give their people is to grow them.  Coaching helps us develop their confidence & skills to have great conversations with Customers.  And over time coaching builds trust in our relationships.  How could this not be at the heart of what the Customer experiences?

Admittedly no single module in my course outline had the word ‘Customer’ in it

But that didn’t mean that the Customer wasn’t there. The Customer was everywhere – along with Employees and the Organization.

But somehow I felt like I had been pulled over by the CX police.

Another expert suggested, “Just teach people journey mapping. Once they know the Customer journey, they will know how to deliver a great Customer experience.”

Really?   Journey mapping is valuable, but it’s not a panacea for everything.

Collaboration Monsters

Recently I saw an article from a CX expert that I really enjoyed (and that slipped through my feed and I am still looking for it!).

In that article the author wrote – we CX people can be Collaboration Monsters.

Collaboration Monsters.  Isn’t that just a superb term?

A Collaboration Monster reaches out to understand the work, motivations and objectives of others in the organization. To see if and how our CX know-how could potentially be of help to them.

Support and ideas that help them. With their metrics, their challenges and their desire to do better at work.

I admit that the term CX Police could be divisive.  Or feel harsh.  That’s not my intention at all.

Take a moment and consider two ends of a ruler or scale.

At one endpoint we have the CX Police. Calling us out for not being Customer-centric enough. Pulling us over to tell us what we’re doing wrong or what we should be doing better.   

I mean would a CX person go into Finance, scan the financial statements and then say, “Where is the Customer in all this?”   Yikes.

On the opposite endpoint we have the Collaboration Monster.  Channeling their enthusiasm for CX into constructive collaboration with others. Asking smart questions, appreciating the context, using their know-how to help.

I know for myself which one I’d rather work with.

Thank you for reading!

Thank you for taking the time to read this article.

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Daniel Ord

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