March 18, 2025 • 18 mins
Customer support leaders are often trapped in a cycle of "number narration" - reporting metrics without connecting them to organizational value. In this insightful episode addressing a listener's question about reporting as a new support leader, Jeannie dives into how to transform your customer support metrics into meaningful business impact stories.
The key isn't just tracking first response time, resolution rates, or customer satisfaction scores - it's understanding why these metrics matter and how they directly contribute to retention, revenue, and organizational success. When leadership doesn't see this connection, customer experience initiatives become vulnerable to cost-cutting measures despite their crucial role in protecting brand reputation and driving business growth.
Whether you're new to leading a support team or looking to more effectively communicate your department's value, this episode provides actionable guidance for building meaningful scorecards that balance performance tracking with strategic business alignment. Ready to stop being a number narrator and start showing real business impact? This episode will show you how.
Resources Mentioned:
CX Success Statement Workbook -- https://bit.ly/cx-success-workbook
Take the CXI Compass™ assessment -- http://cxicompass.com
Register for our webinar: What The C-Suite Needs to Know -- https://bit.ly/CXNeedToKnow
Experience Investigators Website -- https://experienceinvestigators.com
Want to ask a question? Visit askjeannie.vip to leave Jeannie a voicemail! (And don't forget to follow Jeannie on LinkedIn! www.linkedin.com/in/jeanniewalters/)
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
MC (00:00):
Experience Action.
Let's stop just talking aboutcustomer experience, employee
experience and the experience ofleaders.
Let's turn ideas into action.
Your host, Jeannie Walters, isan award-winning customer
experience expert, internationalkeynote speaker and founder of
Experience Investigators, astrategic consulting firm
(00:20):
helping companies increase salesand customer retention through
elevated customer experiences.
Ready set action One, two, threefour.
Jeannie Walters (00:31):
It's the Experience Action Podcast, where
we believe efforts in customerexperience are not a cost center
for your organization.
They are the business builder.
We have a great question fromone of our listeners.
Let's listen in.
Listener Question (00:47):
I am a new head of customer support, so
this is completely new for me tomanage a team.
I was alone at the beginning todo the customer support and the
company has grown and now Ihave a team of four people plus
me.
So my question is because I'mnot really good on doing
(01:08):
statistics, metrics using Excel,so what kind of tool do you
suggest to use to do thereporting?
What kind of data I should seeor put in my reports?
So I'm looking for any kind ofrecommendation to improve myself
(01:35):
in doing reports for my company.
Thank you.
Jeannie Walters (01:36):
Oh, reporting, reporting, reporting.
We all spend a lot of our timeas leaders reporting on what
we're doing, what we're tryingto do, what we hope to do and,
frankly, what we can't do.
So this is something to embrace.
And when I say embrace, what Imean is, as customer experience
(01:58):
leaders, as a customer supporthead, those types of roles we
need to make sure that everytime we are talking about what's
happening with our teams, withour results, that we are tying
that back to the largerorganizational goals, because
otherwise, what I see happen isthat sometimes customer
(02:20):
experience leaders become what Icall number narrators.
This is when we're reporting onnumbers, things like well, yeah
, our customer satisfaction ratewent up an eighth of a
percentage point, or we actuallywere able to reduce our time on
call.
There are different things thatmatter to different
(02:41):
organizations.
So, based on your role as a newcustomer support leader, I have
a couple of recommendations.
You also asked about tools.
That's a little trickier,frankly, so let's talk about the
why first, which is what Ialways recommend to leaders.
Start with why you're doingsomething, Understand the goal,
(03:05):
understand the steps you need totake, so that you can both show
what you're doing in a positiveway as well as how it's
connected to your overallorganizational goals.
Now, when I say positive way,remember sometimes we don't
always have positive results.
So the whole reason that wereport, that we collect data,
(03:29):
that we have numbers to watch,is so that we can gain valuable
insights that we can turn intoimprovements.
What can we learn when thingsdon't go well, when numbers are
going down?
That is a signal to us, that isan indicator.
So make sure that you aren'tshying away from this idea of
(03:50):
why data is important.
It absolutely is important.
So here we go.
If I were you, I would thinkabout a scorecard that matters
to the leaders of theorganization.
I would also think about whatdo you need to know as the
leader of your team so you mighthave a scorecard within your
(04:10):
team.
That is performance tracking.
So within most customer serviceor customer support
organizations, there are numbersthat we track, like first
response time how quickly arecustomers receiving an initial
response?
Sometimes it's called firstcall response.
There are different ways thatpeople track this, but
(04:33):
essentially, we don't want ourcustomers having to call back
again and again for the sameissue.
We don't want our customersbeing transferred from one agent
to the next, to the next andnot getting their problem
resolved.
The faster and more efficientlywe can resolve a customer issue
, then we're being efficient,we're getting more return on
(04:56):
that investment, we are savingour organization expenses and
that is linked to happiercustomers as well.
You might want to look ataverage handle time, but I want
to make sure we put a littleasterisk here.
If we get too obsessed with thetime that we are serving a
customer, sometimes that canbackfire pretty dramatically.
(05:18):
If you've ever been hung up onas a customer, if you've ever
had those experiences where youfeel rushed through the process,
where they don't reallyunderstand your question,
sometimes that's because thoseagents are being watched on time
and not quality.
So make sure that if you havethis as one of your metrics, you
understand why time isimportant.
(05:39):
How long should things take?
We need to make sure we havethose baselines so we're not
just arbitrarily telling peoplekeep your calls under three
minutes.
We don't know if that's good ornot, based on the different
issue.
So that's a tricky one.
Resolution rate how manycustomer support tickets are we
able to actually resolve in asingle interaction versus follow
(06:04):
ups and needs?
Of course there are the customerfeedback metrics.
In a lot of cases you mighthave transactional metrics like
customer satisfaction or netpromoter score for specifically
that interaction in support.
Again, we have to be carefulabout how we do this.
If we are doing it kind of justasking at the end, we might not
(06:29):
get exactly valuable data.
We have to make sure a certainpercentage of the people we're
serving are actually respondingto those questions.
We have to make sure that weare really embracing the spirit
of it as well as just thenumbers and giving customers a
chance to tell us what was greator what wasn't great.
The numbers alone don't tellthe whole story, so let's just
(06:54):
make sure we're understandingthe nuances of that too.
And then, of course, if you dohave a team of four and they're
all doing similar or the samejobs, you may have agent
productivity metrics.
You may have things like thenumber of tickets handled per
agent, the backlog trends,things like that.
(07:16):
So all of these I want to offerwith a little caution, because
any of these there are going tobe exceptions to the rule.
Sometimes you get a reallynuanced, complicated issue that
you have to really spend timewith the customer to resolve.
So if we're only focused ontime on call, for instance, then
(07:38):
we're going to punish thepeople who are really spending
high quality time with customers.
If we're only relying on thenumbers, the objective,
quantitative responses to netpromoter score questions or
customer satisfaction questions,then we're going to be missing
an opportunity to really getmore valuable information about
(08:02):
the why why did it not feelgreat, or why did we do a great
job.
That's what we want, because wewant to learn.
We want to make sure that if wehear again and again that one
agent is just providing anexceptional experience, we want
to start looking into okay, whatis it that they're doing that
(08:23):
we can start bringing throughoutthe customer journey?
We can train our other agents.
We can make sure we're hiring acertain way.
We can make sure that we aredelivering in a very consistent
way across the experience, basedon something that our customers
are telling us is workingreally well for them.
So that's your team.
That's really performancetracking.
(08:44):
Where I see most customerexperience leaders kind of fall
down, frankly, is when theydon't tie what they're doing
with customer support, withcustomer experience design, with
all of the things that we do,back to organizational goals and
outcomes.
So, being great with customers,getting those great responses
(09:07):
is not enough.
It's not enough Because after awhile people start thinking,
well, this is great, but what isthis really doing for our
organization?
I've seen so many decisionsthat will baffle people, but
really I've seen things like ourcustomer service is going well,
but couldn't they just do thaton chat?
(09:29):
Instead of spending all thismoney on agents, why don't we
just shut down the call center?
I've seen that happen becausethey don't understand how the
investment into high qualitycustomer experience, proactive
customer experience, highquality customer support, how
that investment has a return forthe organization.
(09:50):
It's not a nice to have, it isa must have.
Now, if you're listening, ifyou're watching this, you are
probably one of the people whoknows that.
But we have to constantlycommunicate that and socialize
that throughout the organization.
So a few ways to do this we likeusing a customer experience
(10:11):
strategy success statement.
This is where we really outlineokay, what are the efforts that
we're putting in and what arethe ways that we expect to get a
return on those efforts.
So we break this up intounderstanding the organizational
goals of your organization.
(10:31):
What are the leadership goalsand what are the ways that we
can influence that?
Where are the efforts put inaround the customer experience
to get those results?
So you can do this a couple ofdifferent ways.
You can focus on efficiency,because it's not just about
driving revenue up, it's aboutkeeping expenses down.
So service can be costly ifwe're not careful.
(10:55):
So are there ways that we canmake a case for efficiency?
So, for example, a successstatement might read like this
by reducing first response timeby X percent, we are planning to
improve customer satisfactionand increase retention by X
(11:15):
percent.
So you are showing theconnection between, you know
what, if we have a problem withretention and we start looking
at the data and we notice thatpeople who call back again and
again for issues they're notrenewing, they're not retaining,
then we can make a case thatthe better we get a first call
(11:36):
resolution, then we willactually be able to increase
retention.
If we increase retention, whatdoes that mean for the
organization?
Pull that thread as far as youcan to show that you are
actually putting dollars andcents on the bottom line for
your organization, and that canbe done by both lowering
(11:57):
expenses and increasing revenue.
If you get 1% more customerretention.
What does that mean for yourorganization?
In some large organizations,that can mean millions of
dollars.
So really start thinking aboutthis.
If you need to, a great way todo this is to partner with your
finance group.
(12:17):
Say, hey, I really need somehelp figuring this out.
Can you help me figure out whatis the value of a retained
customer overall?
They love this stuff becausethey want this to succeed as
well.
So if you can create thatpartnership, that can really
help you as well.
The customer-centric successstatement might be a 10%
(12:37):
increase in resolution rate hasled to a measurable lift in
customer trust and repeatbusiness.
One of the things that we needto talk about more in customer
experience is the way that weprotect the reputation of a
brand.
We want to make sure that weare protecting the reputation of
(12:58):
a brand, and so the best way wecan do that is by delivering
great customer experiences.
What is the risk of a badreputation?
Well, that's where you get poorword of mouth marketing.
That's where you get people whodon't even sign up.
You miss even acquiringcustomers because the reputation
is so bad that they don't wantto do it.
So whatever is most importantto your organizational leaders.
(13:20):
That's how you want to thinkabout these statements, and then
we might really focus onsomething more internal, the
operational impact.
That's where it comes, withsomething like with optimized
workflows, we've reducedescalations by x percent, or we
plan to reduce escalations by xpercent, freeing up resources
(13:41):
for proactive support.
So think about combiningscorecards that really both
track important things to yourleaders and share the real voice
of the customer.
In customer support, we havethe privilege of being on the
front line, interacting directlywith customers.
(14:01):
We get some great quotes, weget some videos, sometimes some
recordings.
I encourage you to share thatas part of your scorecard.
Now, we've done differentepisodes on this, different
things within our CXI membershipand scorecards are tricky
because a lot of them are justproduced right, we just have
(14:22):
them from software that we useor programs that we use.
A lot of those are not asmeaningful as they need to be to
tell your customer story and totell your story as a customer
experience leader.
So when it comes to tools, thebest thing to do is to first of
all find an efficient tool.
(14:42):
I see so many customerexperience leaders really
business leaders of all kindswho spend so much time building
slides for weekly meetings orreally trying to just get
reporting figured out.
(15:02):
We have a lot of toolsavailable to us now that can
customize this, that canautomate this, that can help us
really with that first draftvery, very quickly.
I encourage you to figure outwhat do you need on that
scorecard.
Think about that first and thenthink about what could help me
with this.
Well, you might have data thatyou can just grab from some of
the programs that you use.
If you have a CRM, a customerrelationship management system.
(15:24):
Pull from that.
You can pull from differentanalytics tools, data tools.
Once you have those things,that can help you figure out
what's the easiest way I canbuild this report in the most
meaningful way to share with myleadership.
So I encourage you to thinkabout what do you need, both for
(15:44):
your team those performancemetrics and those performance
insights and what do you need totell your story within your
organization.
What can you do to shareinsights, to show this is what
we're learning, this is whatwe're doing and these are the
results we're accomplishing.
So I'm sorry I don't have aspecific tool because all of
(16:05):
this is so nuanced andcustomized and I don't believe
there's one perfect tool outthere for every organization.
It really has to be based onwhere you are with your budget,
your resources, your needs, yourtime, everything else.
But there are a lot of greattools out there.
I would encourage you to checkthose out.
And I would encourage you tojust start simple.
If you've never done thisreporting before, start in
(16:30):
whatever tool is mostcomfortable to you and then grow
from there.
Start with the why, then figureout the what.
All right, I love this question.
I love that we're all thinkingthis way about how can we both
get the best out of our team andreally showcase what we're
doing with our leadership.
(16:51):
It is so, so important we haveto communicate and socialize on
an ongoing basis as customerexperience leaders.
So with that, I encourage allof you out there as customer
experience leaders if youhaven't already, check out our
CXI Compass tool.
That's a very simple assessmentto help you really understand
(17:12):
where to put your efforts, howto prioritize.
And, speaking of that, we havea webinar coming up.
So if you go toexperienceinvestigatorscom, you
can sign up for our webinarabout what the C-suite needs to
know about customer experience.
I hope this will benefit notjust customer experience leaders
, but also the leaders who needto understand how to get this
(17:36):
cross-functional,customer-centric approach to
really deliver business results.
So if you have other leadersthat you want to invite, I
encourage you to pass that on tothem as well.
Thank you so much for listeningand watching and being here.
If you are listening, don'tforget we have all of these
episodes on YouTube.
You can check that out at myYouTube channel.
(17:58):
Just look up, Jeannie Walters.
Thanks so much for being here.
Thank you for all the work youdo.
Keep fighting the good fight onbehalf of your customers and I
will see you next time.
Thanks everybody.
To learn more about ourstrategic approach to experience
, check out free resources atexperienceinvestigatorscom where
(18:20):
you can sign up for ournewsletter, our Year of CX
program and more, and pleasefollow me, Jeannie Walters, on
LinkedIn.
Experience Action.
Let's stop just talking aboutcustomer experience, employee
experience and the experience ofleaders.
Let's turn ideas into action.
Your host, Jeannie Walters, isan award-winning customer
experience expert, internationalkeynote speaker and founder of
Experience Investigators, astrategic consulting firm
(00:20):
helping companies increase salesand customer retention through
elevated customer experiences.
Ready set action One, two, threefour.
Jeannie Walters (00:31):
It's the Experience Action Podcast, where
we believe efforts in customerexperience are not a cost center
for your organization.
They are the business builder.
We have a great question fromone of our listeners.
Let's listen in.
Listener Question (00:47):
I am a new head of customer support, so
this is completely new for me tomanage a team.
I was alone at the beginning todo the customer support and the
company has grown and now Ihave a team of four people plus
me.
So my question is because I'mnot really good on doing
(01:08):
statistics, metrics using Excel,so what kind of tool do you
suggest to use to do thereporting?
What kind of data I should seeor put in my reports?
So I'm looking for any kind ofrecommendation to improve myself
(01:35):
in doing reports for my company.
Thank you.
Jeannie Walters (01:36):
Oh, reporting, reporting, reporting.
We all spend a lot of our timeas leaders reporting on what
we're doing, what we're tryingto do, what we hope to do and,
frankly, what we can't do.
So this is something to embrace.
And when I say embrace, what Imean is, as customer experience
(01:58):
leaders, as a customer supporthead, those types of roles we
need to make sure that everytime we are talking about what's
happening with our teams, withour results, that we are tying
that back to the largerorganizational goals, because
otherwise, what I see happen isthat sometimes customer
(02:20):
experience leaders become what Icall number narrators.
This is when we're reporting onnumbers, things like well, yeah
, our customer satisfaction ratewent up an eighth of a
percentage point, or we actuallywere able to reduce our time on
call.
There are different things thatmatter to different
(02:41):
organizations.
So, based on your role as a newcustomer support leader, I have
a couple of recommendations.
You also asked about tools.
That's a little trickier,frankly, so let's talk about the
why first, which is what Ialways recommend to leaders.
Start with why you're doingsomething, Understand the goal,
(03:05):
understand the steps you need totake, so that you can both show
what you're doing in a positiveway as well as how it's
connected to your overallorganizational goals.
Now, when I say positive way,remember sometimes we don't
always have positive results.
So the whole reason that wereport, that we collect data,
(03:29):
that we have numbers to watch,is so that we can gain valuable
insights that we can turn intoimprovements.
What can we learn when thingsdon't go well, when numbers are
going down?
That is a signal to us, that isan indicator.
So make sure that you aren'tshying away from this idea of
(03:50):
why data is important.
It absolutely is important.
So here we go.
If I were you, I would thinkabout a scorecard that matters
to the leaders of theorganization.
I would also think about whatdo you need to know as the
leader of your team so you mighthave a scorecard within your
(04:10):
team.
That is performance tracking.
So within most customer serviceor customer support
organizations, there are numbersthat we track, like first
response time how quickly arecustomers receiving an initial
response?
Sometimes it's called firstcall response.
There are different ways thatpeople track this, but
(04:33):
essentially, we don't want ourcustomers having to call back
again and again for the sameissue.
We don't want our customersbeing transferred from one agent
to the next, to the next andnot getting their problem
resolved.
The faster and more efficientlywe can resolve a customer issue
, then we're being efficient,we're getting more return on
(04:56):
that investment, we are savingour organization expenses and
that is linked to happiercustomers as well.
You might want to look ataverage handle time, but I want
to make sure we put a littleasterisk here.
If we get too obsessed with thetime that we are serving a
customer, sometimes that canbackfire pretty dramatically.
(05:18):
If you've ever been hung up onas a customer, if you've ever
had those experiences where youfeel rushed through the process,
where they don't reallyunderstand your question,
sometimes that's because thoseagents are being watched on time
and not quality.
So make sure that if you havethis as one of your metrics, you
understand why time isimportant.
(05:39):
How long should things take?
We need to make sure we havethose baselines so we're not
just arbitrarily telling peoplekeep your calls under three
minutes.
We don't know if that's good ornot, based on the different
issue.
So that's a tricky one.
Resolution rate how manycustomer support tickets are we
able to actually resolve in asingle interaction versus follow
(06:04):
ups and needs?
Of course there are the customerfeedback metrics.
In a lot of cases you mighthave transactional metrics like
customer satisfaction or netpromoter score for specifically
that interaction in support.
Again, we have to be carefulabout how we do this.
If we are doing it kind of justasking at the end, we might not
(06:29):
get exactly valuable data.
We have to make sure a certainpercentage of the people we're
serving are actually respondingto those questions.
We have to make sure that weare really embracing the spirit
of it as well as just thenumbers and giving customers a
chance to tell us what was greator what wasn't great.
The numbers alone don't tellthe whole story, so let's just
(06:54):
make sure we're understandingthe nuances of that too.
And then, of course, if you dohave a team of four and they're
all doing similar or the samejobs, you may have agent
productivity metrics.
You may have things like thenumber of tickets handled per
agent, the backlog trends,things like that.
(07:16):
So all of these I want to offerwith a little caution, because
any of these there are going tobe exceptions to the rule.
Sometimes you get a reallynuanced, complicated issue that
you have to really spend timewith the customer to resolve.
So if we're only focused ontime on call, for instance, then
(07:38):
we're going to punish thepeople who are really spending
high quality time with customers.
If we're only relying on thenumbers, the objective,
quantitative responses to netpromoter score questions or
customer satisfaction questions,then we're going to be missing
an opportunity to really getmore valuable information about
(08:02):
the why why did it not feelgreat, or why did we do a great
job.
That's what we want, because wewant to learn.
We want to make sure that if wehear again and again that one
agent is just providing anexceptional experience, we want
to start looking into okay, whatis it that they're doing that
(08:23):
we can start bringing throughoutthe customer journey?
We can train our other agents.
We can make sure we're hiring acertain way.
We can make sure that we aredelivering in a very consistent
way across the experience, basedon something that our customers
are telling us is workingreally well for them.
So that's your team.
That's really performancetracking.
(08:44):
Where I see most customerexperience leaders kind of fall
down, frankly, is when theydon't tie what they're doing
with customer support, withcustomer experience design, with
all of the things that we do,back to organizational goals and
outcomes.
So, being great with customers,getting those great responses
(09:07):
is not enough.
It's not enough Because after awhile people start thinking,
well, this is great, but what isthis really doing for our
organization?
I've seen so many decisionsthat will baffle people, but
really I've seen things like ourcustomer service is going well,
but couldn't they just do thaton chat?
(09:29):
Instead of spending all thismoney on agents, why don't we
just shut down the call center?
I've seen that happen becausethey don't understand how the
investment into high qualitycustomer experience, proactive
customer experience, highquality customer support, how
that investment has a return forthe organization.
(09:50):
It's not a nice to have, it isa must have.
Now, if you're listening, ifyou're watching this, you are
probably one of the people whoknows that.
But we have to constantlycommunicate that and socialize
that throughout the organization.
So a few ways to do this we likeusing a customer experience
(10:11):
strategy success statement.
This is where we really outlineokay, what are the efforts that
we're putting in and what arethe ways that we expect to get a
return on those efforts.
So we break this up intounderstanding the organizational
goals of your organization.
(10:31):
What are the leadership goalsand what are the ways that we
can influence that?
Where are the efforts put inaround the customer experience
to get those results?
So you can do this a couple ofdifferent ways.
You can focus on efficiency,because it's not just about
driving revenue up, it's aboutkeeping expenses down.
So service can be costly ifwe're not careful.
(10:55):
So are there ways that we canmake a case for efficiency?
So, for example, a successstatement might read like this
by reducing first response timeby X percent, we are planning to
improve customer satisfactionand increase retention by X
(11:15):
percent.
So you are showing theconnection between, you know
what, if we have a problem withretention and we start looking
at the data and we notice thatpeople who call back again and
again for issues they're notrenewing, they're not retaining,
then we can make a case thatthe better we get a first call
(11:36):
resolution, then we willactually be able to increase
retention.
If we increase retention, whatdoes that mean for the
organization?
Pull that thread as far as youcan to show that you are
actually putting dollars andcents on the bottom line for
your organization, and that canbe done by both lowering
(11:57):
expenses and increasing revenue.
If you get 1% more customerretention.
What does that mean for yourorganization?
In some large organizations,that can mean millions of
dollars.
So really start thinking aboutthis.
If you need to, a great way todo this is to partner with your
finance group.
(12:17):
Say, hey, I really need somehelp figuring this out.
Can you help me figure out whatis the value of a retained
customer overall?
They love this stuff becausethey want this to succeed as
well.
So if you can create thatpartnership, that can really
help you as well.
The customer-centric successstatement might be a 10%
(12:37):
increase in resolution rate hasled to a measurable lift in
customer trust and repeatbusiness.
One of the things that we needto talk about more in customer
experience is the way that weprotect the reputation of a
brand.
We want to make sure that weare protecting the reputation of
(12:58):
a brand, and so the best way wecan do that is by delivering
great customer experiences.
What is the risk of a badreputation?
Well, that's where you get poorword of mouth marketing.
That's where you get people whodon't even sign up.
You miss even acquiringcustomers because the reputation
is so bad that they don't wantto do it.
So whatever is most importantto your organizational leaders.
(13:20):
That's how you want to thinkabout these statements, and then
we might really focus onsomething more internal, the
operational impact.
That's where it comes, withsomething like with optimized
workflows, we've reducedescalations by x percent, or we
plan to reduce escalations by xpercent, freeing up resources
(13:41):
for proactive support.
So think about combiningscorecards that really both
track important things to yourleaders and share the real voice
of the customer.
In customer support, we havethe privilege of being on the
front line, interacting directlywith customers.
(14:01):
We get some great quotes, weget some videos, sometimes some
recordings.
I encourage you to share thatas part of your scorecard.
Now, we've done differentepisodes on this, different
things within our CXI membershipand scorecards are tricky
because a lot of them are justproduced right, we just have
(14:22):
them from software that we useor programs that we use.
A lot of those are not asmeaningful as they need to be to
tell your customer story and totell your story as a customer
experience leader.
So when it comes to tools, thebest thing to do is to first of
all find an efficient tool.
(14:42):
I see so many customerexperience leaders really
business leaders of all kindswho spend so much time building
slides for weekly meetings orreally trying to just get
reporting figured out.
(15:02):
We have a lot of toolsavailable to us now that can
customize this, that canautomate this, that can help us
really with that first draftvery, very quickly.
I encourage you to figure outwhat do you need on that
scorecard.
Think about that first and thenthink about what could help me
with this.
Well, you might have data thatyou can just grab from some of
the programs that you use.
If you have a CRM, a customerrelationship management system.
(15:24):
Pull from that.
You can pull from differentanalytics tools, data tools.
Once you have those things,that can help you figure out
what's the easiest way I canbuild this report in the most
meaningful way to share with myleadership.
So I encourage you to thinkabout what do you need, both for
(15:44):
your team those performancemetrics and those performance
insights and what do you need totell your story within your
organization.
What can you do to shareinsights, to show this is what
we're learning, this is whatwe're doing and these are the
results we're accomplishing.
So I'm sorry I don't have aspecific tool because all of
(16:05):
this is so nuanced andcustomized and I don't believe
there's one perfect tool outthere for every organization.
It really has to be based onwhere you are with your budget,
your resources, your needs, yourtime, everything else.
But there are a lot of greattools out there.
I would encourage you to checkthose out.
And I would encourage you tojust start simple.
If you've never done thisreporting before, start in
(16:30):
whatever tool is mostcomfortable to you and then grow
from there.
Start with the why, then figureout the what.
All right, I love this question.
I love that we're all thinkingthis way about how can we both
get the best out of our team andreally showcase what we're
doing with our leadership.
(16:51):
It is so, so important we haveto communicate and socialize on
an ongoing basis as customerexperience leaders.
So with that, I encourage allof you out there as customer
experience leaders if youhaven't already, check out our
CXI Compass tool.
That's a very simple assessmentto help you really understand
(17:12):
where to put your efforts, howto prioritize.
And, speaking of that, we havea webinar coming up.
So if you go toexperienceinvestigatorscom, you
can sign up for our webinarabout what the C-suite needs to
know about customer experience.
I hope this will benefit notjust customer experience leaders
, but also the leaders who needto understand how to get this
(17:36):
cross-functional,customer-centric approach to
really deliver business results.
So if you have other leadersthat you want to invite, I
encourage you to pass that on tothem as well.
Thank you so much for listeningand watching and being here.
If you are listening, don'tforget we have all of these
episodes on YouTube.
You can check that out at myYouTube channel.
(17:58):
Just look up, Jeannie Walters.
Thanks so much for being here.
Thank you for all the work youdo.
Keep fighting the good fight onbehalf of your customers and I
will see you next time.
Thanks everybody.
To learn more about ourstrategic approach to experience
, check out free resources atexperienceinvestigatorscom where
(18:20):
you can sign up for ournewsletter, our Year of CX
program and more, and pleasefollow me, Jeannie Walters, on
LinkedIn.
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