Updating CX Foundations

Episode Transcript
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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 attention through
elevated customer experiences.
Ready Set, Action.

Jeannie Walters (00:32):
Hey Everyone! It's Experience Action.
I'm Jeannie Walters and we haveanother fantastic question.

Listener Question (00:39):
Hi, Jeannie, this is Dean and I have a
question for you.
But first off, thank you forall of the things that you've
taught us and my team aroundcustomer experience, and it's
really been helpful for usrethinking how we approach our
customer.
But I do have a question thatwe've been wrestling with, and
that is we have our customerexperience mission statement,

(00:59):
our success statement and ourcharter.
It's been in place for a while,but is there a frequency that
we should be revisiting those orupdating those or coming back
to "Are they the right things?
Is it a regular exercise weshould do, or maybe there are
some signs or clues that weshould be watching for that

(01:20):
means we maybe need to revisitthose.
So love your stuff.
Thank you so much again andwould love your take on
revisiting these things.
Thanks again.

Thank you so much, Dean.
That is really nice to hearthat you already have your
mission statement, your successstatement and your team charter.
That is fantastic.
What I love to hear is thatyou're using it, and so one of
the questions that I getsometimes is okay, we spend all
this time actually developingthese tools and then what do we

(01:53):
do?
What do we do with them?
How do we make sure thatthey're really building that
momentum we want and helping ourbusiness move forward?
So I have a couple ideas foryou.

MC (02:02):
That's going to change your life.

So, first of all, make sure you are using
these on a regular basis,because the more you use them,
the more relevant they'll becomein your organization and the
more obvious it will be when youdo need to make updates or you
do need to revisit these ideas.
So, for example, your customerexperience mission statement, I

(02:24):
hope you're using that when youare evaluating performance, when
you are bringing people onboard, when you are starting a
staff meeting, all of those waysthat it can be front and center
for your organization, becausewhat will happen is people will
start using that as shorthandand you'll start really seeing
that kind of integrate andinternalize throughout your

(02:46):
organization.
Your success statement is moretime-bound.
So I always like to say, withthe success statement, make sure
that you're aligning that withyour organizational cadence.
So if you have a goal settingannually, or if you have a big
three-year goal that everybody'sgoing for, you want to make
sure that your success statementtiming is aligned with that.

(03:08):
So if you achieve a goal, ifyou actually get to those
outcomes with your successstatement, then that's a great
time to really look at it andsay, hey, maybe we need to come
up with a bigger, better goal.
Right?
We need to go bigger.
So when you actually align yourcustomer experience success

(03:29):
statement with yourorganizational goals, that's
where you start seeing the realoutcomes that your leaders are
looking for.
So pay attention to when theyare revisiting things, when they
are deciding on their futureoutcomes.
That's when you really want tomake sure that your success
statement aligns with that.

(03:50):
But if you aren't already, Ialso encourage you to make sure
you're using your successstatement on a regular basis,
and this is where you're havingyour one-on-ones with your team.
What are they working on thataligns to those bigger goals?
What are you reporting out toyour leadership or to other
teams about your success?
That all has to align and again, it will become a little more

(04:13):
obvious when things aremisaligned the more that you use
it.
And then the charter.
So the charter is really aboutmaking sure that you have your
goals, your roles andresponsibilities and kind of how
you all work togetherdocumented, and so if you find
that the team is shifting ormaybe the goals are changing or

(04:35):
maybe there's a reorganizationof the whole structure of your
business, then that's a goodtime to really look at your CX
charter and decide if it stillapplies or if you need to make
some changes.
Change is good.
All of this comes down toreally understanding what is the
why here.
Why are we actually using thesetools?

(04:56):
Why do we create these tools inthe first place and make sure
that we are connecting with thatagain and again and again?
Because the more that we can dothat, the more that that will
shift your behavior and makesure that you are holding people
accountable for the rightefforts that will drive the
business forward throughcustomer experience leadership.

(05:19):
So, as you approach all ofthese tools, remember that
customer experience managementis really a mosaic, right.
We can't ever just go in astraight line, unfortunately.

MC (05:30):
It's going to be a maze.

We have to keep in mind that it's all about
these different pieces.
We identify these asintentional success.
That's defining things.
That's what these tools arethere for.
And then you also want to makesure that you have that
commitment to culture, so makingsure that what you're doing
inside the organization isreflecting outside to your
customers.
Make sure those are aligned.

(05:53):
And then we want to, of course,include our customers.
Customer collaboration.
Are there ways with these tools, for example, with your charter
?
Look over your charter and makesure that if your customers saw
that, they would understandwhat that is.
They would see the efforts thatare going in and see how it
impacts them.

(06:14):
Customer collaboration is wherewe get into voice of the
customer and collecting customerfeedback and all the things
that are so important to keepingour finger on the pulse of what
customers really want.
And then the last piece isabout using all of that
information that we've collected, making sure that we are
leaning into those goals forreally experiential innovation.

(06:36):
Make sure that you are lookingahead.
How are you using thisinformation to innovate around
customer experience, to stayahead of your competitors and
deliver more for your customers,not just today but into the
future?
So congratulations, Dean, onreally making sure that you have
all of these tools, that you'vedone all of this work.

(06:56):
That's tremendous and I supportyou and salute you.
So, and thank you for your nicefeedback and really just thanks
for asking this question.
I think we always have so muchto learn about customer
experience and by each of usreaching out and asking
questions and sharing what weknow, that creates a better
world, and that's what we're allabout.
So thank you again for thegreat question.

(07:18):
I can't wait to hear what youask me next week and for
everybody listening.
Thank you for all you do, notjust for your customers, but for
your organization as well.
All right, see you next week.
Take care.
To learn more about ourstrategic approach to experience
.
Check out free resources atexperienceinvestigators.

(07:38):
com, where you can sign up forour newsletter, our Year of CX
program and more, and pleasefollow me, Jeannie Walters, on
LinkedIn.

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