This means not treating the CX program as something that operates in isolation but explaining how the organization and everyone in it are contributing to the customer experience. Nina Jones emphasizes that CX leaders have access to an incredibly powerful message – they just need to ensure that they articulate it properly. And part of this is ensuring that you provide the right context. Of course, communication is vital for CX leaders in their day-to-day work – as the head of the organization’s customer experience program you’ll not only need to galvanize and engage your own team but also inspire the entire organization to commit to a culture of customer-centricity.īut there’s no escaping the fact that communication skills are absolutely crucial to persuading any CX skeptics in the boardroom that your program is worth not only supporting but championing. Communication skillsĮxcellent communication skills are regarded as a key skill amongst many of the CX managers we spoke with. “The customer experience team’s role is to put the customer/business problem on the table and help data teams come to conclusions to test out hypotheses.” 2. “I personally could not work my way around the detailed spreadsheet formulas if my life depended on it, but I always know the people who can in the organization and I know the problem I am looking to solve,” she says. Nina Jones, head of the advisor experience at Fidelity International, recommends that if you’re not particularly data-minded yourself, you should ally yourself with those within the organization that can provide that specialist support, while you develop those talents. Learn more also from Stacy Sherman about CX measurement. Read his piece: 10 customer experience KPIs that provide better insight than NPS. Read his piece: The top CX measurement techniques – as ranked by CX leaders.Įlsewhere, Jim Tincher has provided a very useful list of CX metrics that deliver valuable insight. To provide some steer, ContactBabel’s Steve Morrell surveyed customer experience leaders to find out what methods and metrics are most commonly being measured. But it is made more difficult by the fact that there are so many metrics for them to consider. Having the ability to define key success metrics and set performance goals, and then continually monitor KPIs, is crucial for customer experience managers. “You’re more likely to gain executive support when including facts and figures to support your request for resources (time, money, human resources).” “Data savviness is essential,” emphasizes Stacy Sherman, Director of the customer experience & employee engagement at Schindler Elevator Corporation and founder of DoingCXRight®. And nowhere is this more important than when it comes to selling your business case. “If you don’t know the metrics or detail that is likely to turn heads and win support then your business case is liable to fail,” warns Iain O’Connor, senior manager for customer experience and insight at Aegon UK.Ĭollecting data, interpreting data, presenting data, and driving action from that data are all core skills required of today’s customer experience leaders. What skills do CX managers deem to be of most importance? So with that in mind, we asked a group of CX leaders for their advice about the kinds of skills that customer experience professionals should focus on developing to support them in their efforts to keep their CX programs supported, valued, and funded. It is apparent that being able to build and sell a customer experience business case needs to be one of the core competencies for a CX leader. The following article was originally posted on M圜ustomer by Neil Davey. I encourage you to get educated and build your CX skills as offered online at various universities. What skills are needed to succeed in Customer Experience (CX)? A panel of professionals, including me, share our views about what is most valuable so that you can elevate your knowledge, gain Executive buy-in and hire the right people.
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