Responsibility Mindsets to Manage the Customer Experience

In the four areas of customer experience management we need to break down the responsibility mindsets. Particularly for lager organisations, this ensures that the right people are allocated to certain areas of the framework. For smaller organisations that do not have a number of people, or even a dedicated person for that matter working on customer experience, the responsibility mindsets are here to make sure there is a balanced approach to working the customer experience framework. Balanced means that all are equal, with nothing more important than the other. This is often a danger when it comes to customer experience management because some areas are given priority over others and over time parts of the framework become non-existent. The following four areas are categorised by the established set of attitudes needed to perform certain tasks as well as the type of responsibility that is typically required.

1. Functional: To correct

Functional means to be practical and useful. The first pillar of the customer experience framework needs to be just that. Dealing with organisational attitudes through the employee experience requires the ability to be functional, with the view that the customer experience continually needs to be corrected. This can occur at times when the organisation hasn’t collectively hit the mark with customers, or even when certain individuals let the organisation down. Therefore, this is all about having an eye for team performance so corrections can be made when required. The ability to respond effectively is also essential as a conduit between the customer and the team ensures that the customer experience is cascaded to front and back of house employees.

2. Operational: To execute

The operational mindset is suited to the behavioural element of service when customers are being interacted with. This seems very self-explanatory at first; however, as customers are served and give the organisation opportunities for improvement, there is a huge responsibility to be able to start and carry out a plan in order to achieve the aims of the customer. Whilst not more important, this level of thinking is higher than the functional mindset as there needs to be an element of motivation, autonomy and direction to be able to serve customers effectively. The display of customer service behaviours needs to be noticeable and contagious by other members of the team, which is why the responsibility usually lies with the operational departments for this to occur.

3. Emotional: To analyse

A functional and operational mindset moves too quickly to stop to understand customers in a deeper way. Getting a customer to take away a positive memory requires the ability to move away from the rational and logical sides of service to a more emotional side of service. Most people think that in order to form a connection with a customer on an emotional level that being analytical would not be appropriate. However, like emotional intelligence, to truly understand a customer, their journey, needs, wants and stereotypes you need to be analytical. This is required in order to think outside the box for ways to make a memory and, when pushing towards the customer, to obtain data in order to make organisational improvements.

4. Constructive: To grow

Looking at the user experience for ways to increase value for your customers with calculated planning, to offer a total brand experience, requires the constructive mindset. Without this, the customer experience would be all talk with little or no improvements. As the customer experience is improved, so too is the overall organisation which creates growth. The more growth means there is more to reinvest in the customer experience which starts a healthy cycle of continuous improvement. This means the organisation will be forward thinking, resilient to change and innovative in ways to look for growth by adding value to the overall customer experience. This final mindset would not work without the support of the previous three to work together for the overall customer experience. When organisations just think about growth and lose sight of the basic elements of the customer experience, their efforts would undoubtedly be successful.

Chris Smoje is a customer service speaker, trainer, facilitator and founder of the DIME™ Customer Service approach. Chris works with organisations and their people to develop a common interest and excitement about delivering exceptional customer service results:  www.dimecustomerservice.com

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