Knowing what it means to be a customer or end-user of your own enterprise changes everything. When leaders sit where customers sit, do what customers do, and experience what customers experience, they finally begin to understand what their organization does, how much impact it has, and why the team matters.
In a past life, I used to measure customer service/experience. The best predictor for overall customer satisfaction was the frequency of communications during the service event. It was a better predictor than speed, quality, and cost (of course those things are very important too). I was pleased when I saw the Admired Leadership behavior - Frequency, not quality, deepens relationships most on the platform.
A great example...I bought an iPad Pro in February 2020. I ordered a matte screen protector from Paperlike. Due to Covid-19, all imports from Europe to the U.S. were stopped. There wasn't anything the company could it, the problem was out of their hands. However, the owner of Paperlike sent weekly emails keeping me up to date, even when there wasn't any really change in the circumstances causing the delay. He'd talk his company, what they were doing to stay safe and open during the pandemic. He'd share his experience with the shipping companies, country import/export laws, and the like. It took 5 to 6 months to get the screen protector that I ordered. Was I disappointed? Not the slightest. Through the owner's emails - I felt like I got to know him and his company and I'm a fan of Paperlike and will order from them again and again.
Live face-to-face or phone communications were preferred over system generated emails or service cards. Especially if there was a break in service or a delay from the promised delivery/service window. Frequent interactions, even if it was - "Hey, still don't have the part, but wanted to let you know we haven't forgotten about you." worked really well.
In a past life, I used to measure customer service/experience. The best predictor for overall customer satisfaction was the frequency of communications during the service event. It was a better predictor than speed, quality, and cost (of course those things are very important too). I was pleased when I saw the Admired Leadership behavior - Frequency, not quality, deepens relationships most on the platform.
Did it seem to matter if the frequency was all from one channel or not, David?
Was there any increased effectiveness by intentionally varying the channel communication came from?
A great example...I bought an iPad Pro in February 2020. I ordered a matte screen protector from Paperlike. Due to Covid-19, all imports from Europe to the U.S. were stopped. There wasn't anything the company could it, the problem was out of their hands. However, the owner of Paperlike sent weekly emails keeping me up to date, even when there wasn't any really change in the circumstances causing the delay. He'd talk his company, what they were doing to stay safe and open during the pandemic. He'd share his experience with the shipping companies, country import/export laws, and the like. It took 5 to 6 months to get the screen protector that I ordered. Was I disappointed? Not the slightest. Through the owner's emails - I felt like I got to know him and his company and I'm a fan of Paperlike and will order from them again and again.
Live face-to-face or phone communications were preferred over system generated emails or service cards. Especially if there was a break in service or a delay from the promised delivery/service window. Frequent interactions, even if it was - "Hey, still don't have the part, but wanted to let you know we haven't forgotten about you." worked really well.