The power of synchronicity: a CX journey in Sydney's Harbor City

In the tapestry of my career, there lies a thread of synchronicity-mysterious, yet undeniably powerful. Imagine this scene from just fourteen days ago: my office for the day on the 17th floor in North Sydney with a view of the harbor and the Parramatta River.

The journey to this incredible moment began over six months ago, with the decision to visit the Professional Speakers Australia - PSA convention in Perth. The question came: How could I transform this trip into a combination of connection and impact within customer experience? My network, a peer group of CX professionals and clients, lead to three engagements across Sydney and Perth.

Then, as an opportunity materialized from the ether-a request for the CX Game in Sydney landed in my mailbox. An international corporation was in search of an innovative way to engage their team around customer centricity at their Annual Kickoff in March. The stars had aligned, placing me in Australia precisely when needed.

My conviction that the universe provides when we walk the right path has been a guiding light. In my book, "CX is a Pilgrimage: 50 Strategies to Spice Up Your Leadership," I delve into this belief in a chapter titled "Trust the Universe.

And so, the universe delivered. With my client, we explored the possibilities, sealed the deal, and I journeyed to Sydney, bringing with me the CXGame boards, bells and train-the-trainer manuals. The result of this adventure was the privilege of a day program to empower five new trainers to champion the The Customer Experience Game®.

And here I stand, on that 17th floor with this Sydney harbor view, through a series of synchronicities that only the universe could orchestrate. As I reflect on this journey, I am reminded of the power of staying true to our path and the incredible impact we have, when we do.

The CX Game is more than just 'a game'; it's a serious game, a perfect and tested tool, that helps organizations become customer centric. That engages all employees and gets them to reflect and act.

This experience has reaffirmed my belief in the magic of synchronicity and the importance of trusting the universe. But more importantly, it has shown me the incredible power of our community-how, together, we can push boundaries, innovate, and elevate CX to new heights.

I cannot yet reveal the name of the company that embarked on this CX Game journey , but I am confident in their success and the lasting impact of today's event. I thank Babs Asselbergs - CCXP for helping me on this engagement and to everyone who has been a part of this adventure, thank you for your trust, your enthusiasm, and your commitment to excellence.

Let's continue to trust in the path we're on, embrace the synchronicities that guide us, and together, create experiences that not only meet expectations but exceed them. Who knows what the universe has in store for us next?

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Why most Customer Experience stories suck

Most Customer Experience Stories, well um ... make me want to walk AWAY.

Yes, that is the truth and I need to say it this harsh. Because at the start of a new year - okay it is almost March, but still - you have the opportunity to realize that your CX story might suck too and that you have a chance to change it. Too many CX leaders think that they have a solid story, and most of them are wrong. So, let's see if you are part of that group, or... Hopefully not.

Five issues

The five issues I mostly see - and I have mentored so many CX leaders on their CX Stories, that I know my trade - is that CX stories are:

  • Too functional and boring - there is no emotion anywhere in the presentation, maybe it is even too corporate.
  • Too general - it could be any organization's CX Story or is not memorable.
  • Lacking you as a leader - there is no way people can connect with you as the presenter.
  • Too analytical - you talk about trends and larger numbers, but the true customer is absent.
  • An open door - everybody in the audience agrees, but has either no clue what to do next, or is not engaged in a call to action.

How to create a good CX Story

First. What is a CX Story? It is a term that I use when it comes to your transformational customer change story. A good CX story contains at least these four elements:

  1. Personal story (what engages the audience with you as a leader?).
  2. Sense of urgency (where are we now, what is our BHAG or goal and why should we change?).
  3. CX Strategy (what is the path you envision for change, what is your change plan?).
  4. Call to action (what is it that you want your audience to DO?).

A great CX Story is a story that you can share in ten minutes, half an hour or even elaborate in a deep dive of an hour. But that ten minute one is your foundation. Your team can use it, and you will repeat it time and time again. In the end, it becomes the CX Mantra that everybody will know and understand.

Game changer

A good CX Story IS a game changer. Being able to share an incredible CX Story, will make you the King (or Queen) of CX Transformation. Trust me.

Do you want to spice up your CX Story - including your CX Strategy? It is something that you can do yourself, with a little of my help (and a big save on money for consultants). For Dutch CX leaders: in April a new CX Leadership Masterminds starts, where you and a select group of other CX leaders build and deliver your own CX Story and shape it to perfection. Please let me know in a response to this blog(or in the CX Greetz that it comes with) what mistake of the five you recognize. And maybe I can give you some personal tips what to do next!

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Six blind spots in CX leadership communication - and how to address them

In the dynamic of Customer Experience (CX) leadership, communication is essential for engagement, persuasion, and education. However, even the most seasoned CX leaders can fall prey to certain communication pitfalls. With the result that they don't get their message across, colleagues don't understand them and more important, people don't get into action. Identifying and addressing these 'six blind spots' can transform how leaders communicate, connect, and influence their teams and customers.

Blind spot 1: being too complete

The Overload Trap: CX leaders often feel compelled to provide every detail in their presentations, believing that more information equates to better understanding. However, this completeness can lead to information overload, losing the audience's interest and diluting the core message.

The Fix

Focus on simplicity and clarity. Distill the story to its most essential elements to keep your audience engaged and the message impactful.

Blind spot 2: being too boring

The Engagement Gap: A common misstep is sticking to a dry, fact-based narrative and not much engagement. This approach can make your presentation, strategy and stories unrelatable and forgettable.

The Fix

Incorporate elements that have unexpectedness. That spark emotions - humor, surprise, or personal anecdotes. Engage your audience with a narrative that resonates and makes them remember.

Blind spot 3: being too conceptual

The Abstract Challenge: CX leaders might lean heavily on abstract concepts or industry and especially customer experience jargon, making it hard to grasp.

The Fix

Ground your story with concreteness. Use real-world and customer examples and relatable scenarios. Simplify complex ideas with metaphors or analogies to make them more accessible.

Blind spot 4: being too corporate

The Corporate Veil: overemphasis on corporate perspectives can make your presentation or strategy feel impersonal or propagandistic and might feel that it is just your CX idea.

The Fix

Humanize your story and add in true customer data to build credibility. Have a CX data sheet, that you can use and share experiences and lessons from a personal viewpoint. Combine data with stories and relate to everyday experiences that transcend corporate walls.

Blind spot 5: being too unpersonal

The Relatability Rift: presentations lacking a personal touch fail to connect with the audience on an emotional level. Often people won't connect and don't understand what to do next.

The Fix

Build in emotion to connect and let your personal stories come into play. Let your vulnerability and authenticity shine through to build a stronger connection with your audience. Also be specific on your call to action, what you want your audience to DO.

Blind spot 6: being too functional

The Functional Focus: focusing solely on the functional aspects of Customer Experience, like methodologies, processes or outcomes, can make it uninspiring.

The Fix

Weave in the human element and add stories. Highlight the impact on people, whether it's customers, employees, or communities. Stories that showcase human experiences and emotions are more engaging and memorable.

My conclusion and tips for you

Effective communication in CX leadership is about striking the right balance. It is my suggestion to use the success formula of Dan and Chip Heath from the book Made to stick. So, you start to focus more and get your ideas and communication across. To stand out from the crowd.

It's about being informative yet engaging, professional yet personal, and functional yet inspiring.

By addressing these six blind spots, you as a CX leader can craft stories that are not only heard but also felt and remembered. This approach not only enhances communication but also fosters a more profound connection with teams and customers, ultimately driving a more impactful CX strategy.

 

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Travel woes: customer chronicles

Ah, it's summer. That's when we as customers are all in a great mood. We go on vacation and show off the best of ourselves. Right? Or not...

I received these reviews from a guide who toured us around Jamaica over eight years ago and I have to laugh and cry at the same time. Sometimes we humans can be a bunch of jerks. These are real reviews she received from the tour operator. Long live open feedback that you can get from reviews and surveys.

I've compiled the eleven worst ones for you.

1. 'It should be forbidden to sunbathe topless on the beach. My husband was very distracted by it; he just wanted to relax, and that didn't happen.'

2, 'We went on vacation to Spain and had a problem with the taxi drivers. We couldn't understand them because they all spoke Spanish.'

3. 'The beach was just too sandy. We had to clean and de-sand everything when we returned to our room.'

4, 'We discovered that the sand was not like the sand in the brochure. Your brochure shows the sand as white, but it was more yellow in reality.'

5. 'No one told us there would be fish in the water. The fish scared our children.'

6. 'The roads were uneven and bumpy, so during the bus ride to the resort, we couldn't read the local travel guide. This meant we were unaware of many things that would have made our vacation much more enjoyable.'

7. 'I compared the size of our one-bedroom suite to that of our friends' three-bedroom suite. And ours was significantly smaller.'

8. "We had to wait outside in line to catch the boat, and there was no air conditioning. We were very disappointed by that.'

9. "It is your duty as a tour operator to inform us about noisy or unruly guests before we travel.

10. "My fiancé and I had requested two separate beds when we booked, but instead, we were given a room with a king-size bed. We hold you and your organization responsible and want compensation for the fact that I became pregnant. This wouldn't have happened if you had given us the room we booked.'

11. "I was bitten by a mosquito. The brochure didn't mention mosquitoes.'

What should you do when you receive this kind of feedback in your own surveys? I'd just do nothing. These people deserve zero attention. You wouldn't even wish these customers on your competitors.

 

This blog was written for CustomerFirst and published on September 5, 2023

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The red carpet

Let's take a trip back in time. I believe it was somewhere around 1999. I was working at AMEV as a Life inspector, and I refinanced my mortgage. As an employee, I received a nice discount on the mortgage interest rate, and I gladly took advantage of that perk. A few years later, I decided to renovate my home, and once again, AMEV was a great resource for me.

Within AMEV, there was a special office for employees, where everything was taken care of when it came to obtaining a mortgage. Coffee was ready, you could always drop by if you had questions, and communication regarding paperwork and the notary was well taken care of. There wasn't literally a red carpet rolled out, but it certainly felt that way. As employees, we were well taken care of.

As a Life Inspector, I was responsible for a large area, from the east of Utrecht to the German border, and I helped intermediaries choose AMEV for mortgages and pensions. Time zones might be getting mixed up now, but I do remember that my clients - the intermediaries - weren't too pleased with our mortgages processing. The communication was unclear. Their clients didn't understand our letters. It took a long time for official quotes to arrive. There were issues with sending documents to the notary.

I couldn't understand it. Weren't we doing everything right? I truly believed that AMEV provided the red-carpet treatment to customers. Because that was my own experience. In Customer Experience, we call that the 'n=1 situation'. My own experience would also be that of our customers and their customers. Additionally, at that time, I didn't realize that I had an inside-out perspective and was heavily influenced by the 'curse of knowledge'. The what?! I possessed much more knowledge about mortgages, legislation, and processes than the customer obtaining a mortgage. That's what you call the 'curse of knowledge'. As a result, I couldn't empathize with someone lacking that knowledge. I lacked an outside-in perspective.

I accompanied an intermediary to one of his clients and immediately saw where we were going wrong. The red-carpet applied only to employees. But I also immediately saw the potential for improvement. 

That's precisely why I urge everyone to go on customer visits themselves. Step out of your own processes, systems, and mindsets, and see the world through the eyes of the customer. Wherever the customer is. At the company or simply at home. Identify where customers' needs lie, what keeps them awake at night, and where the real potential for improvement lies. Who knows, you might also see where your organization can provide that red-carpet feeling to customers.

 

This blog was written for CustomerFirst and published on July 4, 2023

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All named Rob

We kick off the CX inspiration day at Starbucks. Alongside eight Customer Experience leaders from the government, we'll be getting a behind-the-scenes look at how three companies organize customer experience.

As everyone trickles in, I find myself in line with Robin to order coffee at Starbucks. We inch forward, and when it's our turn, we can order coffee for five people.

'Two americanos, an oat latte and two cappuccinos, please.' The male barista looks at me and asks, "What name should I write on the cups?" Beside him stands a female colleague, ready with a pen. I quickly consider who ordered which coffee, thinking how nice it would be if everyone had their own name on the cup. But then I notice a slightly pleading look and realize today isn't the day for individual names on cups.

In a split second, I decide not to make a fuss about it. It's rush hour at Utrecht Central station, and I don't think he's in the mood for it. No, this man wants us away from the counter as quickly as possible. So, I look at Robin and realize his name is easier, than having 'Nienke' written on every cup. "Just put down Robin," I say.

He looks at his colleague with the pen, sees the five cups, and in half a second, finds an even easier solution. "Can it be Rob?" I glance at Robin, and we quickly exchange a wink - hopefully unseen by the barista - and with a sigh, I agree.

As he enters the order again, this time correctly, he realizes he's rung up cash instead of card payment, and the order needs to be redone. I think to myself, this must be his punishment from the universe because Robin is Robin, not Rob. And really, these coffees are for Robert, Anke, Marieke, Nienke, and Robin. Not five Robs.

Upon paying, the second time around, it's also over two euros cheaper. So now that we're all named Rob, life suddenly became cheaper. It makes me chuckle a bit.

Even though I'm annoyed because I organized the CX inspiration day and want it to be personalized for my guests. Oh well, inspiration can also come from worst practices, I think to myself.

We sit down, waiting for Rob's coffees. Three minutes later, our coffees are ready. "I have the coffees for Robin!" the barista with the pen calls out. Haha. She totally dissed her colleague, but it's not exactly a good customer experience.

 

This blog was written for CustomerFirst and published on June 6, 2023

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System

For a customer experience workshop I am conducting, I designed materials and had them printed. When I receive the envelope of printed materials, 75% of the order is missing.

Fortunately, I was well in time to order and didn't need the materials right away. I can't call during opening hours because I'm participating in the annual scavenger hunt that day. To complete the picture for the visual thinkers: I am disguised as a Dutch supporter, fully dressed in orange clothes.

So I send a message to this printing giant. I provide exactly the information I suspect the service person will need. The order number, that which did get delivered - my document named Handout, exactly as it says in the confirmation email - and that the other three items are missing.

Dressed entirely in orange, I walk around town in the meantime. I check my mail and read:


'Dear,

How unpleasant that things went wrong with the delivery of your order. So you have the handout, but the loose-leaf article and stickers are missing? Once we have this clear, we can provide an appropriate solution.

Sincerely,

Madelon'

Uhm, yes. This is a case of copy-paste without reading properly. Because I have already indicated that only the handout was provided. And apparently it is too much trouble to write to me with my name. Not recognized and certainly not acknowledged. I quickly reply back that this is indeed true. To get the following email back:

'Dear,

All good, I put it it in the system for you.'

Huh! And now? What a sloppy nothing email, even with a typo. She must have put it in the system, but what does that mean for me? For the entrepreneur who needs these materials to teach CX classes?

So this is where it often goes wrong. For Madelon it is probably obvious, but for me - the customer - it is now unclear. Is my order sent to the printer? Will I get my materials? And when? I send a short message via chat after this, to which a colleague kindly replies that the materials will be printed.

The scavenger hunt was top-notch. Just stripped of orange face paint, we sit enjoying afterward over Friday afternoon drinks. Then, at 6:41 PM, I receive the icing-on-the-cake-email.

'Dear Sir/Madam,

Unfortunately, due to heavy workload, we were unable to ship your order today.

By: System'

What?! This system is broken! Like so many systems. As a customer, it's killing me. It reminds me of a video from Little Britain: 'System says NO.'

It's done: customer says NO. I'm going to look for another printing company.

 

This blog was written for CustomerFirst and published on May 2, 2023

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A cup of coffee?

I almost always offer delivery drivers a cup of coffee. Or in the summer, I have a few cans of soda chilled. Or maybe they'd like to use the restroom?

Most of the time they decline, as they're busy, but sometimes there's a need and a bit of time. Like last Sunday during the delivery of my meal kit, when Tugrul fancied a cup of coffee.

We got chatting, and he told me this is his side job. He enjoys delivering these boxes, alongside being an entrepreneur with his own barbershop. Living on your own costs money. So he picks up extra shifts as a delivery driver for this meal kit service. What great energy and drive. It was really nice to hear his perspective on delivery and entrepreneurship. If you happen to be in Utrecht and want a haircut from this entrepreneur? You can always visit Ozky's Barber at Bartoklaan 17 in Utrecht.

He also asked me what was actually in those boxes. He'd never seen them before. Perhaps a small improvement point in the Employee Journey of this meal delivery service. But I solved that. I showed him the app; that you have a choice of 30 meals, we opened the box together, he looked at the contents, the recipes, and he gladly took the box back with him right away. Good for the environment!

What a pleasure to meet such cool delivery drivers, and it starts with us. The customer. Do you do this too? If I broaden it. Are you kind to the waitstaff in a restaurant? To flight attendants? Shop staff?

Back to the delivery drivers. They have it tough. Dealing with the strangest traffic situations, especially in Utrecht where I live. Imagine needing to use the restroom while you have so many packages in the back of your van....

So ask your delivery driver if they'd like a cup of coffee or tea. Just have a few take-away cups at home, so they can hop back on their van with a nice warm cuppa. Or when it's summer and warm, have a few cold cans ready. Offer that they can use the restroom if needed. And for the meal delivery drivers; have some cash ready. I know it can be done through the app, but I much prefer giving a few euros myself that I have ready in a jar. That way, I personally thank them. And everyone likes that. Tugrul certainly does.

 

This blog was written for CustomerFirst and published on April 4, 2023

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In love, engaged or is it complicated?

Yes! February, the month of love. Or to put it a little more precisely, the month when Valentine's Day takes place. That day when many people send a card. Buy a bar of chocolate that says "I love you" and then give it to a loved one. Or send someone a message. To our loved one, a friend, mother, neighbor or daughter.

Actually, the way does not matter much. Showing love can be done in many ways. Saying something sweet, sending something or doing something sweet. It works. It makes your own heart do a dance and therefore also that of the other person. Lovely, isn't it, a column about love. Unfortunately, the happy part ends here.

Because I want to switch to a different world. The one of love for the customer.

That's where my heart stops dancing. Unfortunately for many, that's also where the imagination stops. Because love for the customer. What does that look like? Should we call the customer and say we love her/him (I'll stick with her for now)? No, we are certainly not going to do that here in the Netherlands, that is too American for us. But that's not the point either.

The point is that we do want the customer to love us and gives a nine or ten in the survey. That she spends her money with us every year. Renews the contract tacitly. Buys more insurance policies. Silently accepts the price increase and please let's hope she doesn't call. That she doesn't disturb us in our work, but most of all makes her own way, digitally.

Love. That's exactly where things go wrong in organizations. We don't really love the customer. Of who she is. What she's about. We do want her to choose us. But also if she cannot choose as a customer (read citizen, participant or applicant), that she does not bother us too much.

That's what this is about. About whether you and your colleagues are in love, engaged, or married to the client. And whether you really feel anything about that. Or is it complicated after all? (Thanks Facebook, for allowing us to choose this wonderful addition within "types of relationships.") Because do we talk about the customer internally as if we love her? Or do we prefer to use her customer number anyway? Do we talk about customers in meetings, or do we still prefer to stick to the process?

Customer love is a topic that really should be talked about. Do you love your customer? Ask the question to yourself and your colleagues. I suggest you start having this conversation lovingly in your organization. I dare say Valentine's Day will then be a very different one next year.

 

This blog was written for CustomerFirst and published on March 7, 2023

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Why and how to engage your leaders

As a CX leader you are often not the person in charge. Ultimately, that is someone from the board or C-Suite. You have to take that into account in your stakeholder management. You do not only lead and advise your team, but you also have to guide top management on the route towards customer centricity. No one in this quest is more important than the other, but you have to define who the high priority stakeholders are at this moment with regards to your roadmap.

As a CX leader, you need to figure out who the key stakeholder is and make sure you bond and work together. The better you understand this leader, the better you can understand and respond to the needs of all stakeholders.

I will list the three best tips for properly involving the accountable leader with regards to the customer centric transformation (and yes, I will guide you how to engage all other leaders 😉).

Tip 1. Provide good and relevant information

Communication is key. Without proper communication it is impossible to build a good relationship with this key stakeholder. It is your job to provide your accountable leader with information that specifically meets her or his needs.

This information is aligned from the organization’s strategy. Make sure your information is data driven, accurate, quantitative, but also qualitative. Provide customer stories, storify data and give the customer a human face. Define how often the information is needed. Is it weekly or is monthly a better cadence?

This information helps her (or him) to made decisions, ask the right questions and have the honest conversation. Those leaders are busy and don't like surprises: the more you provide them with adequate information, the better.

If you proactively provide relevant information, you build your own credibility and help her/him lead with a true customer centric focus. Step in their shoes and understand what is important to them and how your CX program fits in their route. When you deliver to them, you build true understanding, create a bond, and gain credibility yourself.

Providing CX information is good but think carefully about what you provide and more important: why. We all know that question ‘can you make a report of it?', which of course you can do. But you determine what is in there! 

Tip 2 on how to engage your leader is all about being helpful

Let's start with guidelines for the right information:

  • Goal-oriented: think about why you are giving this report. Is it to raise awareness, bring about a change, provoke a decision, or something else? What is the goal to action you are going for?
  • Targeted: make sure your information is specific to your stakeholder and that she/he can use this in meetings, decisions, and strategic sessions
  • Appropriate in terms of form and content: how can this data be presented best? In a presentation, a spreadsheet, an action list, an infographic or maybe even a video? Try to build a cadence but also try to get your story across
  • Monitor for effectiveness: do you see a change in attitude? Has the communication been effective? If not, change it. 

Adjust your way of communicating or reporting, to make sure you get the call to action you want.

Be helpful. Recognize that your CX program is one of many programs (this is often true) and you need to help spend their time as effective as possible. This will help you build your credibility in case shit hits the fan.

Don't confuse being helpful with being submissive. No manager expects his team members to follow blindly. Your manager does expect you to think along and take responsibility and guide the customer centric transformation.

I know of at least one strategy that always works. The strategy of causing others to "stumble over the truth." This means that you're not going to say what customers say or what's hurtful to the organization. No, you let them discover it for themselves. Dan Heath himself explains how this works:

Tip 3 on how to engage your leader: be functionally disobedient

Leaders are normal people 😉. They may get to learn new things too (I hope everyday!)

Know that you don't have to do everything by the book.

I think there are two elements in being functionally disobedient:

1. What if you are asked to do things? If you director asks you to do something, that you know isn't the best for the organization, the team, the leaders and of course yourself; say so. Have the confidence to challenge decisions and come with other solutions. To continue the conversation, even if they think the conversation is over. Being able to say “No, this is the alternative” to your leader helps you build your credibility.

2. What if you see and hear decisions are being made, strategies being developed, products and processes being designed that are not good for the organization and the customer in the long run?! It is your job to represent the customer, so it is your job to have your voice being heard. Be aware that organizations encourage people to give feedback and be whistleblowers, but in practice not everybody is fond of the whistleblower. So be careful in your strategy. 

I for sure know one strategy that always works. The strategy of letting others ‘trip over the truth’. This means you are not going to say what customers are saying, or what is hurtful for the organization. No, you are going to let them find out themselves. Dan Heath explains how this works himself: https://www.youtube.com/watch?v=KZ_N77OquQA 

Finally, the following aspects might help you to involve and engage your top managers:

  • Define the active role top management has throughout your CX program and keep them engaged; show that excellent leadership is important within CX and CX programs.
  • Have empathy for those at the top; remember they have limited information and many demands on them.
  • Know that they also have to advise, to the CEO and other stakeholders. So, give an example of the business impact (preferably the ROI) of good individual and organizational competencies of your CX program.
  • So, give an example of the business impact (preferably the ROI) of good individual and organizational competencies of your CX program.
  • Make it clear that the CX program or project is a means of achieving the organization's strategy and that the top managers are therefore the top project managers.
  • Know that they also need to advise, to the CEO and other stakeholders. So provide an example of the business impact (preferably the ROI) of good individual and organizational competencies of your CX program.
  • Get rid of the idea that risk is bad news.
  • Focus on the business impact and strategic benefits of the CX program – the bigger picture – and reduce the level of detail in communication.
  • Build a sponsor culture upwards and downwards: support each other.
  • Knowing your manager's motivations will help you manage expectations.
  • Share customer stories. Work on building credibility and trust.
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