We just published a Temkin Group report, Activating Executive Commitment to CX. Here’s the executive summary:
Organizations that want to drive sustainable customer experience (CX) improvements need to have senior executives who are committed to propel change throughout the entire journey. Successful transformation efforts require senior executives to set the direction, lead communication efforts, model desired behaviors, align resources, and hold the rest of the organization accountable. However, CX leaders and their teams often struggle to obtain the commitment and involvement necessary from senior executives to ensure these change efforts succeed. In this report, we provide a model for how CX teams can effectively engage their senior leaders. Here are some highlights:
- The blueprint includes six levers CX leaders can use to gain and strengthen senior executive commitment: Create Vision Clarity, Share Compelling Opportunities, Amplify Emotional Empathy, Feed Intrinsic Motivations, Enable First Steps, and Fuel Ongoing Confidence.
- To illustrate how these levers work, we share examples of 24 best practices from companies including Anthem, CA Technologies, Cisco, Fidelity, Microsoft, Penske Truck Leasing, and Regions Bank.
- We provide CX leaders with an assessment they can use to identify the commitment stage of their senior executives and offer advice on which of the six levers can have the greatest impact by stage.
Here are the six levers for activating executive commitment:
- Create Vision Clarity. Many senior executives are enamored with the idea of customer experience, yet lack a clear picture of what CX really means for their organization. As a result, they aren’t able to persuasively advocate for the required changes. Therefore, CX teams should provide leaders with a clear understanding of where the CX efforts are heading.
- Share Compelling Opportunities. Senior leaders will only stay committed to a CX effort for as long as they remain convinced that it will help the organization succeed. That’s why CX leaders must continue to make and reinforce the CX business case to senior executives. This requires establishing a tangible business case and setting realistic expectations for the upside of action and the downside of inaction.
- Amplify Emotional Empathy. An executive who is emotionally committed to CX efforts provides a different level of support than one who is only intellectually bought-in. To gain this emotional commitment, the CX team should enhance executives’ natural empathy by bringing customers’ experiences to life for them.
- Feed Intrinsic Motivations. Executives are motivated by a myriad of different objectives, such as being seen as successful or reaching some self-defined goals. Intrinsic motivators – like meaning, choice, competence, and progress – can be particularly powerful levers for activating commitment. CX leaders should connect their efforts to the personal goals of executives and should make them feel good about the efforts underway.
- Enable First Steps. Even executives who are fully committed to the CX agenda may not know exactly what they can do to help propel the CX efforts forward, especially since they are often juggling many different priorities. It’s up to the CX leader to make it easy for the senior leaders to participate in the efforts by recommending specific, doable steps that they can take.
- Fuel Ongoing Confidence. CX teams need ongoing support from their executives; however, senior leaders are prone to distraction and doubt. To keep them on track, CX leaders need to keep executives informed of the progress and success of CX efforts and need to demonstrate to executives that resources are being used well and risks are being managed well.
Here are the best practices discussed in the report: