How prevalent are these attributes? To answer this question, I tapped into Temkin Group’s consumer benchmark study and examined feedback from more than 5,000 U.S. employees. We asked whether or not they agreed that their bosses demonstrated these behaviors that are consistent with the Five P’s:
He/she makes decisions that are consistent with what he/she says is important (Persistent)
He/she helps you succeed in your job (Propelling)
He/she regularly shows appreciation for the work that you do (Positive)
He/she doesn’t just tell you what to do, but he/she explains why it’s important (Persuasive)
He/she is passionate about the success of the organization (Passionate)
We examined the data across size of organization. As you can see in the chart below, there’s a substantial drop-off above 5,000 employees for all five areas.
Yesterday, President Trump tweeted about firing all football players who don’t stand for the National Anthem. From my perspective, his comments were inappropriate and divisive. It’s a shame that the President seems tone deaf on the players’ underlying issues. We should be amplifying the peaceful voices for social justice, not trying to shut them down.
The reactions was swift, as many NFL players, owners, and others tweeted their opinions. I was very happy to see this statement from my home team posted by Robert Kraft, on the Patriots’ twitter feed:
With all of this action on Twitter, I wondered about how many NFL fans actually use Twitter. So I tapped into our benchmark study of 10,000 U.S. consumers and found that only 36% of NFL fans use Twitter at least weekly (on their computers), the lowest level of any group of sports fans.
Are you proud of the work that your organization is doing to deliver great customer experience or to improve its customer experience? If so, consider submitting a nomination for Temkin Group’s 6th annual Customer Experience Excellence Awards.
The award is open to all organizations around the world, whether their customers are consumers, fans, visitors, students, citizens, companies, patients, or any other group.
In the report Activating Executive Commitment to CX, Temkin Group introduces a blueprint that CX leaders can use to gain and strengthen senior executive commitment. It’s composed of six levers: Create Vision Clarity, Share Compelling Opportunities, Amplify Emotional Empathy, Feed Intrinsic Motivations, Enable First Steps, and Fuel Ongoing Confidence. Here’s an infographic that provides an overview.
First of all, I send my prayers and best wishes to all of the people effected by Hurricane Harvey.
In the wake of Harvey, there are many, many families who will need help and assistance. We’ve donated to the Rebuild Texas Fund, and I hope that you consider giving to one of the many charities that will be supporting the people of Texas.
Mixed in with the vast pain and suffering, were many stories of ordinary people reaching out to help others. One of those people that caught my eye is Jim McIngvale, who’s known around Houston as Mattress Mack. He owns Gallery Furniture, a chain of three furniture stores in the Houston area.
Mattress Mack turned his furniture stores into free shelters, helping 100s of displaced Houstonians. This wasn’t a difficult decision for him, it was just a natural extension of how he sees his business. Here’s what McIngvale said:
Our business philosophy is … we all have a responsibility to the well-being of our community… That’s the central theme of our culture here. We know that if we help these citizens when they’re in need, they will help us.
McIngvale demonstrates the characteristics purposeful leadership. As we’ve said many times, purpose is powerful. A strong sense of purpose inspires us. It energizes, uplifts, and propels us to overcome obstacles. And purpose connects us together around a shared goal.
Think about these questions:
Would you want to work for Gallery Furniture?
If you worked at Gallery Furniture, how empowered would you feel to do something good for a customer?
Would you go out of your way to shop at Gallery Furniture?
My guess is that there are a lot of “yeses.”
The bottom line: Purpose can lead us through any storm.
Temkin Group has labelled 2017 The Year of Purpose, so we have been examining the topic of purpose across many different angles.
One of the areas we are interested in is the impact that a person’s level of purpose and meaning has on how they behave as an employee and customer. It turns out that it has a pretty significant impact in both of these areas.
In our latest U.S. consumer benchmark study, we asked a number of questions about people’s attitudes, employee behaviors, and company loyalty. As you can see in the chart below, people who believe that they lead a purposeful and meaningful life are better employees and more loyal customers.
The bottom line: Purposefulness creates positivity across all aspects of life.
Why should leaders bother to adopt these practices?
To answer this question, I took a look at our latest consumer survey and analyzed data from more than 5,000 full-time U.S. employees. As you can see in the chart below, employees who experience the behaviors of purposeful leaders are much more likely to do something that is good for the company even if it’s not expected of them.
This analysis highlights one piece of our dataset that shows how employees work harder for purposeful leaders. We see this same pattern across many other employee behaviors.
Being a purposeful leader is not about being a nice person or a likable manager. It’s about acting in a way that motivates employees and creates a higher performing organization.
The bottom line: Purposeful leaders have more dedicated employees.
I’m sorry about this somewhat political post (you can stop reading it now if you like), but I feel as though we all have a responsibility to speak up.
I’ve become saddened by the apparent rise of hate across the U.S. Instead of embracing the strength of our diversity, our country seems to be giving rise to hateful rhetoric and policies that target minority groups.
As an American, I believe that this is intolerable. We are a great nation because of our diversity, not in spite of it.
To paraphrase Martin Luther King, Jr., I have a dream that we can live in a society where people are not judged by their religion, race, color, gender, or ethnicity, but by the content of their character.
While I’m not an expert on politics, I’ve spent a lot of time studying leadership. I believe that the leader of a great nation must demonstrate a competency that Temkin Group calls Purposeful Leadership. My hope is that the leaders of our country can better demonstrate these five P’s of purposeful leaders:
Persuasive: Don’t just say that we should be doing something, make the case for why it’s good for all citizens and important for the future of the country.
Passionate: Don’t motivate people by scaring them, provide a compelling view of the future that inspires hope.
Propelling: Don’t focus on your personal needs and ego, empower and enable the people who work for you and around you to be successful.
Positive: Don’t focus on finding flaws and blaming people, motivate them by showing appreciation for their successes.
Persistent: Don’t adjust your statements to meet the needs of the day, be very clear about your values and always act consistently with them.
The bottom line: The U.S. is a great country because of its inclusive diversity.
In previous research, we described how CX organizations will need to evolve towards a Federated CX Model, which is made up of three components shown below.
An important component of this model is the existence of distributed CX skills. To gauge where companies are in this journey, we asked large companies about the degree to which CX skills are distributed across their organizations. As you can see in the chart below:
Driving continuous improvement is the most distributed capability (53%)
Using text analytics is the least distributed capability (9%)
Analyzing and interpreting customer feedback data has the strongest centralized capability (83%)
The bottom line: Companies need to start distributing CX capabilities.
We recently introduced the CX Institute, which provides online training that creates a customer-centric mindset in employees across an organization. The CX Institute currently offers two eLearning modules, which can be deployed across a company or purchased individually: Customer Experience Foundations and Creating A Customer-Centric Culture.
We just created these teaser videos to provide a sense of what’s in each course…
eLearning Module: Customer Experience Foundations
This interactive online course is meant for just about everyone in your organization, from front-line supervisors to senior executives. It helps people understand what customer experience is, why it’s important, and recognize their personal role in delivering great customer experience.
eLearning Module: Creating A Customer-Centric Culture
This interactive online course is meant for leaders across organizations who are collectively needed to drive change in your culture. The training demystifies culture and provides a framework for creating and sustaining a more customer-centric organization.
The bottom line: Create a customer-centric mindset with CX Institute training!
Temkin Group published the 2017 Temkin Online Ratings. Based on a study of 10,000 U.S consumers, the ratings benchmarks the online experience delivered by 282 companies across 20 industries.
USAA took the top two spots for its banking and insurance businesses, and its credit card business tied for 4th. Advantage Rent-A-Car took third place and Amazon.com tied for 4th. Four TV/Internet service providers earned the lowest scores: Comcast, Cox Communications, Spectrum, and Time Warner Cable. Here’s a list of all of the companies.
You can see all of the high-level results on the Temkin Ratings website, or purchase a full dataset.
I hate to break this news to you, but your customers most often interact with your organization because they have to, not because they want to. And when they do connect with you, it’s part of a larger journey that they’re on to achieve something more important than the interaction with you.
That’s why it’s critical for organizations to understand and to design experiences for their customers’ journeys.
A few year ago, we introduced the concept of Customer Journey Thinking (TM). It’s a simple tool for employees across an organization to continuously focus on customers’ journeys. As you can see in the infographic below, it’s all about asking and answering five simple questions.
You can download the infographic in several forms:
Human beings are naturally empathetic, yet that tendency can get crushed when they go to work. Watch and read below…
Did you know that human beings are genetically wired for empathy? Our brains have something called mirror neurons that allow us to virtually feel what someone else is feeling. If you see your friend bump her head, then you are likely to react almost as if it had happened to you.
If people are naturally empathetic, then why aren’t most organizations, which are just collections of people, super empathetic towards their customers?
It turns out that organizations inhibit natural empathy in many ways. Here are five of those empathy inhibitors:
Inhibitor 1: Individual Context. People view the world through their own perspectives, so your natural empathy may not match the reaction of a customer who is quite different than you. For instance, a wealthy middle-aged marketing executive in New York City has a very different lens on the world than does an 18-year old from a poor, rural community. Also, employees know a lot more about their company’s products, processes, terminology, and organizational structure. So experiences that make sense to employees can often seem very complicated to customers.
Inhibitor 2: Human Bias. Companies often design experiences as if their customers were perfectly rational robots, but human beings aren’t like that. While people sometimes use rational thinking, which relies on logic and reason to make decisions, we more frequently use intuitive thinking, which relies on mental shortcuts and cognitive bias to make decisions. Rather than supporting customers’ unconscious decision rules like preferring to maintain the status quo, companies create experiences that slow down customers’ progress, or even derail them completely.
Inhibitor 3: Group Think. It turns out that people who are in close quarters, like a work team, tend to conform to a consistent point of view. Since companies often use different metrics for different groups, employees are encouraged to develop a very myopic view of their team’s responsibilities. As a result, the needs of employees’ teams take up so much head space that they drown out any thoughts about the needs of customers.
Inhibitor 4: Corporate Culture. Employees tend to conform to their surroundings. When leaders set expectations for a certain type of behavior, employees will try to meet those expectations – even if doing so hurts customers. When the Wells Fargo CEO set an unsustainable goal for the number of products sold to customers, employees across the organization tried to make it happen – even if it they knew it may not be good for customers.
Inhibitor 5: Emotional Illiteracy. Leaders in companies rarely discuss customer emotions. It’s not their fault; most people are uncomfortable discussing emotions in any setting. Within companies, emotions are often viewed as being too “soft” or “squishy” to focus on. This lack of dialogue about emotion keeps organizations from fully understanding and addressing the needs, wants, and desires of their customers.
While these inhibitors can drain the customer empathy out of an organization, they don’t need to. Now that you know what they are you can look for them and suppress their impact.
The bottom line: You need to actively unleash employees’ natural empathy.
Three supermarkets—AmazonFresh, Publix, and H-E-B—are on the top in the U.S. Temkin Emotion Ratings, while three TV/Internet service providers—Comcast, Time Warner, and Cox Communications—are on the bottom.
Domino’s, Costa Coffee, and M&S Food are on the top in the UK Temkin Emotion Ratings, while Audi, BMW, and Flybe are on the bottom.
Supermarkets and fast food earn the highest industry averages in the Temkin Emotion Ratings in both the U.S. and UK. TV/Internet service provides and health plans are the lowest in the U.S., while airlines and rental cars are the lowest in the UK.