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Episode 008

Questions your Leadership Team needs to get Answered
- even if they haven’t yet asked

Getting CX Right with CTMA, a podcast series with Paul Linnell 

Many big businesses and public services today have adopted an approach to customer feedback and measurement that only produces a proxy performance score that’s hard to translate into dollars, and often fails to identify what went well and where things went wrong with customer experience.

You know the scene - someone will ask “What’s the score?”  Then someone else will announce that it’s “28”, or “82%”, or “93”.  Then everyone checks to see if it’s higher or lower than last month, and then they all move on.

No wonder they find it hard to take actions to make sure the good things keep happening and the bad things stop.

If “customer experience” and “ways to improve it” isn’t a scheduled leadership and board-room topic in your organisation, it may be because it hasn’t yet been given the vocabulary, metrics or agenda to make it measurable, accountable and actionable.

What you’ll learn in this episode:

In this episode I want to close that gap by offering a set of baseline questions your leadership team needs to get answered – even if they haven’t yet asked!

And indeed, if you are a member of the leadership team, these are the key customer experience questions you should be asking.

The answers to these questions will empower your leadership team to give your customer experience improvement programme the energy and support it deserves.

Practice guide

We’ve prepared a short CTMA Practice Guide to summarise the questions identified in this episode.

It lists the “Baseline Questions your Leadership Team needs to get Answered”. 

  Questions your Leadership Team Need to Get Answered

Please click here to request your copy.

        Request a Copy

Also mentioned in this episode

Next Episode: #009: The Four Alternate Realities of the Corporate-Customer Universe

Next Episode > During the global health crisis, customer service functions needed to duck and weave to keep their organisations afloat.  In record time, they had to change their operating procedures, adopt new practices and new technologies, and many moving to remote working.  There just wasn’t time to go through a lengthy business justification and an ROI calculation.

But now, as the world slowly returns to normal, many organisations have moved on to what they see as a new crisis of change. It’s one driven by a cascade of issues like increased prices, limited finance and resources, and problems of shipping and supply. But there’s a risk, that the customer is now being missed out of the equation and customer experience professionals need to rebuild the rigour of disciplines and frameworks to describe and justify where customer experience investment is needed to support this, and future crises of change.

In this episode I describe one of the diagnostic frameworks we use in our customer experience transformation programmes to provide some insight into the dynamics at play that undermine value, add unnecessary costs, and the steps you need to take to tune your organisation for success.


About Paul Linnell

Paul LinnellPaul Linnell is a customer experience and service quality improvement champion, working internationally with senior managers and their teams to help them achieve business success, reduce risk and build customer loyalty and advocacy by taking actions to improve customer experiences.  Paul specialises in the design and deployment of customer experience measurement, service quality improvement, complaints handling and preventive analysis programmes. Industries he has worked with include, Automotive, Consumer electronics, Consumer goods, Electricity & Gas retail, Financial services, Information technology, Local Government and Public Sector, Media / Publishing, Passenger travel (Rail, Air and Sea), Pharmaceuticals and Telecommunication. Paul has worked with clients and presented on these subject at conferences and corporate events in the UK, Europe, North America, the Middle East, Australia and New Zealand.  Originally from the UK and now based in New Zealand, he continues to serve clients globally.

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