In a recent conversation with a well-respected local CEO, I was asked for my honest input into his company staffing model. The question focused on whether he needed to increase headcount in the customer-facing teams in order to drive up the quality and calibre of his customer experience. My provisional response was no, and he… Continue reading Why headcount increase should always be your last resort
In my years heading up customer service within the Virgin Group, I was inspired in so many ways and by so many of the amazing people who delivered ideas, experiences, services and products across the global customer base. Being a creative set of companies, it was no real surprise that there were some fantastic concepts… Continue reading Learnings from Virgin: brilliant basics matter
In the last post, We went over the four core pillars required to build your customer success operation. If you are struggling to see the value from your customer success function, it’s worth going back over each one to see what might be missing. Once you are confident that you have an effective customer success… Continue reading Part 2 of 2: Three key factors to scale your customer success operation
In a recent post, I asked the question, “Should premium products come with premium service?” I concluded that this would very much depended on what your product and marketing teams committed to your customer. So if your business does positively promote premium / luxury / high end service as part of your product or service,… Continue reading 5 factors on what it takes to deliver premium service over standard service
Controversial title, perhaps, but those of you who have worked with me will know that I put a very, very high value on activities that support people growth and development. Every large business I have worked in has missed opportunities to during the quarterly and annual appraisal processes to reward, motivate and define responsibilities for… Continue reading Annual review: genuine tool to motivate or tick box exercise?
When recruiting for customer-facing roles, I long ago fell in love with role-playing as a means to measure certain skills. Maybe it’s the inner drama queen in me, but allowing a potential new recruit to demonstrate their customer centric soft skills before I offered them the job was a good thing. And it certainly served… Continue reading 4 role-plays mistakes to avoid when recruiting
What impression does someone have when a business has poor attention to detail, slow to respond or don’t respond at all, force you into a clunky and irrelevant automated processes that asks an innumerate amount of intrusive questions or ask the same questions that you have already answered? This may well be the reality of… Continue reading Four ways your recruitment team is damaging your brand
In this week’s post, I wanted to address a topic that our cousins across the Atlantic have pretty well put to bed, but in Europe and Asia, remains a tricky and sensitive subject: remote working. Wherever you chose to work right now, at some point in the near future, ALL roles and tasks delivered by… Continue reading 4 reasons bosses are struggling to accept remote working
It’s a topic that comes up a lot – whether it’s when I’m talking with recruiters about my style of managing people, with senior management on the topic of addressing unhappiness in their teams, or most recently, with inspired small start-ups who are looking to build a strong customer-centric culture from day one – is… Continue reading Is your team’s happiness linked to customer happiness?
I recently read yet another excellent post from the fabulous folks over at Userlike. Whilst they are often focused on the customer, this time they focused on the team serving the customer. You can read their post here, but in essence, it’s some sound advice on avoiding burn out within your customer facing teams. And… Continue reading Employer’s responsibility for mental health at work