You're facing pushback on CX process changes. How can you get your team on board?

Ao enfrentar resistência às mudanças no processo de CX, é essencial construir confiança com sua equipe desde o início. A confiança se estabelece através da transparência e da comunicação aberta. Explique claramente os motivos por trás das mudanças, como elas irão beneficiar tanto os clientes quanto a equipe. Mostre-se aberto para ouvir as preocupações e perspectivas da equipe, demonstrando que suas opiniões são valorizadas e consideradas no processo de tomada de decisões.

Building trust is the foundation for any successful change initiative. In my experience, transparency and consistency are key. For example, when I introduced new customer service protocols at a previous company, I made sure to involve the team from the outset. I shared the reasons behind the changes, the expected benefits, and the potential challenges. By being open and honest, I demonstrated that I valued their input and concerns. This approach helped to build a sense of trust and partnership, which made the team more receptive to the changes.

Imagine que você está liderando uma expedição emocionante pela selva das mudanças organizacionais. Você é o guia destemido, e sua equipe está seguindo você com olhos curiosos e botas bem amarradas. À medida que avançam, você não apenas aponta para as trilhas desconhecidas, mas também compartilha histórias intrigantes sobre por que essas mudanças são necessárias.

To get your team on board with CX process changes, focus on building trust. Clearly communicate the reasons behind the changes and how they align with the company's goals. Involve team members in the decision-making process, seeking their input and addressing concerns. Provide training and resources to help them adapt. Highlight early wins and share positive customer feedback resulting from the changes. Recognize and celebrate team efforts and successes. By fostering an open, inclusive environment and demonstrating the benefits of the changes, you can build trust and gain team support.

Comunicación clara y transparente. Involucra a tu equipo. Organiza sesiones de lluvia de ideas. Enfatiza los beneficios y resalta las mejoras de los procesos de CX, tiene para los clientes, la organización y el propio equipo.

To get my team on board with CX process changes, communicate the benefits clearly, involve them in the planning, address their concerns, provide necessary training, and recognize their contributions. This approach fosters understanding, collaboration, and buy-in.

For any ‘change’ initiative to be successful, people often rely on more effective tools than they could possibly imagine. The first and foremost question to ask has to be - “are we really ready for a change?” This should give you the confidence to make your moves. While we’re on the subject, don’t forget two things - empowerment and ownership (make your teams to own the tasks). Good luck!

To quote Cuba Gooding Jr. as Rod Tidwell in Jerry Maguire: “Show me the money!”. Make any CX-driven changes (whether related to process, data, technology, behavior, or communication) tangible. Estimate their impact on key CX metrics and calculate the financial implications. Don’t focus solely on ROI; also consider RONI: Risk of Not Investing. Evaluate what could happen if you don’t make these changes. Remember, your competitors are also enhancing their customer experiences.

Read the room before you jump to the conclusion that the team's priority is customer loyalty. In the face of change, immediate concerns are likely more self-focused, wondering how the change will impact *them.* Be careful talking about customer loyalty or making any soft claims about what the change will do for the work environment without data. And remember, broadcasting a message isn't necessarily communication. You need to make sure your audience understands you and that you understand them.

Clearly communicating the value of the proposed changes is crucial. People are more likely to embrace new processes if they understand how these changes will benefit them and the organization. At one point, I faced resistance when implementing a new customer feedback system. To overcome this, I highlighted how the system would provide actionable insights that could lead to more positive customer interactions and ultimately improve job satisfaction by reducing repetitive issues. By focusing on the tangible benefits, I was able to show the team that the changes were in their best interest, which increased their willingness to adapt.

Concordo, nossos clientes estão esperando por nós do outro lado dessa floresta densa. Eles anseiam por uma experiência melhor, mais eficiente e mais satisfatória. E nós? Bem, nós também queremos uma equipe mais engajada, uma cultura mais vibrante e resultados brilhantes como tesouros escondidos sob as folhas.

Make sure to explain the value in business outcomes rather than CX metrics, which can sometimes sound too intangible. After all, beyond the purpose aspect, most businesses focus on generating revenue. Consider metrics such as Customer Lifetime Value (CLV), churn rates, retention rates, and word of mouth impact. Relate these to your CX metrics to showcase how crucial customer experience is for sustainable business growth.

To get any team on board with CX process changes, clearly explain the benefits for the organization and for them personally. Highlight how an improved customer experience can lead to increased loyalty, a stable work environment, and better efficiency and satisfaction in their daily tasks.

Effective stakeholder management is key to any process change. - Let people know the 'why', the 'what' and the 'when'. - Collect feedback and value their input to the overall process change

Involving everyone in the change process can significantly enhance buy-in and reduce resistance. During a major overhaul of our CRM system, I invited team members from different departments to participate in the planning and implementation phases. We held workshops and brainstorming sessions where everyone could voice their ideas and concerns. This inclusive approach not only generated valuable feedback but also made the team feel invested in the outcome. One team member suggested a minor tweak that significantly improved the system’s usability, demonstrating how collective input can lead to better results.

Promoção de Propriedade e Responsabilidade: Ao envolver seus colaboradores desde o início, você promove um senso de propriedade sobre o processo de CX. Isso os motiva a se responsabilizarem pelo sucesso das mudanças implementadas, aumentando o comprometimento com os objetivos da empresa. Valorização das Contribuições: Incentive seus funcionários a compartilhar suas ideias e sugestões. Eles têm insights valiosos, baseados em sua interação diária com os clientes. Essas contribuições podem ser fundamentais para identificar pontos de melhoria no processo e garantir que as mudanças realmente atendam às necessidades dos clientes.

Sem dúvidas, a equipe olha para você, agora mais confiante. Você continua: “Então, vamos construir pontes de confiança. Não apenas pontes de corda, mas pontes de comunicação sólida. Expliquem a lógica por trás dessas mudanças como se estivessem contando uma história emocionante à beira da fogueira. Mostrem como cada passo nos levará mais perto do nosso objetivo final, como um mapa que revela os segredos da terra desconhecida.”

Identificação das Necessidades de Treinamento: Antes de iniciar o treinamento, é essencial identificar as áreas específicas que exigem novas habilidades ou compreensão. Isso pode ser feito através de avaliações de habilidades existentes, feedback dos funcionários e análise dos requisitos dos novos processos de CX. Adaptação do Treinamento: Personalize as sessões de treinamento para abordar preocupações específicas e esclarecer quaisquer complexidades nos novos processos. Certifique-se de que o treinamento seja relevante para as funções e responsabilidades individuais dos funcionários, adaptando-o conforme necessário para diferentes departamentos ou equipes.

To get any team on board with CX process changes, involve them in planning and implementation. This fosters ownership and accountability. Encourage their insights and suggestions, leveraging their daily customer interactions to refine customer-centric and employee-friendly processes.

To secure any team's support for CX process changes, acknowledge their efforts. Recognize individual and team contributions, celebrate milestones, and provide positive feedback. This boosts morale and reinforces the importance of the changes.

One of the challenges with the recommendations mentioned in this article is that they all require effort and time from the team. In a lot of cases, the time factor is what limits the ability of the team to understand the value, approach and impacts on their daily work. Continually providing recognition throughout the process; from initial involvement through to adoption is vital. This is not just in terms of feedback, but also in terms of true recognition; whether that be rewards based, 'swag', recognition walls etc.

Definir Métricas de Sucesso: Comece por estabelecer métricas claras para avaliar a adoção dos novos processos de CX. Isso pode incluir indicadores como taxas de satisfação do cliente, tempo de resposta, taxa de conversão, entre outros relevantes para o seu negócio. Essas métricas ajudarão a identificar áreas de sucesso e oportunidades de melhoria. Check-Ins Regulares: Realize reuniões regulares com sua equipe para discutir o progresso na implementação dos novos processos. Use esses check-ins não apenas para atualizar o status, mas também para ouvir feedbacks, identificar desafios enfrentados pelos membros da equipe e oferecer suporte necessário.

Para tener una visión completa de la situación y del impacto de los cambios, la supervisión debe realizarse a nivel del equipo, del colaborador y del cliente. Esta triangulación nos ayudará no solo a ver cómo avanza el equipo con las nuevas medidas, sino también a comprender cómo estas impactan en nuestros clientes.

I think data can be a part of any portion of this conversation. And if there is no data, bring the team on board by collecting some data. I did this with my team and it was a slow go. Everyone felt personal about the changes regardless of what I said, their trust in me or not. It took time, effort, consistency and explanation of the data, where we were headed and the value in what we were doing. They are ROCKSTARS, experts in their own data and can restate and advocate for the value their service brings. I transformed the way the customer experience with technology support occurred by using this model.

I'll be having this situation very soon where I'll be migrating some of my clients to another omni-channel platform instead of the current one we're working on now due to many reasons: - non flexible contract. - high prices. - lack of support. And horrible treatment I'm getting from our AM. I'LL use all of this as selling points to my clients despite I know they will resist the change however I trust their experience after the migration will be 400% better. Continuous followup, perfect training and supportive attitude will be my weapons to move through this phase.

Es muy importante que en todos los procesos de cambio o supervisión se especifiquen las métricas que se van a considerar para analizar el avance del proyecto. Estas métricas deben ser claras para cada colaborador, permitiéndoles realizar un seguimiento efectivo.

Alinhar os canais de comunicação para garantir que as comunicações estejam chegando da forma correta em cada ponto de contato, também. Isso é crucial para que informações relevantes não se percam durante o projeto, o que pode fazer com que o time perca a motivação