Beth and Mary have worked for the same company for about the same length of time.
They work at same tier of the company hierarchy. They are paid about the same, have the same benefits, have equally supportive and communicative bosses, and have experienced roughly the same employee journey through their careers. Count Beth and Mary among the company’s engaged employees who are good at their jobs and do them well.
Mary is happy. She is upbeat. She loves life.
Beth? Not so much. Beth always looks as though she is in despair. She sighs a lot. Smiles appear forced. Her somber demeanor has little impact on her relationship with her Read More »
I was planning to skip a video this week because I’m on the road, but reading the Wall Street Journal article about Wells Fargo’s CEO throwing his employees under the bus…er…stagecoach led me to produce this quick Shrink-Wrap. Please share your thoughts about what an internal communications department could possibly do under these circumstances.
Focusing internal communications on employee engagement and the employee experience will not move the customer experience (CX) needle without also communicating with employees about customers.
That was the point of my post last week. That post covered the why bot not so much the how. To that end, here are nine ways internal communicators can have an impact on employees delivering on the Customer Experience—especially those who don’t have day-to-day interaction with customers:
Help employees visualize the Customer Journey
Most employees whose jobs don’t involve customer contact have a hard time visualizing how their work affects Read More »
In 1991, while I was leading the communications team at a Southern California-based pharma, I introduced a new feature to the Currents section of the monthly employee magazine. Customer was a brief interview with a customer. In each interview, we asked what the customer liked about doing business with the company, what they liked about working with our competitors, and what we could do better.
The column was part of a larger company-wide customer-focused initiative. This was long before anybody considered the notion of “customer experience.” The initiative’s mantra was, “If you don’t work directly with the customer, help somebody who Read More »
An employee at an A&W root beer stand near the airport in Washington, D.C. noticed something interesting. Some customers were dropping the meals and snacks they bought into their carry-ons. The behavior increased over time. The employee told his boss about it and his boss listened, adding a new service: delivering boxed lunches to planes on the tarmac. That led American Airlines to start ordering the prepackaged lunches for 22 flights daily. Since then, the service has expanded to more than 100 airports, bringing revenue to the franchise root beer stand it might never have seen had it not been for an observant employee and a boss Read More »
A lot of companies are doing away with the annual employee evaluation in favor of ongoing feedback. Yet communicators run into trouble when they want to get feedback on communication because of the fear of over-surveying the employee population. In this episode of Shrink-Wrap—inspired by a post in my feed from the Harvard Business Review—I share three examples of quick-and-dirty survey methods that will go down easy with employees.The links in this episode: