Boosting Your Team’s Customer Experience
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Chris Pollinger was recently featured in both Inman's Teams Beat Publication and general circulation newsletter. Here's a link to the article.
Want to boost your team's customer experience? Answer these 20 questions.
Taking care of your team members isn’t only a moral imperative — it’s good business. When we start with providing a great team experience, turnover goes down. Productivity also increases, and our clients’ experience (and satisfaction ratings) goes up.
Here are 20 questions to get you thinking.
- Is the level of trust within our team members high or low?
- How do we intentionally help every team member cultivate a feeling of pride in what they do?
- When we delegate responsibility, do we also assign the necessary authority to see the task completed?
- Do we have a collaborative culture where everyone’s input matters, regardless of their role?
- Is ongoing training and development an important part of our team’s strategic plan?
- How do we show people that we appreciate them and their contribution?
- How do we reward and celebrate displays of great customer experience?
- Do our team members believe they can be open and honest without damaging their future on the team?
- What are we doing to encourage people to consistently make improvements to the processes and systems of the team?
- What flexible work practices are in place to accommodate the growing need for work-life balance within our culture?
- What are the five most important values in our organization? How do we intentionally demonstrate them every day?
- On a scale of 1-10, how much fun are people having on our team?
- What are five things we have in place to support “wellness” for those on our team?
- What are we doing to foster emotional and financial literacy in our team?
- Are we accepting our failures as learning experiences the same way we do our successes?
- Is each person on our team empowered to do their role?
- Are there negative consequences when someone makes the decision to please the client rather than the team leader?
- Do our definitions of success encompass the non-monetary? Namely, things like job satisfaction, work-life balance and individual growth?
- Have we recently surveyed our team and our clients to find out how they really feel about how we’re doing?
- What transparent benchmarks do we use to foster a culture of accountability?
Chris Pollinger, partner, Berman & Pollinger, LLC is a senior sales and operational executive skilled in strategic leadership, culture building, business planning, sales, marketing, acquisitions, operations, recruiting, and team building.