A Quote about the CCO Council from Curtis Bingham
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Voice of the CCO: Tammy McLeod on the CCO's Potential for Magic

Monday, April 30, 2012

Tammy McLeod, Arizona Public Service Company's Vice President and Chief Customer Officer and the Chief Customer Officer Council's 2010 CCO of the Year, shares her heartfelt vision of how much good CCOs can achieve  and the real purpose they can pursue in improving people's lives through good service.

 

 

 

Video Transcript

As I started thinking about what I would say today, i started thinking about this job as a craft and one that extends not only in our work lives but in our personal lives as well. The stories that some of us shared at the dinner table last night about our kids, pointing out great customer service when they go into a store, and how did they learn that?

The fact that we can go back to our churches and talk to them about segmentation or some of the other things that were really valuable things that we bring to this craft extend way beyond our work lives. 

My real goal as we continue, as a group, to elevate that craft and to acknowledge it; and that when one person in here breaks through that CEO role, they have that CCO right next to them, and they really show the world what a difference it can truly make. 

As I flew here, I was reading a book called The Millionaire Messenger. I don't know if anyone has read that book. I bought it through Amazon's 1-Click which, I believe, is one o the finest service delivery mechanisms ever achieved.

That book really surprised me. I wasn't sure what it was about. It's been recommended to me; that's why the 1-Click comes in. I used to make note of the books that I should read. Now, I just order them with just one click.

But it talked about how we really need to know our customers. We need to have compassion and to create a map for them to improve their situations.

And it struck me this morning, Devin, as you were talking how much that's very similar to some of the things that you've done here. 

But, yesterday, Rudy was speaking a little bit, in a side conversation, and he was talking about the fact that the average person has fourteen service interactions on a daily basis--just average Joe on the street.

And I started to think about this. What if you take these fourteen and what if that became the goal, to improve those fourteen and that those service interactions are improved for that person on a consistently daily basis? Think about how that improves their lives and improves their attitudes. 

And then, what Sheila told us was that we become what we think. So, that person has already improved their own situation. I just think that there's real power in that, more powerful than the Warren Buffet email that's going around right now that we all shared at dinner last night. We can really empower each other to improve these fourteen.

When Shaun was up here yesterday, I got a chuckle out of the back that he referenced the book called Even Cowgirls Get the Blues. I don't know if any of you have read that.

But the quote I wanted to share, he referenced it. I really wanted you to hear this because it says, "If you take any activity, any art, any discipline, any skill, take it and push it as far as it will go, push it beyond where it has ever been before, push it to the wildest edge of edges, then, you fore it into the realm of magic."

And that's what he talked about yesterday. I think the value of service is woking from a place of service; and if we really care about helping others and we don't do it because we want to become a CCO although that's a great benefit or we're not necessarily, in doing it, about the profitability although, clearly, that's why we're getting paid to do, but that it improves lives, then, I think our work together has real purpose; and I think if we think about it in that way, we will move into that realm of magic; and I know that we can do that together.

So, this has been a fabulous year for me in having this award, and I look forward to another year with all of you. Thank you. 

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Categories: CCO Council | Chief Customer Officer

Curtis on...CCO Essentials: Top Customer Dissatisfiers

Friday, April 27, 2012

In today's video, I discuss the value and the benefits of creating and socializing a list of top customer challenges your company faces, in order to overcome them and to gain greater authority in your role.

 

 

Video Transcript

Over the past decade, I've had scores of chief customer officers ask me—what are the most important things for me to really get right as a chief customer officer?

There are a number of CCO essentials. And, today, we're going to talk about the top 10 customer dissatisfiers. No matter where you are in your journey, whether you're brand new to the role or you're very experienced, you could always create a list of the top handful of things that drive your customers crazy and, worse, may drive them away.

Oracle uses a top 10 list, and this list is gathered from the annual loyalty survey; it's gathered from sales people; it's gathered from the call centers and a number of other sources. And it's all bubbled up into this top list that is presented to Larry Ellison.

Nationwide has the top five by complaint volume, but it also includes the top five kudos, or the top five operational issues that need to be addressed as well.

As I've said before, the number isn’t truly important; but the fact that it exists and that it is recognized as an authoritative view of the top dissatisifiers is what's truly important here.

These top priorities should be collected and prioritized based upon an agreed-upon strategy. It could be complaint volume. It could be the key drivers of customer defection. It could be the big issues that are causing public or social media backlash. It could be anything that's preventing sales or hampering profits.

What do you do with this list?

The most important thing is to get the CEO to adopt this as his or her metric. This is a huge way of borrowing greater authority within the organization because the CEO is now championing your cause and banging the drum towards customer centricity.

At Oracle, Larry Ellison uses the top 10 list on the agenda for many of his staff meetings. He goes through and reviews this and asks for progress and status updates from those people who are accountable for fixing these problems. And, believe me—you do not want to be on that list for more than a quarter.

The thing that's very important is to assign ownership for the resolution of some of these dissatisfiers. Somebody needs to be responsible for making these problems go away. You need to set a time frame, typically, one quarter or less.

There are some issues that will certainly take longer than one quarter to resolve. But, by and large, most of these issues should be targeted for resolution within one quarter; and then, other issues that are bubbling up to the top could be used to replace these on this top 10 list.

The other thing that you need to do is to make it available to employees. It's incredibly valuable in helping you earn authority if you are socializing this information and making it available to all employees so that they know how they can impact some of these top 10 issues.

One thing that's incredibly valuable here is going to the executives who are going to be responsible for resolution of some of these issues before sharing it with the executive team. That helps them prepare for the sit down with the CEO that inevitably comes when they see a new item on the list. The executive here can then say, “I got it. It's under control. We're working on it, and here's the strategy for resolution.” You help them save face and you help you earn significant authority within the organization.

I encourage you over the next number of months to think about how you can go about identifying and helping the organization adopt the top customer dissatisfiers within your company. Whether it's top 10 or top 5, it doesn't matter. Find out what it is that's driving your customers crazy or driving them away; and figure out what you can do to help the organization focus on solving those issues.

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Categories: Chief Customer Officer | Customer Centricity

Curtis on...Adapting More Quickly to Change

Wednesday, April 25, 2012

In this interview filmed on location at the IQPC Customer Experience Exchange in Berlin, I explain why it's so important for companies to become better adapted to change.

 

 

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Categories: Chief Customer Officer

Curtis on...Customer Centricity as a Marketing Strategy 10

Tuesday, April 24, 2012

In this tenth and final video of a ten part series filmed on location at IQPC's CMO Exchange in London, July 2011, I highlight some of the powerful results companies are enjoying from creating customer centric cultures within their organizations.

 

 

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Categories: Customer Centricity

Curtis on...Customer Centricity as a Marketing Strategy 9

Monday, April 23, 2012

In this ninth of a ten part series of videos filmed on location at IQPC's CMO Exchange in London, July 2011, I talk about the use of promotions and incentives to advance customer centricity.

 

 

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Categories: Customer Centricity

Curtis on...Customer Experience Trends in 2012 and Beyond

Friday, April 20, 2012

Some thoughts on upcoming trends in customer experience, from an interview filmed on location at IQPC's Customer Experience Change in Berlin last November.

 

 

 

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Categories: Customer Centricity