Chief Customer Officer: Getting Past Lip Service to Passionate Action by Jeanne Bliss

Author:Jeanne Bliss [Bliss, Jeanne]
Language: eng
Format: mobi
Publisher: Wiley
Published: 2007-07-22T14:00:00+00:00

This level of public accountability is potent. The reason this works is that people know the accountability meeting will regularly occur, they know they will be held accountable, and they know that good results will be rewarded. When leaders focus regular accountability and reward on performing for customers, traction and progress is advanced.

As an example of a customer accountability room in action, we took over a large meeting room and around it posted the outcomes of the metrics. These included guerrilla metrics, accountability metrics for the operations, and the other metrics in the accountability action chain. Wherever it was possible, we stacked ranked performance for each of these items. In addition to the outcome metrics, which were enlarged visually and posted on the walls, we listed customer quotes, reproduced letters, and set out regional and departmental rankings where applicable. We started with the wall on the left, explaining the outcome metrics of referrals and customer counts using the guerrilla metrics. At the back wall, the trending and tracking of customer issues were blown up to show who had done what to fix them and how long it was taking to get the counts down. The priority customer contacts were mapped and visually depicted whenever possible. For example, if receiving a shipment was a key priority, the packaging and communication were hung up there along with the results on how these were being executed and customer responses.

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