The Intuitive Customer - Helping You Improve Your Customer Experience To Gain Growth

In this episode, we dive deep into the concept of empathy and its significance in Customer Experience Management. We challenge common perceptions of empathy, explore its connection to emotional intelligence, and examine how both concepts can enhance your experience management efforts. We begin with a discussion on the importance of Emotional Intelligence (EQ), referencing some compelling statistics: Emotional intelligence influences 58% of job performance. 90% of top performers at work have a high EQ score. The demand for EQ skills is projected to grow six-fold in the next three to five years. Employees with empathetic leaders report a 76% increase in engagement and a 61% boost in creativity. Restaurants managed by individuals with high EQ see a 22% annual profit growth. EQ interventions in the workplace can reduce employee turnover by 63%. 75% of Fortune 500 companies have utilized EQ training tools. Our guest, Sandra Thompson, an emotional intelligence coach from Ei Evolution, shares her insights on empathy within the context of EQ. She emphasizes the necessity of using empathy skills, which involve asking questions and truly listening to understand another person’s feelings and interpretations, rather than projecting our own emotions onto their experiences. We also explore the idea that traditional empathy might be too contextual, as emotions are personal and can lead to misunderstandings if the emotional context differs. Thompson’s concept of “walking in the customer's shoes” is dissected, with the notion that while some shared experiences can foster empathy, unique contexts might still cause disconnects. We break down empathy in emotional intelligence into three approaches: bad (not caring), good (walking the experience as if you were a customer), and better (experiencing as a customer and asking questions to understand their feelings). This layered approach is essential for effective experience management and creating genuine connections with customers. In this episode we also explore: The impact of empathy on job performance and employee engagement. How empathy and emotional intelligence can reduce employee turnover and increase profitability. The role of emotional intelligence in leadership and its effect on creativity. Strategies for developing and implementing emotional intelligence skills in the workplace. Real-life examples of how empathy and EQ improve customer experiences. The importance of self-awareness in emotional intelligence and managing personal emotions. Practical tips for enhancing empathy skills through active listening and inquiry. Sandra Thompson Contact Details.   Website: www.eievolution.com LinkedIn: https://www.linkedin.com/in/cxeisandra/

In this episode, we challenge the conventional wisdom of customer-centricity and discuss why firing a customer is sometimes necessary. While it may seem counterintuitive, knowing when to let go of a customer can benefit your business in the long run.  We outline five critical rules to help you determine when it's time to part ways with a customer: Rule #1: Fire customers if they cost too much. Some customers drain more resources than they generate in revenue. It's crucial to track these costs accurately and address the imbalance. If you can't rectify the situation, it's time to let them go. Rule #2: Fire customers if they don't align with your brand. Your brand's values should resonate with your customer base. If a customer's values conflict with yours, maintaining the relationship can harm your brand's integrity and alienate your core audience. Rule #3: Fire customers if they don't fit with your future. As your business grows, some customers might no longer fit your strategic goals. Prioritize resources for future growth by letting go of customers who don't align with your long-term plans. Rule #4: Fire customers if they are too risky. If a customer's business model or payment practices pose a significant risk, it's safer to part ways. Overcommitting to one client or taking the undue risk can jeopardize your business stability. Rule #5: Fire customers if they abuse your employees. Support and protect your employees from abusive customers. Ensuring a respectful work environment is critical for employee morale and long-term success. Understanding these rules will help you make informed decisions about maintaining customer relationships that align with your business goals and values. Sometimes, the best way to move forward is to let go. In this episode, we also explore: The importance of knowing your customer cost metrics and tracking them accurately. How to handle awkward conversations with customers about cost imbalances. Examples of brand alignment, including the Colin Kaepernick and Nike story. Strategies for soft-firing customers without abrupt severance. Recognizing when your growth trajectory requires pruning your customer base. Identifying and mitigating business risks associated with certain customers. The impact of customer behavior on employee well-being and company policy. Insights on post-pandemic changes in customer behavior and their effect on businesses. The balance between customer-centricity and business sustainability.  

In this episode, we explore the role of AI in customer experiences and whether it will replace human interaction. Ali Cudby, CEO of Alignment Growth Strategies, shares insights on leveraging AI to build customer relationships effectively. We discuss practical AI tools that enhance customer experiences and streamline efficiency.  There are a couple of helpful AI tools Cudby mentions. For example, Synthesia generates AI voiceovers for video scripts, making updates easy and translating content for global audiences. Also, Absorb uses AI to create prompts-based presentations, reducing time and effort. Cudby describes how these tools allow for more accurate customer communication while freeing up time for personalized interactions where it matters most. Cudby (alicudby, Alignment Growth Strategies), the author of Keep Your Customers, emphasizes that while AI is a valuable tool, it cannot replace genuine, personalized experiences delivered by empathetic humans. Customers must feel seen, heard, and valued to build trust and loyalty.  The episode also highlights the importance of context in customer experiences and how AI can assist without overshadowing human value. We also touch on the potential risks of AI, such as the creation of fake videos, and the importance of verifying authenticity, especially during critical times like elections. Schema matching helps us identify inconsistencies in AI-generated content, ensuring we make better judgments. The discussion includes the concept of Blue Ocean Strategy, which advises focusing efforts on what drives the most value for customers. By maximizing resources in areas that matter most, businesses can avoid spreading themselves too thin and achieve greatness. In this episode, we also discuss: The significance of AI tools in customer education and training. The balance between AI efficiency and human empathy in customer interactions. The impact of AI on content accuracy and time management. Real-life examples of AI and human synergy in customer service. The role of schema matching in identifying AI-generated fakes. Strategies for optimizing customer experiences using the Blue Ocean concept. The importance of context in understanding customer emotions and needs. How to determine the value AI brings to your customer experience efforts. The potential pitfalls of over-relying on AI in areas where human touch is crucial.  

Friction occurs when a customer has to work or think hard during an experience. Many times, friction is accidental or the result of organizational apathy. In these instances, friction is a bad thing.    Friction is rarely a good thing in a Customer Experience. However, there are times when it can be beneficial.    For example, when your bank uses two-factor authentication to ensure you are who you say you are. This friction enhances customers’ feelings about an experience.    So, how do you know the difference? It depends on the context.    For example, Disney and Apple have annoyed Colin. Typically, he sings these two brand’s praises, so this friction surprised him.    Both require Colin to make appointments for his experience, which bugs him. Disney has a new program where you book appointments before you arrive to ride an attraction at a certain time. They charge for it, too. Apple requires you to book an appointment in one of their locations rather than turn up with your questions. (But Apple doesn’t charge for this service.)   While Colin is still determining if the Disney program will improve the experience, he is sure this new process will be more hassle than the previous one. Time will tell whether it will be worth it.   Regarding Apple, the friction of booking an appointment has benefited Colin. He isn’t turned away because everyone is “too busy” to deal with him when he arrives at his appointed time.    So, while Colin would rather Apple was always available when he shows up at a retail location, making the appointment—and the friction it introduced—has provided value for him.     In this episode, we delve into friction in Customer Experiences, exploring when it's beneficial and detrimental. We provide examples illustrating how friction can enhance or hinder customer interactions, shedding light on its nuanced role in shaping perceptions and behaviors. By understanding the multifaceted nature of friction, businesses can unlock new opportunities for customer engagement and loyalty.   You will also learn the following:   The advantages of removing friction and making things easier for customers. The prevalence of accidental friction stems from neglect or apathy rather than deliberate strategy. Examples of deliberate friction in various industries, from amusement parks to luxury restaurants, and the underlying psychological mechanisms at play. The importance of finding the right balance between security measures and customer convenience, avoiding excessive friction that may deter or frustrate customers. Strategies for strategically managing friction to align with broader business goals while prioritizing customer satisfaction and ease of interaction.  

Colin has a bone to pick. No, it's not with cable providers this time. It's with the tradespeople involved in his latest home reno project. They are living up to the poor reputation that precedes them, and he has a list of complaints.    Key problems included inaccurate pricing, disdain for previous workers' efforts, lack of collaboration, excessive use of jargon, and poor time management. The disconnect between different trades, reminiscent of organizational siloes in corporate environments, often exacerbates problems.    These issues often leave customers frustrated and distrustful. Drawing from personal experience with Colin's kitchen renovation, we highlight common problems that contribute to the negative perception of tradespeople and discuss ways to enhance their Customer Experience.   It is important to note that many tradespeople excel in their work and customer service, proving that good practices do exist. It's just that none of those lot are currently working on Colin's project.   A significant issue is information asymmetry—customers often lack the knowledge to assess the necessity of additional work, creating a sense of vulnerability and distrust. Other industries, like customized software solutions, face similar challenges where the contractors' expertise far exceeds that of the clients.   Some tradespeople and firms have addressed these issues effectively. For example, an electrician's memorable and self-aware tagline, "No Malarkey with Mr. Sparky," engaged Colin enough to hire them to fix his electrical mishap. He liked the acknowledgment that sometimes contractors do provide more than their share of malarkey. This example underscores the importance of clear communication and reliability in building customer trust.   In this episode, we not only humor Colin's need to rant, but we also explore why tradespeople have the reputation they do and what they should do about it.  We also look at what you can learn from their mistakes to benefit your organization.    In this episode, you will also learn how to avoid these mistakes with tips like:   Use Effective Communication Strategies: How tradespeople can improve customer interactions by avoiding jargon and clearly explaining their work Set Realistic Expectations: The importance of accurate initial quotes and timelines to build trust and prevent customer frustration Employ Collaboration: Strategies for enhancing coordination between different trades (or organizational siloes) to ensure smoother project completion Develop Customer Education Tactics: Methods for educating customers about the work undertaken to reduce information asymmetry and build confidence Implement Customer Experience Systems: The value of structured approaches to ensure consistent and positive customer experiences across the trades Learn from Other Industries: Insights from how software firms handle project management and customer relations to avoid cost and time overages  

Did you ever have an imaginary friend? If so, you already have a leg up on this week’s episode. Chances are you created a mental model of your imaginary friend and could predict with 100 percent accuracy how they might react to a given situation.    A mental model is a detailed creation of an imaginary customer that helps you determine how a real-life customer might react to a given situation. However, unlike the imaginary friend, science and data develop the imaginary customer, not creativity.   As we conclude the Masterclass Series about the intricate world of Customer Experiences and the myriad factors that shape customer behavior from a behavioral science perspective,  today’s episode pulls everything together. We discuss why you should create mental models of imaginary customers to understand why your real-life customers do what they do.   Traditionally, advertising professionals crafted detailed fictional personas, like an imaginary friend from childhood. Then, they targeted their messages to these fictional customers to hone their brand messages. Today, marketers continue this practice by segmenting customers into groups with specific characteristics, creating a persona that represents the group, and tailoring messages for each persona.    AI presents an intriguing opportunity to enhance this approach, enabling AI to predict customer responses by accurately simulating real-world behavior. This practical application holds immense promise.   However, relying solely on intuition is inadequate for constructing precise mental models. A wealth of data is necessary to uncover the underlying motivations and psychological triggers of customer behavior.    Understanding the context in which customers make decisions is another critical element of creating effective mental models. Factors such as current emotions, memories of past experiences, and the situational context can significantly influence decision-making. Also, we discuss how Daniel Kahneman’s two-system model from "Thinking, Fast and Slow" explains the interplay between rational and intuitive decision-making processes.   This final installment of our Masterclass Series underscores the significance of customer personas or mental models in comprehending and anticipating customer reactions to diverse marketing strategies. Our discussion emphasizes the criticality of incorporating comprehensive data into these models to ensure accurate predictions of customer reactions, particularly in the context of incentives. The discussion also highlights the challenges of integrating such data into AI models.    In this episode, you will also learn:   The historical development of customer personas in advertising The potential future role of AI in creating and predicting customer personas The limitations of relying solely on intuition for customer behavior predictions The significance of memories and emotional drivers in customer decision-making Why nutrition labels did little to encourage obese people to make better food choices The impact of situational context on customer choices  

You know that friction in a Customer Experience is a problem that needs fixing. However, do you have that same perception of workplace friction? If you feel the friction at work, you probably do. But if you don't, you likely think little of it, if at all. Doing work for money requires a certain amount of friction, right? However, if the friction impacts employees and decreases employee morale, it can be a significant problem. One might even say it is a problem worth fixing. In this episode, we delve into workplace friction and its impact on employee productivity and morale with Christophe Martel, founder and CEO of FOUNT. Martel, an expert in eliminating workplace friction, shares his insights on how reducing friction can transform employee experience, leading to happier and more productive teams. We define workplace friction as anything that makes it harder for employees to do their jobs. This friction manifests in various ways, such as messy interactions, poor intra-company team collaboration, lack of established rules, and inadequate systems for settling disagreements. While most companies recognize friction in Customer Experience is detrimental, many organizations overlook its impact on employees. Martel explains that workplace friction is an evolving concept that varies from person to person. Unlike organizational friction, which slows down processes company-wide, work friction is more acute and usually affects frontline employees. It often arises unintentionally from policies or changes designed to meet departmental goals, complicating interactions for customer-facing staff. FOUNT addresses structural friction by identifying and resolving issues through data collection and analysis. By understanding employees' specific tasks, FOUNT helps organizations implement solutions that improve productivity and morale. Martel emphasizes that solving work friction leads to happier employees and yields operational benefits, making the company more efficient and profitable. One key takeaway is that productive employees are long-term employees. Contrary to the popular belief that people leave managers, Martel argues that they leave because of work friction. Managers often absorb friction for their teams but lack the authority to make systemic changes. As a result, friction becomes ingrained in company processes, persisting even when everyone acknowledges it doesn't work. Martel advocates for open communication between frontline employees and senior managers to identify and address work friction. He also highlights the potential role of AI in reducing friction, though its effectiveness depends on user adoption. AI tools can help when properly deployed based on insights from work friction data. We discuss why addressing work friction requires a clear understanding of its causes and a commitment to making systemic changes. We also hear about how Martel's approach with FOUNT demonstrates that reducing friction can significantly improve employee satisfaction, productivity, and overall company performance. Listeners will also learn: How to identify different types of workplace friction The importance of data in understanding and resolving friction Examples of structural friction and how to address them The role of managers in mitigating or exacerbating friction The potential impact of AI tools on workplace productivity Practical steps for fostering open communication and gathering actionable insights from employees The financial benefits of reducing work friction in large organizations  

Customers can tell you why they do something, But they might be wrong.    It's not that customers are stupid. No, it is quite the contrary. Customers' thinking and decision-making are complicated; multiple things happen simultaneously.    Sometimes, the reason customers do things is hidden, even from the customers themselves. In our penultimate masterclass episode, we explore how you can get at these hidden motivations when designing a Customer Experience that surprises and delights customers.    In this episode, we delve into the hidden motivations of customers, particularly focusing on Confirmation Bias. This bias is a psychological tendency in which people seek information confirming their beliefs and discount contradicting them. It plays a crucial role in customer decisions, often without them even realizing it.   For example, one significant influence is the desire to be right, to see oneself as competent and knowledgeable. Confirmation Bias stems from this need, as people seek information that validates their opinions and disregards contrary evidence.   This bias manifests in various ways. One is brand loyalty.    For example, Apple enthusiasts might blame themselves for device issues rather than consider a fault with the product. This self-blame reinforces their loyalty, even if the product doesn't work perfectly. Similarly, loyal users of the social media platform X (formerly Twitter) overlook its problems to maintain their positive view of the service.   Confirmation Bias is also evident in political beliefs. Studies show that exposure to opposing viewpoints makes individuals more extreme in their views rather than moderating them. This reaction occurs because engaging with opposing views requires more cognitive effort and emotional resilience, as it threatens one's sense of being right.   In business, Confirmation Bias occurs when companies resist new findings that contradict their existing strategies. For instance, in our Emotional Signature® research, organizations often find that the real drivers of customer satisfaction differ from the assumptions. While these insights are valuable, accepting them is challenging because it feels like the organization must admit to past mistakes.   Recognizing and addressing hidden motivations is essential for businesses, so tune in to gain insights into the complex world of customer motivations and how to leverage these understandings for better business outcomes. We will explain why it is crucial to go beyond surface-level feedback and analyze customer behavior to uncover these deeper drivers.    In this episode, we also discuss:   The role of evolutionary psychology in understanding customer motivations. Techniques for uncovering hidden customer needs. How Confirmation Bias affects brand loyalty and customer satisfaction. The impact of cognitive effort and emotional resilience in accepting opposing views. Strategies for supporting customers in justifying their purchases. The importance of being open to new information and challenging one's own biases.  

Sanjay Patel faces a challenge many of us can relate to: how to get senior executives to buy into your program.    Dealing with senior management can be nerve-wracking, as I learned twenty years ago when my heart rate spiked during a presentation to the CEO and C-suite. Today, I've mastered strategies for these situations.    In this episode, we discuss how to deal with them effectively and get what you want.   For example, it starts by being confident in your knowledge. Senior executives are usually clever and ambitious, knowing a lot about various topics but often not much about Customer Experience (CX). When discussing CX or any program you are knowledgeable about, remember they can learn from you. They wouldn’t talk to you otherwise. Respect your expertise and believe in yourself. If you don’t believe in your ideas, why should they?   So, yes, confidence is key, but avoid being overly technical or jargon-heavy. Overcomplicating your message can make you seem like you’re covering for something. Instead, align your message with what the CEO cares about most. For example, if the CEO is focused on cost-cutting, explain how your CX program can save costs. Understanding and addressing their needs will help you get through to them.   You should also keep your questions simple. Surprisingly, the higher you go in the management chain, the simpler the questions should be. Simple questions like "What experience do we want to deliver?" engage the senior team effectively. Avoid complex questions that convolute your message. Being clear and relevant is more important than appearing clever.    Additionally, using examples from within the organization or from customers helps illustrate your points effectively. Personal stories make your message digestible and relatable. For instance, Colin always asks his clients to think about a good or bad experience they had recently. By asking your audience about their own good or bad customer experiences, you can help them understand the importance of emotions in CX.   Finally, senior management values opinions. When asked, state your opinion clearly and respectfully. And be straightforward; senior management can easily detect dishonesty.   Today’s episode explores how to convince senior management to support your program.  . Ultimately, persuading senior management is a sales job. So, we talk about how to sell your idea by meeting their needs.    In this episode, you will also discover:   How to frame your expertise in a way that resonates with senior executives' priorities. Techniques for simplifying complex ideas to ensure clarity in communication. The importance of aligning your proposals with the company's strategic goals. Methods for using storytelling to make your case compelling and memorable. Strategies for addressing tough questions with confidence and transparency. Ways to gather and present evidence that supports your proposals effectively.  

This episode is the sixth in an eight-part series on Unlocking the Psychology of Customer Experience. Here, we explore the psychology we have regarding how human beings deal with predicting unpredictable outcomes. The discussion focuses on biases that influence how people perceive and assess probability and risk, impacting their judgment and decision-making processes.   We begin with a common bias in these situations, the Gambler's Fallacy. In this scenario,  individuals predict future random outcomes based on past results. It feels logical but isn’t and often results in poor decision-making.    For example, casinos will often put the results of the past few Roulette rolls to give patrons a history of what has happened with the wheel. Some gamblers might use this history to predict what is likely to happen next.    However, the marble doesn’t have a memory of what just happened or any control over what happens next. The next roll will be as random as the last roll. The history of the Roulette wheel is meaningless; it only serves the casino by exploiting patrons' inability to realize the random nature of the spin and taking their money.  Another bias we discuss is the Hot Hand Fallacy, which influences people to believe that a streak of success in sports or other areas is sustainable despite statistical evidence.    The Gambler’s Fallacy and the Hot Hand Fallacy are not any more logical or rational than one another. The Hot Hand Fallacy differs because, at least, an athlete’s performance or a business outcome isn’t random. However, it isn’t any more likely to be right.    We also examine the Overconfidence Bias, which reveals how individuals tend to be overly confident in predicting outcomes, leading to misguided decisions. The Dunning-Kruger effect, a related phenomenon, highlights how individuals with limited knowledge of a topic may underestimate their competence.    Colin is guilty of this regarding his ability and drive to learn about his SLR camera’s more nuanced settings. He opts for the automatic settings instead.   Moreover, the Endowment Effect is discussed, illustrating how people overvalue items they perceive as their own, influencing their willingness to part with them. The Hindsight Bias is also explored, revealing how people tend to believe that past events were more predictable than they were.   In this episode, you will also learn the following:   The importance of ongoing learning and adaptation in navigating the complexities of human decision-making. The implications of these biases for customer experience design and decision-making in business. Strategies for mitigating the impact of cognitive biases on judgment and decision-making. Real-world examples of how these biases manifest in various contexts, such as investing, sports, and customer interactions. The role of awareness and education in addressing biases and improving decision-making processes. Practical steps for incorporating insights from behavioral economics into experience design and business strategy.