Let’s say you’ve found a way to reduce customer effort in your billing process. The evidence for this change is backed up by customer feedback, operational data and robust financial analysis. It should be a no brainer.
So, why aren’t senior execs listening? Why are you told the budget ‘doesn’t exist’ for VoC programmes? And why isn’t the senior team as customer focused as you?
If this sounds familiar, read on to discover how you can best work with senior execs that aren't customer focused.
Go for bite-sized chunksAs people, we're often resistance to change - especially if it requires dramatic updates to systems, processes and personnel. This thinking is especially common in businesses that can’t pivot quickly. You may have to concede that your recommendations are simply too big for now.
Instead, scale them back and deliver them in bite-sized chunks. Use small test cases to show the impact of your changes. If you can highlight the moments of truth where you’re able to make the big differences with the small changes, then senior execs will be more inclined to listen - particularly if you can back this up with data and insight from customers.
Make your case irrefutableBy gathering enough data and customer feedback to support your claims, you’ll make the suggested changes harder to dismiss. Scores and data can create a strong argument for change and by linking these back to the bottom line you'll demonstrate exactly what impact these changes have made.
You can also share the why behind the score, using individual customer stories brings the customer (and customer emotion) to life, which makes the arguments for change much harder to ignore.