The Net Promoter System has a mechanism called the inner loop that helps employees of all kinds get real-time feedback directly from customers. The feedback is usually positive—most employees do their job pretty well—so people typically become more engaged and enthusiastic. The occasional criticism or complaint about a specific interaction or decision can help individual employees and the organization learn to do their jobs better.
The challenge is to set up the inner loop in the right way, so that it reinforces learning rather than undermining it.
In this short episode, Rob Markey discusses how the inner loop speeds learning.
The best companies--loyalty leaders that grow profitably--do things to teach their employees to do their jobs better. In fact, the Net Promoter System was designed to help companies facilitate and accelerate that individual learning. The system's inner loop and huddle play important roles in encouraging feedback and coaching so that employees can serve customers better and contribute to the mission of the organization.
Some people think that developing deep expertise simply requires time and practice, but there's more to it.
Anders Ericsson, coauthor of the new book Peak: Secrets from the New Science of Expertise, and his team have deconstructed what it takes to become a true expert in a variety of fields. What they've discovered has direct application to any company.
What qualities and experiences make for a successful chief advocacy officer? Not just anyone will do, regardless of how bright and ambitious he or she may seem to be.
The best CAOs aren’t always the people you might think of first, and they aren’t always working in predictable roles. But one thing is for sure: It's important to choose someone who has the respect of the organization's leaders.
In this short episode, Rob Markey discusses some critical considerations for companies that are choosing a CAO.
Learn more: Who Should Run Your Net promoter System?